scholarly journals How physicians acquire leadership competencies: A systematic review

2019 ◽  
Vol 8 (1) ◽  
pp. 3-11
Author(s):  
Seyed Ali Hozni ◽  
Mohammmad Hakkak ◽  
Hojat Vahdati ◽  
Amir Hooshang Nazarpouri
Keyword(s):  
Leadership Development ◽  
Continuing Education ◽  
Health Systems ◽  
Scientific Information ◽  
Leadership Competencies ◽  
Research Strategy ◽  
Careful Examination ◽  
Management Skills ◽  
Leadership Development Programs ◽  
Clinical Leadership

Background: Health systems around the world have their own unique challenges. Today, competence in clinical leadership is often seen as more important than clinical competence. Given the important role of physicians in health systems, how do they acquire clinical leadership competencies? In this research, valid scientific articles were reviewed for insight. Methods: In this research, databases including Science Direct, ProQuest, PubMed, SCOPUS, and Emerald, as well as Google Scholar, the Scientific Information Database, and Magiran for Iranian articles were searched for valid evidence-based English and Persian articles published between 2010 and 2018 using combination of keywords such as "physician," "leadership," and "competency" singly and in combination with the terms "AND" and "OR" as research strategy. Studies that focused on "physicians leadership competency" were selected. Search results were limited to the years 2010-2018. After reviewing the papers, 18 relevant articles were selected. Results: In the first phase, 350 articles were selected and after careful examination, 18 papers were approved at the final stage. It was found that education and leadership development courses are the most important factor for enhancing managerial competencies for physicians. It should be noted that the researchers found that in Iran research on competence in clinical leadership has also been less relevant than others. Conclusion: It is imperative that managers and planners of medical curricula design courses to develop management skills for physicians. In the post-graduate period, for physicians’ continuing education, courses that address applied management and leadership should be identified and included in the continuing education curricula to address the real needs of the country’s health systems. Leadership development programs can also be useful as projects to be modeled with the help of the world’s top medical universities.

scholarly journals Academic Leadership in a Private University: An Iranian Case Study

2016 ◽  
Vol 9 (5) ◽  
pp. 193
Author(s):  
Fatemeh Hamidifar ◽  
Mansoureh Ebrahimi
Keyword(s):  
Leadership Development ◽  
Staff Development ◽  
Academic Leadership ◽  
Scientific Management ◽  
Management Skills ◽  
Leadership Development Programs ◽  
Academic Leader ◽  
Branch Office ◽  
Teaching Learning ◽  
Cultural Interventions

<p class="apa">This study explores effective academic leadership as well as hindrances within Iran’s private higher educational institutions. The author employed a qualitative approach that utilized purposive sampling to collect and analyze data. Findings were categorized into three classes comprising the (i) setting of direction, (ii) organizational and (iii) staff development at three administrative levels: central office, branch office and faculty personnel. Obstacles confronting effective academic leadership were identified as (i) centralization of power; (ii) bureaucratic hierarchy; (iii) budgetary restraints; (iv) ineffective interaction including ineffectual communications as well as social, political and cultural interventions; and (v) unqualified staffing policies that eschewed meritocracy. This study reveals that the functional purview of an effective academic leader is to drive an institution’s vision forward towards achievement and define its mission and objectives. Moreover, it signifies an indispensable need for academic leadership development programs that incorporate, protect and support scientific management skills based on sound moral values, mutually established trust, collegial respect, and the application of transactional cum transformational governance methods in teaching, learning and research.</p>

Strategic leadership competencies: what is it and how to develop it?

2016 ◽  
Vol 48 (8) ◽  
pp. 394-399 ◽  
Author(s):  
Zumalia Norzailan ◽  
Rozhan B. Othman ◽  
Hiroyuki Ishizaki
Keyword(s):  
Leadership Development ◽  
Leadership Competencies ◽  
Learning Theories ◽  
Strategic Leadership ◽  
Development Programs ◽  
Leadership Programs ◽  
Empirical Examination ◽  
Leadership Development Programs ◽  
Content Type ◽  
Practice Experience

Purpose The purpose of this paper is to discuss the nature of strategic leader competencies and the learning methodologies that should be used to develop them. Design/methodology/approach A review of the literature on strategizing was done to formulate a model of strategic leadership competencies. This paper also draws from various work on learning to propose how strategic leadership competencies program should be designed. Findings The literature highlights the importance of incorporating deliberate practice, experience density, reflective learning and mentoring into strategic leadership development programs. Research limitations/implications This is a conceptual work that draws from secondary material. Further empirical examination can help validate the ideas proposed here. Practical implications This paper provides a better understanding of how developing strategic leadership competencies are distinct from other leadership programs. It also provides practitioners with an understanding on how to design their strategic leadership development programs. Originality/value This paper adds a new dimension to the discourse on strategic leadership development programs by bringing together learning theories from sports education and managerial learning.

