scholarly journals Apply by March 5 for Health Care Leadership Development Program

ASHA Leader ◽  
2020 ◽  
Vol 25 (1) ◽  
pp. 65-65
2019 ◽  
Vol 33 (1) ◽  
pp. 101-111
Author(s):  
Danielle Cobb ◽  
Timothy W. Martin ◽  
Terrie Vasilopoulos ◽  
Erik W. Black ◽  
Chris R. Giordano

Purpose The purpose of this paper is to discuss a unique leadership curriculum developed at the University of Florida and its impact on the leadership skills and values of the anesthesiology residents since its conception. The authors instituted a voluntary anesthesiology residency leadership development program at their institution to fill a perceived gap in leadership training. Mounting evidence reveals that strong clinical leadership skills improve outcomes for patients and health-care institutions. Additionally, this growing body of literature indicates that optimal outcomes result from effective team behaviors and skills, which are directed through the requisite clinical leadership. Unfortunately, adding leadership training into the existing medical education curriculum is a formidable challenge regardless of the level of learner. Design/methodology/approach To evaluate learners, the authors used the Aspiring leaders in Healthcare-Empowering individuals, Achieving excellence, Developing talents instrument, which is a validated and reliable assessment of leadership competency in health-care professionals. In 2017, the authors surveyed the past five graduating classes from the department (classes of 2012-2016), using the two graduating classes before the program’s implementation as a historical control group. Findings The survey was sent to 96 people, of whom 70 responded (73 per cent). Those participants who usually or always participated in the program responded with higher leadership-readiness skills scores than those who occasionally, rarely or never participated in the program. Notably, those who had participated in another leadership development course at any time had higher skills scores than those who had never participated. Originality/value The study’s data provide evidence that residents who either, often or always participated in the leadership development program perceived themselves to be better equipped to become effective health-care leaders as opposed to residents who never, rarely or occasionally participated.


2017 ◽  
Vol 19 (3) ◽  
pp. 295-313 ◽  
Author(s):  
Kristina Natt och Dag

The Problem The U.S. health care system is currently undergoing reform, shifting from a volume to a value-based model. This transformation calls for strong leadership among physicians; however, they are often not prepared for leading changes for multiple reasons. Furthermore, physicians can be a challenging group to train when it comes to nonmedical disciplines. Therefore, identifying what will engage physicians in learning nonclinical topics is crucial for effective leadership development. The Solution I attempt to discuss this aspect by utilizing a year-long leadership development program, which yielded great response from physicians in terms of perceived value of learning. Exploring a more recent learning theory (connectivism) that considers the role of building personal learning networks (PLNs), I describe how the program unfolded and how the slow but steady emergence of PLNs became the basis for the learning. I also illustrate how theory has been used to guide program development, leading to successful outcomes. The Stakeholders Scholar-practitioners within human resource development (HRD), and leadership development professionals can be inspired to apply connectivism as a lens to further understand adult learning theories in the era of information and technology as well as apply to the development of leadership programs aimed at highly skilled professional groups.


2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Embung Megasari

This study aims to explore the factors of the implementation of Midterm-term Change Project proposed by alumni of Leadership Development Program (Diklatpim) Level held in 2017 in the Riau Province. Data was collected using interview technique and review of related documents. The informants included three parties namely the alumni as the owner of the change project, the alumni superior as the mentor and organizer of the Training. The results showed, from the perspective of implementation, there were internal factors (low willingness, seriousness and motivation, as well as alumni communication with limited work teams) and external (unavailability of IT staff, lack of support for infrastructure and budget facilities, inequality of perception between participants and stakeholders to supporting data, as well as the lack of direct attention of superiors as mentors) which is the cause of the suboptimal implementation of medium-term change projects. This research contributes to efforts to improve the implementation of medium- term change projects through an understanding of the factors that cause the low level of implementation of the project term change in 2017 Riau Province Diklatpim IV alumni.Keywords: leadership development, change project, training evaluation, Riau.


2010 ◽  
Author(s):  
Valentin Gavito ◽  
Dinesh Verma ◽  
Peter Dominick ◽  
Michael Pennotti ◽  
Ralph Giffin ◽  
...  

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