Passionate Leadership Research Articles

The Influence of Leadership Style, Organizational Culture, and Rewards on Employee Performance

For employees, organizational culture consists of a variety of implementation guidelines to technical guidelines. Every leader has his or her own passionate leadership style. Effective leadership requires the ability to adapt to various situations. When employees receive adequate compensation, performance will usually increase, but if compensation is inadequate, employee performance may decrease. This research has the aim of knowing whether the compensation given to employees is equal to the responsibility for their performance. The compensation indicator raises the enthusiasm of employees, how not, with the compensation of employees will be more prosperous. This study chose descriptive and quantitative methods. The results showed that leadership style, organizational culture, and simultaneous and partial rewards had a significant effect on employee performance, obtained from a significance value of 0.037, 0.025, and 0.003. The significant value is greater than alpha (0.000 < 0.05).

Building Social Confiance With Dayah: Between Incidental Fanatism And Curricular Decision

Dayah educational institutions have been popular in Aceh since the Sultanate of Iskandar Muda because of their ability to pass high-quality Muslim scholars. This is due to his ability to apply the fanatic attitude of the leadership to the quality of the curriculum in Aceh. Despite the many emerging modern teaching approaches in advancing formal educational institutions, Fanaticism in this context has provided high enthusiasm for students and the community in studying Islamic religious knowledge within the scope of the Acehnese Salafi Dayah. Therefore, this study aims to discuss the forces of fanaticism led by dayah and investigate the effectiveness of the quality of the dayah curriculum in Aceh. This research is classied as qualitative descriptive. Data collection was carried out through observation, interviews, and documentation. Data is obtained from interviews with Dayah Leaders, Wadir, and teachers at Dayah MUDI Bireuen, Aceh, observing the implementation of fanaticism-based learning and reviewing supporting documents. The analysis is data reduction, data presentation, and conclusion. The results of this research reveal that, First, fanaticism in learning in the Dayah has inherited the charismatic Muslim scientists/Ulama in Aceh. Second, the collaboration between passionate leadership in the Dayah and the quality of the curriculum has helped develop the students' competence. Third, the support of Dayah teachers and Dayah alumni rabithah has increased public trust.

Safewards in acute medical/surgical care wards: Capability, Opportunity, Motivation and Behaviour model and Theoretical Domains Framework analysis

BackgroundSafewards is an evidence-based practice improvement model to minimise conflict in inpatient mental health units. There is limited published research on implementing Safewards in acute medical/surgical care wards. ObjectiveTo identify, from nurses' perspectives, barriers, and facilitators to implement four Safewards interventions in acute medical/surgical care wards. MethodsThis article reports qualitative findings from a funded mixed-method evaluation of the Safewards Acute Care Pilot Project. Six focus group interviews comprising 35 nursing staff from four hospitals in Victoria, Australia were completed between April and October 2022. The semi-structured interview guide included questions developed using the Capability, Opportunity, Motivation and Behaviour model. Data was thematically analysed and mapped to a matrix combining Capability, Opportunity, Motivation and Behaviour model and the Theoretical Domains Framework to elucidate barriers and facilitators to implementing four Safewards interventions in acute medical/surgical care wards. ResultsThree components in the Capability, Opportunity, Motivation and Behaviour model and three Theoretical Domains Framework domains were identified as barriers to the adoption of Safewards in acute medical/surgical care wards. Specific barriers included physical opportunity challenges related to the environmental context and resources domains. The key themes included time constraints and competing priorities; lack of physical space and infrastructure; and poor patient uptake due to lack of understanding. Gaps emerged as a psychological capability barrier within the Theoretical Domains Framework knowledge domain. Additionally, resistance to practice changes was associated with the motivation component of the Capability, Opportunity, Motivation and Behaviour model. Conversely, six TDF domains were relevant to facilitating the implementation of the Safewards interventions: memory, attention, and decision processes; physical skills; social influences; social/professional role and identity; goals; and beliefs about consequences. Key facilitators included the Safewards interventions serving as reminders to focus on compassionate nursing care; nursing staff possessing the skillset for interventions; peer pressure and mandated change; supportive and passionate leadership; presence of champions to drive momentum; belief in nursing staff ownership and expertise for leading implementation; personal commitment to improve work environments and care quality; and the belief that Safewards would improve ward culture. ConclusionsAddressing barriers and leveraging facilitators can inform strategies for enhancing staff capability to implement Safewards in acute care wards. Specifically, a tailored, multilayered approach focusing on leadership support, training, resources, patient input, and feedback can promote effective adoption of the Safewards model and adaptation of discrete interventions. Tweetable abstractSafewards adaptation: Addressing barriers like resources, space, and patient awareness; leveraging peer modelling and leadership strategies for success.

Ernst Bertner: A Surgeon with Prescient Vision for the Largest Medical Center in the World.