Crane company raises the standards in employee development

2014 ◽  
Vol 22 (3) ◽  
pp. 31-34
Keyword(s):  
Leadership Development ◽  
Employee Development ◽  
Leadership Competencies ◽  
Development Programs ◽  
Self Assessment ◽  
Leadership Development Programs ◽  
Content Type ◽  
Leadership Quality ◽  
Wide Range ◽  
Lifting Equipment

Purpose – The purpose of this article was to explore the wide variety of employee-development initiatives at an international manufacturer of lifting equipment. Design/methodology/approach – Examines the reasons for the various programs, the form they take and the results they have achieved. Findings – Describes the company’s system of self-assessment questionnaires, its key leadership competencies, the measurement of leadership quality, the various leadership-development programs, the talent-management system, the employment of apprentices and the company’s new training center. Practical implications – Reveals the wide range of benefits that having a well-trained workforce brings to the company and its clients. Social implications – Highlights the benefits to individual workers, and so to society as a whole, of good employee development. Originality/value – Details the wide variety of ways in which a successful international manufacturing company develops its employees.

Developing physician leaders: why, whether, and how good?

2021 ◽  
Vol 7 (2) ◽  
pp. 85-88
Author(s):  
James K Stoller
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Clinical Training ◽  
Medical Training ◽  
Leadership Competencies ◽  
Hospital Performance ◽  
Leadership Roles ◽  
Physician Leadership ◽  
Leadership Development Programs ◽  
Physician Leaders

The challenges of providing high-quality, seamless access, and value in health care require great leadership; these needs are compounded by crises like the coronavirus pandemic. In the context that physicians often lead both in titled and informal leadership roles and that evidence associates effective hospital performance with physician leadership, leadership skills are widely needed by doctors. Yet, leadership competencies are not traditionally taught in medical school or during graduate medical training. Furthermore, some aspects of clinical training may conspire against physicians’ developing optimal leadership traits. The tension between need and preparation highlights the imperative to develop physicians’ leadership competencies. Increasingly, physician leadership development programs are being offered, e.g., by some health care organizations, professional societies, business schools, and consulting firms. Still, many unanswered questions beyond the “why” surround such programs: what is the best way to develop physician leaders and are such programs effective? This article considers the rationale for developing physician leaders as well as some leadership handicaps that physicians face by virtue of their clinical training. Attention then turns to considering the evidence regarding the effectiveness of such programs and framing remaining questions for further study.

A framework for analyzing how context influences lean leadership

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
André Seidel ◽  
Tarcisio Abreu Saurin
Keyword(s):  
Leadership Development ◽  
Empirical Study ◽  
Design Methodology ◽  
Leadership Competencies ◽  
Development Programs ◽  
Theoretical Level ◽  
Systematic Analysis ◽  
Leadership Development Programs ◽  
Content Type ◽  
Practical Implications

Purpose Although leadership in lean systems is influenced by context, the mechanisms linking contextual factors (CFs) to leadership have not been explored. This study aims to present a framework for analyzing how context influences lean leadership competencies (LLCs). Design/methodology/approach The framework’s design was based on insights from literature and refined through an empirical study of a large manufacturing plant formally committed to lean. The evolution of CFs over time was monitored in this study, allowing for analyzing how these triggered the need for using LLCs. Findings The framework proved to be useful for as follows: the assessment of LLCs in different hierarchical levels; the analysis of how CFs and LLCs interact in specific “leadership events”; and the identification of improvement opportunities for supporting leadership. Four design propositions emerged from the empirical study, offering complimentary guidance for using the framework. Research limitations/implications The framework was tested in one company, and therefore generalizations about its effectiveness need further applications. Practical implications The framework may be used fully or partly by practitioners. For instance, the assessment of LLCs can be used as a standalone tool according to the specific needs of practitioners. Also, by producing rich descriptions of LLCs and CFs, the framework may inform lean leadership development programs. Originality/value The framework allows for a systematic analysis of how a broad range of CFs influence LLCs, thus operationalizing an idea that so far has been discussed mostly on a theoretical level.

Leading and managing: it takes two to tango

2005 ◽  
Vol 43 (7/8) ◽  
pp. 1010-1017 ◽  
Author(s):  
Thomas W. Kent
Keyword(s):  
Leadership Development ◽  
Leadership Behaviors ◽  
Leadership Competencies ◽  
Entrepreneurial Leadership ◽  
Development Programs ◽  
Practical Application ◽  
Leadership Selection ◽  
Leadership Development Programs ◽  
Content Type ◽  
Starting Point

PurposeTo create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the integration of the concepts for practical application.Design/methodology/approachThe paper draws on research that describes specific behaviors involved in leading and in managing; and it proposed a model that might be used to think about the integration of the two processes – leading and managing. The paper further describes the specific competencies involved in both leading and in managing.FindingsThe paper suggests that the current literature is particularly confusing as a result of the lack of agreement and specificity regarding the nature of the processes of leading and managing. The literature suffers from a proliferation of “spin off” forms of leadership – such as strategic leadership, entrepreneurial leadership, etc. – as well as from using the two terms as replacements for each other.Originality/valueThis discussion should further the research on the study of leadership competencies and leadership behaviors. It should also prove useful to those wishing to develop leadership development programs, leadership selection criteria, and more.

