scholarly journals Authentic Dialogue: The Communication of Collaborative Leadership

2017 ◽  
Vol 4 (1) ◽  
Author(s):  
Jorja Wright
Keyword(s):  
Collaborative Leadership ◽  
Authentic Dialogue

Leadership and Strategic Change under Ambiguity

1996 ◽  
Vol 17 (4) ◽  
pp. 673-699 ◽  
Author(s):  
Jean-Louis Denis ◽  
Ann Langley ◽  
Linda Cazale ◽  
Jean-Louis Denis ◽  
Linda Cazale ◽  
...  
Keyword(s):  
Strategic Change ◽  
Collaborative Leadership ◽  
Radical Change ◽  
Leadership Roles ◽  
Linear Pattern ◽  
Effective Change ◽  
Leadership Group ◽  
Political Realignment ◽  
University Affiliation

This paper draws on a case study of a large public hospital to examine the processes of leadership and strategic change in organizations where goals are unclear and authority is fluid and ambiguous. The case history describes the evolution of leadership roles during a period of radical change in which a general hospital acquires a university affiliation while moving towards a more integrated form of management. The study traces the tactics used by members of the leadership group to stimulate change, and the corresponding impact of these tactics on both the progress of change and on leadership roles themselves. It is suggested that strategic change in these organizations requires collaborat ive leadership involving constellations of actors playing distinct but tightly-knit roles. Yet, collaborative leadership is fragile and can easily disintegrate due to intemal conflict or to discreditation associated with more unpopular (although potentially effective) change tactics. Thus, under ambiguity, radical trans formations may tend to occur in a cyclical non-linear pattern with periods of substantive change alternating with periods of political realignment. The paper concludes with a series of five propositions concerning the collaborative, cyc lical, interpretative, and entropic nature of leadership and strategic change pro cesses under ambiguity.

scholarly journals Interprofessional collaboration among health professionals in cleft lip and palate treatment and care in the public health sector of South Africa

2021 ◽  
Vol 19 (1) ◽  
Author(s):  
Phumzile Hlongwa ◽  
Laetitia C. Rispel
Keyword(s):  
Public Health ◽  
Health Professionals ◽  
Cleft Lip ◽  
Cleft Lip And Palate ◽  
Interprofessional Collaboration ◽  
Collaborative Leadership ◽  
Health Sector ◽  
Group Function ◽  
Public Health Sector ◽  
Effective Group

Abstract Background Collaboration among different categories of health professionals is essential for quality patient care, especially for individuals with cleft lip and palate (CLP). This study examined interprofessional collaboration (IPC) among health professionals in all CLP specialised centres in South Africa’s public health sector. Methods During 2017, a survey was conducted among health professionals at all the specialised CLP centres in South Africa’s public health sector. Following informed consent, each member of the CLP team completed a self-administered questionnaire on IPC, using the Interprofessional Competency Framework Self-Assessment Tool. The IPC questionnaire consists of seven domains with 51 items: care expertise (8 items); shared power (4 items); collaborative leadership (10 items); shared decision-making (2 items); optimising professional role and scope (10 items); effective group function (9 items); and competent communication (8 items). STATA®13 was used to analyse the data. Descriptive analysis of participants and overall mean scores were computed for each domain and analysed using ANOVA. All statistical tests were conducted at 5% significance level. Results We obtained an 87% response rate, and 52 participants completed the questionnaire. The majority of participants were female 52% (n = 27); with a mean age of 41.9 years (range 22–72). Plastic surgeons accounted for 38.5% of all study participants, followed by speech therapists (23.1%), and professional nurses (9.6%). The lowest mean score of 2.55 was obtained for effective group function (SD + -0.50), and the highest mean score of 2.92 for care expertise (SD + -0.37). Explanatory factor analysis showed that gender did not influence IPC, but category of health professional predicted scores on the five categories of shared power (p = 0.01), collaborative leadership (p = 0.04), optimising professional role and scope (p = 0.03), effective group function (p = 0.01) and effective communication (p = 0.04). Conclusion The seven IPC categories could be used as a guide to develop specific strategies to enhance IPC among CLP teams. Institutional support and leadership combined with patient-centred, continuing professional development in multi-disciplinary meetings will also enrich IPC.

A Sustainable Dietetics Bridging Program: Development and Implementation in Atlantic Canada

2014 ◽  
Vol 75 (2) ◽  
pp. 95-100
Author(s):  
Daphne Lordly ◽  
Jennifer Guy ◽  
Paula Barry ◽  
Jennifer Garus
Keyword(s):  
Best Practices ◽  
Program Development ◽  
Collaborative Leadership ◽  
Lessons Learned ◽  
Atlantic Canada ◽  
Program Sustainability ◽  
Multiple Stakeholders ◽  
Dietetics Education ◽  
Foreign Credential Recognition ◽  
Canada Data

A provincial focus on immigration and improved foreign credential recognition has led to an investigation of best practices and subsequent recommendations for the development and implementation of a sustainable university-based bridging program for internationally educated dietitians in Atlantic Canada. Data were collected from various sources and used to inform program decisions and direction. An advisory framework was established through a core group representing dietetics education and regulation and internationalization. Subsequently, a key stakeholder group was formed. As a result of this collaboration and research, a dietetics bridging framework was developed and a program pilot tested. Lessons learned may inform similar endeavours and highlight the importance of collaborative leadership and collaboration among multiple stakeholders, and of creatively addressing program sustainability issues while keeping learners (internationally educated dietitians) at the centre.

The Adult Literacy Process as Cultural Action for Freedom

1970 ◽  
Vol 40 (2) ◽  
pp. 205-225 ◽  
Author(s):  
Paulo Freire
Keyword(s):  
Adult Literacy ◽  
Third World ◽  
Literacy Skills ◽  
Theory And Practice ◽  
Human Beings ◽  
Sound System ◽  
Authentic Dialogue ◽  
Positive Action ◽  
Literacy Process ◽  
World Perspective

Dr. Freire writes from a Third World perspective, but with obvious implications for education in general. He rejects mechanistic conceptions of the adult literacy process, advocating instead a theory and practice based upon authentic dialogue between teachers and learners. Such dialogue, in Freire's approach, centers upon codified representations of the learners' existential situations and leads not only to their acquisition of literacy skills, but more importantly to their awareness of their right and capacity as human beings to transform reality. Becoming literate,then, means far more than learning to decode the written representation of a sound system. It is truly an act of knowing, through which a person is able to look critically at the culture which has shaped him, and to move toward reflection and positive action upon his world.

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