More than 75 years ago, surgeon Ernst Bertner envisioned the Texas Medical Center (TMC) as "breathtaking in the scope and breadth of its conception," that would be "one of the largest in the world"; a gigantic medical enterprise that would "attract the greatest scientists of the world" and would combine patient care, research, and education, on a scale that was "second to none." During the next 3 years, Bertner accomplished important pieces of the Herculean task to bring onto the campus 11 major buildings, including the University of Texas MD Anderson Hospital for Cancer Research, for which he was the interim director. This was an extraordinary accomplishment because at the outset he had only a strategic plan, the deed to 134 acres of forest, and financial support from the MD Anderson Foundation! Bertner further forecasted world-class clinical and educational programs in the TMC, stating: "We envision the time when the Medical Center will become a great magnet, drawing leaders in education, medicine, and dental professions. It will provide the physical facilities and the environment in which research will flourish and bring forth for all of us new discoveries in the field of medicine." So how did his bold vision and passionate leadership culminate in the TMC today? By any criteria of scale and program excellence, the TMC today can be regarded as the largest medical center in the world. Occupying a contiguous campus of 1345 acres (2.1 square miles), it comprises 162 buildings, 60+ member institutions, 21 hospitals (>9200 beds), 21 academic institutions, 4 medical schools, 7 nursing schools, 3 public health schools, 2 pharmacy schools, and a dental school. More than 106,000 patients and visitors come daily to the TMC, which has more than 120,000 employees, including 5000 physicians, 5700 researchers, and 11,000 registered nurses. Ernst Bertner is credited for transforming the original vision of the TMC into a workable program, and whose dynamic devotion to the idea captured the devotion of others to accomplish this extraordinary feat. Thus, during this short interval from 1946 to 1950, Bertner transitioned the leadership of the MD Anderson Cancer Hospital to Dr. R. Lee Clark, conducted a busy general surgery and gynecologic practice, facilitated the monumental transfer of the Baylor Medical School from Dallas to Houston, helped to recruit Dr. Michael DeBakey from New Orleans, and fought a heroic battle against rhabdomyosarcoma, a very rare andaggressive cancer.

Stroke thrombolysis in a middle-income country: A case study exploring the determinants of its implementation.

Translation of evidence into clinical practice for use of intravenous thrombolysis in acute stroke care has been slow, especially across low- and middle-income countries. In Malaysia where the average national uptake was poor among the public hospitals in 2018, one hospital intriguingly showed comparable thrombolysis rates to high-income countries. This study aimed to explore and provide in-depth understanding of factors and explanations for the high rates of intravenous stroke thrombolysis in this hospital. This single case study sourced data using a multimethod approach: (1) semi-structured in-depth interviews and focus group discussions, (2) surveys, and (3) review of medical records. The Tailored Implementation of Chronic Diseases (TICD) framework was used as a guide to understand the determinants of implementation. Twenty-nine participants comprising the Hospital Director, neurologists, emergency physicians, radiologists, pharmacists, nurses and medical assistants (MAs) were included. Thematic analyses were conducted inductively before triangulated with quantitative analyses and document reviews. Favorable factors contributing to the uptake included: (1) cohesiveness of team members which comprised of positive interprofessional team dynamics, shared personal beliefs and values, and passionate leadership, and (2) facilitative work process through simplification of workflow and understanding the rationale of the sense of urgency. Patient factors was a limiting factor. Almost two third of ischemic stroke patients arrived at the hospital outside the therapeutic window time, attributing patients' delayed presentation as a main barrier to the uptake of intravenous stroke thrombolysis. One other barrier was the availability of resources, although this was innovatively optimized to minimize its impact on the uptake of the therapy. As such, potential in-hospital delays accounted for only 3.8% of patients who missed the opportunity to receive thrombolysis. Despite the ongoing challenges, the success in implementing intravenous stroke thrombolysis as standard of care was attributed to the cohesiveness of team members and having facilitative work processes. For countries of similar settings, plans to improve the uptake of intravenous stroke thrombolysis should consider the inclusion of interventions targeting on these modifiable factors.

An Effective Response to Healthcare Disparities Begins With a Strategic Plan.

For too long, healthcare disparities have negatively affected underrepresented groups in urban areas throughout the United States. Disparities in care and outcomes related to social determinants were known, and efforts were made to address them. Effective change for all moved up to top priority in the wake of COVID-19's arrival, police brutality, social unrest, and the murders of Black Americans, including George Floyd. Henry Ford Health (HFH), working with leading local community organizations, immediately pledged to address social and racial injustices. Unfortunately, many neighborhoods still suffer disproportionately from maternal and infant mortality, food insecurity, and other social vulnerabilities. HFH's commitment to equity includes creatively meeting the needs of the underserved. HFH has developed innovative ways to address the social, economic, and educational challenges to the health of Metro Detroit. Through thoughtful consideration and passionate leadership, HFH is strategically creating authentic and scalable social change to address racism and discrimination in healthcare.

Editorial A Message From the New Editor-in-Chief

On behalf of the Editorial Board of Wireless Communications Letters (WCL), I would like to thank our outgoing Editor-in-Chief, Professor Wei Zhang, who has invested tremendous efforts to make WCL the prestigious, impactful, and fast publication in wireless communications. Professor Zhang had served in this position for four years and contributed during this time enormously to the development of WCL. During his term, one major effort was the introduction of the WCL presentation sessions at ICC and GLOBECOM which have given authors the opportunity to present their published work in WCL to engage with the research community and the industry. This has now become an important feature of WCL. We certainly are all most grateful for his passionate leadership and highly acknowledge his achievements.