Crisis leadership from the perspective of employees during the COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jaimee Felice Caringal-Go ◽  
Mendiola Teng-Calleja ◽  
Edna P. Franco ◽  
Jason O. Manaois ◽  
Rae Mark S. Zantua
Keyword(s):  
Leadership Development ◽  
Leadership Competencies ◽  
Crisis Leadership ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Norms And Values ◽  
Taking Charge ◽  
And Behaviors ◽  
Difficult Times

PurposeThe purpose of the paper is to identify traits and behaviors of organization leaders that were deemed helpful by employees during the COVID-19 pandemic.Design/methodology/approachThis is an exploratory qualitative study that utilized online surveys. Data from 155 participants were subjected to content analysis.FindingsSeveral interrelated traits and behaviors of effective crisis leadership were identified. These were clustered into three superordinate themes – attending to the person, taking charge and showing the way forward and sustaining the spirit.Research limitations/implicationsFindings from this paper can be furthered by conducting quantitative studies to validate themes and/or test a conceptual model of effective crisis leadership. Gathering data from other populations at different points in time during the COVID-19 pandemic may also be useful.Practical implicationsA review of leadership development programs and organization norms and values is recommended in order to ensure that they are consistent with crisis leadership competencies.Originality/valueThis paper helps address the gap on follower-centered perspectives about organizational leadership responses to crises and highlights the importance of care and compassion in leading employees during difficult times.

Military leadership development strategies: implications for training in non-military organizations

2017 ◽  
Vol 49 (7/8) ◽  
pp. 357-364 ◽  
Author(s):  
Michael Kirchner ◽  
Mesut Akdere
Keyword(s):  
Leadership Development ◽  
Leadership Competencies ◽  
Development Strategies ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Military Organizations ◽  
The Usa ◽  
The Military ◽  
The Impact

Purpose The purpose of this paper is to explore how branches of the USA military conduct leadership development of their members to build on existing knowledge of effective approaches. The military, often credited for its ability to develop leadership competencies, has been overlooked and offers a new context for consideration in training. Training strategies presented may offer organization leaders new insight into enhancing current leadership development programs. Design/methodology/approach A review of accessible military doctrine in recent decades was conducted to determine leadership development methodology for possible transferability into industry. Findings The military’s diverse perspectives on service member leadership development offered insightful methods for application in commercial training. Four development strategies were identified and are discussed. Research limitations/implications The purpose of the military is unique from non-military organizations and, as such, each of the leadership development training approaches may not be applicable or feasible for traditional employees. Further exploration of leadership development in the US military is required to better understand the impact of the training. Originality/value A review of existing literature revealed little evidence of examining the military’s approach to developing leaders, even though employers claim to hire veterans because of their leadership abilities. Each of the identified development components are distinguishable from traditional leadership programs and present readers a series of opportunities to consider.

Lean leadership competencies: a multi-method study

2017 ◽  
Vol 55 (10) ◽  
pp. 2163-2180 ◽  
Author(s):  
André Seidel ◽  
Tarcísio Abreu Saurin ◽  
Giuliano Almeida Marodin ◽  
José Luis Duarte Ribeiro
Keyword(s):  
Leadership Development ◽  
Data Collection ◽  
Methodological Approach ◽  
Leadership Competencies ◽  
Face Validity ◽  
Leadership Development Programs ◽  
Content Type ◽  
Empirical Survey ◽  
Multi Method Approach ◽  
The Individual

Purpose The purpose of this paper is to define the individual leadership competencies that are necessary to implement and sustain lean systems, based on a multi-method approach. Design/methodology/approach Data collection involved a literature review of lean competencies, interviews with four experts from the university and the industry, and an empirical survey answered by 91 respondents, who represented companies from several sectors. These techniques provided a mix of qualitative and quantitative data, which set a basis for identifying a list of competencies and discussing its validity. Findings In total, 16 lean leadership competencies were identified and validated, in terms of content validity, face validity, and predictive validity. Regarding this latter validity type, the survey results indicated that the competencies are positively associated with key operational performance indicators, organizational maturity level of lean, and leaders’ experience with lean systems. Practical implications The identified list of competencies may be a basis for the development of formal lean leadership development programs. The list may also support the design of tools for assessing the competencies of leaders in lean companies. Originality/value A list of 16 lean leadership competencies was developed based on a verifiable research method that used a mix of data collection techniques. This methodological approach is a distinctive characteristic in comparison with earlier studies, which did not include an empirical validation of the competencies.

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