Exploring the cultural intersection of music, sport and physical activity among at-risk youth

Although sport can serve as a valuable mechanism for social change, this does not imply it can single-handedly solve large-scale problems; rather, sport should be utilized with passionate leadership, efficient and innovative program design, and ancillary cultural enrichment activities to achieve optimal results. This research was motivated by developments in some marginalized and at-risk communities where several sport-for-development programs have started to incorporate music to enhance the appeal and impact of sport interventions. The purpose of this study was to evaluate the use of hip-hop and sport by one sport-for-development program to educate and improve the lives of inner-city youth in Harlem. Data were collected by interviewing key stakeholders of the program, including participants, workshop leaders, staff, and upper-level executives along with onsite observations. Results of our investigation highlighted the cultural influence of music and sport within a local demographic and a sport-for-development initiative aimed to appeal to both local at-risk youth and key community stakeholders.

Sharing Antarctic Research in the Classroom: Authentic Outreach as a Means of Improving Student Performance

For six seasons, Richard Lee has included a K-12 teacher on his Antarctic research team to coordinate outreach to U.S. classrooms. These teachers have communicated with thousands of students and their teachers and planned authentic outreach activities to improve student performance. Program success depends on funding by the National Science Foundation, passionate leadership, and five components for launching a successful outreach initiative: recruiting and mobilizing support, introducing Antarctic researchers to students and community, communication using technology, purposefully planning interdisciplinary instruction, and using media and publications to extend the outreach.

In Healthcare Quality, Improvement Starts With Passionate Leadership

In Healthcare Quality, Improvement Starts With Passionate Leadership

Passionate leadership

Neslyn Watson-Druée argues that successive governments' obsession with structural change has distracted from the need to engage with people. Nurses see the whole patient journey and they can bring this unique perspective to the new commissioning arrangements.

VOICES: A STRONG MORAL COMPASS

David De Cremer believes that the antidote to a corrupt corporate culture is passionate leadership, guided by a strong moral compass.

Social accountability in medical education – An Australian rural and remote perspective

Australia's medical education system is undergoing a socially motivated transformation focused on improving access to medical care for rural and remote communities. A rural and remote backbone of Rural Clinical Schools (RCS), University Departments of Rural Health, regional medical schools, and the postgraduate college, ACRRM, have enabled community responsive innovation and partnerships with rural health services that once would have been difficult to imagine. This article argues that this transformation is succeeding because of the passionate leadership of rural medical and community leaders, government seed funding to encourage rural medicine as an academic discipline, rigorous research and consultation that underpinned each step of the innovation pathway, and a political campaign to invest in rural medical education as a form of rural social capital.

대학생의 색채 선호와 색채 의미

The purpose of this study were to see what is the color preference for college students and the meaning of color, based on color psychology. The subjects are the male and female university students in Busan and the survey is conducted in March 2009, September 2009. Analysis is based on eight kinds of colors such as red, orange, yellow, green, cyan, blue, purple which are used in the psychological analysis of Howard & Dorothy Sun Corporate CRR (Colour reflection reading), and words representing the meaning of colors. A total of 259 questionnaires were used to analyze data and analysis was conducted by using SPSS 14.0 statistical package. First, by examining the best three colors among eight colors, the red which represents sociable and passionate leadership and a lot of energy was the first. Second, in terms of positive and negative sense, the green is stable, protected, red is passionate, strong', yellow is bright, happy and green is' clean, young. The Blues has peaceful, tranquil image', the orange is lively animation, cheerful, and the purple shows a positive meaning of beautiful, precious, often mature, loving. Third, the preferences of boys and girls to compare colors in the first preferred color, there were significant differences between boys and girls. Most boys prefer blue, while the girls like red the most. Both boys and girls look at the meaning of green color with the most positive sense and especially male students have the negative connotation about the green color than female students.

Book Review: Passionate Leadership in Education

Book Review: Passionate Leadership in Education

Passionate leadership

Passionate leadership

Passionate Leadership in Education

Passionate Leadership in Education

Passionate Leadership in Education

Passionate Leadership in Education

Woven in Deeply

This article comes from an investigation into the identities and leadership traits of seven urban school principals committed to social justice across elementary, middle, and high school levels. These administrators believed that enacting social justice for marginalized students was instrumental in their desire to become school leaders and central to their practice. A qualitative approach combined with principles of autoethnography has guided the research methods. Findings include varied personal experiences that sound their call to leadership and three common leadership traits. These traits are arrogant humility, passionate leadership, and a tenacious commitment to social justice. The article concludes with a metaphor explaining these leaders and their connection with their social justice work.

From training to performance: A case study

Faced with the prospect of engaging nearly two thousand employees before the situation became urgent, this case study shares why the best interests of employees, customers, and shareholders are neither disparate nor a zero-sum game. It also shows how it takes passionate leadership coupled with proven HPT principles to unlock synergies. Its hallmarks are high employee engagement, quality customer interaction, and improved profitability.