scholarly journals A Community-Based Leadership Development Program for First Nations Women: Revaluing and Honoring Women’s Strengths

2013 ◽  
Vol 4 (2) ◽  
Author(s):  
K. Amanda Maranzan ◽  
Alice Sabourin ◽  
Christine Simard-Chicago
Keyword(s):  
Leadership Development ◽  
First Nations ◽  
Political Representation ◽  
Development Program ◽  
Women In Leadership ◽  
Political Life ◽  
First Nation ◽  
Informal Leadership ◽  
Leadership Positions ◽  
Community Pressure

Over 400 First Nation women participated in leadership development workshops developed by First Nation women for First Nation women. We collected survey data and conducted focus groups and interviews with workshop participants to identify outcomes and determine barriers and resources to women in leadership. Outcomes of the workshop included increased perception of women as leaders, increased personal capacity, and encouragement to seek opportunities for formal and informal leadership positions. Family and home responsibility, community pressure, and lack of support were identified as barriers faced by women in leadership or considering leadership positions. This program represents an effort to empower women to participate in social, cultural, and political life within their communities and obtain equitable political representation.

‘When I look in the bathroom mirror, I see all the women standing behind me’: An evaluation of a leadership development program for women in STEMM

2020 ◽  
pp. 144078332091145
Author(s):  
Meredith Nash ◽  
Robyn Moore
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Women In Leadership ◽  
Women In Science ◽  
Development Programs ◽  
Leadership Positions ◽  
Leadership Development Programs ◽  
Representation Of Women ◽  
Professional Networking ◽  
Engineering Mathematics

Leadership development programs (LDPs) are one response to the under-representation of women in leadership positions. This article evaluates Homeward Bound, a 12-month LDP for women in Science, Technology, Engineering, Mathematics and Medicine (STEMM) fields that culminates in a three-week voyage to Antarctica. We evaluate the extent that the program supports key features of LDPs for women – including creating a safe, women-only environment, providing professional networking opportunities and using intersectional approaches. We argue that remote locations generate challenges that must be considered in LDP design and implementation. Findings are widely applicable and can inform LDPs in multiple contexts.

scholarly journals Diversity in Party Leadership in State Legislatures

2019 ◽  
Vol 20 (1) ◽  
pp. 81-107 ◽  
Author(s):  
Eric R. Hansen ◽  
Christopher J. Clark
Keyword(s):  
Political Representation ◽  
State Legislatures ◽  
Original Data ◽  
Women In Leadership ◽  
Institutional Characteristics ◽  
Selection Methods ◽  
Substantial Variation ◽  
Leadership Positions ◽  
Leader Selection ◽  
State Legislative

Members of historically underrepresented groups—women, African Americans, Latinos, and workers—are serving in American legislatures in increasing numbers. However, legislators wield substantially greater power in the lawmaking process when they hold leadership positions. Incorporation of these groups into leadership positions could indicate fuller political representation, but scholars to date have not assessed how well these groups are represented in leadership. We analyze original data describing the backgrounds of approximately 2,200 leaders in 30 states between 2003 and 2014. The data show that, on average across states, members of these groups are as well represented in state legislative leadership positions as they are in rank-and-file membership, but there is substantial variation across states and across parties. We then ask what factors might explain this variation and explore institutional characteristics, like the number of leadership positions or leader selection methods. The results show that legislative chambers with a higher number of leadership posts tend to have more women in leadership, and that selection through elections is associated with decreased African American presence in leadership. The findings have implications for minority incorporation and influence in American politics.

Women’s Leadership Development in Higher Education

2011 ◽  
Vol 14 (1) ◽  
pp. 113-128 ◽  
Author(s):  
Susan R. Madsen ◽  
Karen A. Longman ◽  
Jessica R. Daniels
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Leadership Skills ◽  
Women's Leadership ◽  
Women In Leadership ◽  
Women In Higher Education ◽  
Leadership Programs ◽  
Leadership Positions ◽  
Fields Of Study ◽  
Do So

The Problem.The intentional preparation of future leaders for higher education remains a critical need today in institutions across the globe. Many colleges and universities are now seeking to design programs that develop the leadership skills of faculty, staff, and administrators, and because of the shortage of women in leadership positions, special efforts need to focus on the development of women. Yet guidance and assistance are required to do so effectively and efficiently.The Solution.The purpose of this final article is to highlight a few of the particularly important findings across all articles in this Special Issue, offer some overall implications for leadership development and the HRD field, and provide tables of sample leadership programs for women in higher education at the national, state, and institutional levels.The Stakeholders.This article provides researchers and practitioners in various fields of study with implications toward more effectively developing, evaluating, researching, and implementing leadership programs for women in higher education.

Moving Beyond the Stained Glass Ceiling

2011 ◽  
Vol 14 (1) ◽  
pp. 45-61 ◽  
Author(s):  
Karen A. Longman ◽  
Shawna L. Lafreniere
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Women's Leadership ◽  
Women In Leadership ◽  
Christian Colleges ◽  
Women In Higher Education ◽  
Stained Glass ◽  
Leadership Positions ◽  
Development Professionals ◽  
The Impact

The Problem. While a variety of factors have historically limited access by women to top-level leadership positions across higher education, these factors become more complicated when juxtaposed with the theological commitments that influence the leadership journeys of women in these settings. The Solution. This article reviews the literature related to women in higher education leadership, with a particular focus on the state of women in leadership found in faith-based colleges and universities—as represented by the 110 member institutions of the Council for Christian Colleges & Universities (CCCU). It describes the results of in-depth research on the impact of a CCCU Women’s Leadership Development initiative, launched in 1998. Qualitative and quantitative evaluation data are discussed and implications outlined. The Stakeholders. The lessons emerging from this initiative and research can be helpful for postsecondary leaders, HRD and leadership development professionals, and all those who focus on developing women in higher education settings.

Competitive Funding Strategies for the Conquer Cancer Foundation of ASCO

2017 ◽  
Vol 13 (1) ◽  
pp. e62-e67 ◽  
Author(s):  
Tanios Bekaii-Saab ◽  
Sanjay Goel ◽  
Adrien Dickerson ◽  
Jamie Von Roenn ◽  
Michael A. Thompson ◽  
...  
Keyword(s):  
Leadership Development ◽  
Mobile Applications ◽  
Development Program ◽  
Leadership Positions ◽  
Potential Donor ◽  
Competitive Funding ◽  
Leadership Development Program ◽  
The Right ◽  
Major Donors ◽  
Low Rate

Purpose: The Conquer Cancer Foundation (CCF), the philanthropic arm of ASCO, is responsible for funding innovative clinical research. CCF wants to broaden its donor base instead of relying predominantly on health-care companies. Our Leadership Development Program (LDP) group was tasked with identifying potential donor sources and making recommendations to increase funding. Materials and Methods: We selected three sources to research: the general public, crowdsourcing/social media, and ASCO members. We subsequently focused our efforts on ASCO members, of whom only 2% to 3% are donors to CCF and < 8% are repeat donors. To analyze this low rate, we sent out two separate surveys to various groups of members within ASCO. Results: We identified lack of knowledge as a major deterrent to giving; surprisingly, even those who hold ASCO leadership positions or participated in committees lacked knowledge about CCF funding. Also, the misconception that ASCO is rich and does not need philanthropic support deterred giving; however, respondents would donate if given the right message that stresses the need of continued member-led donations. Conclusion: ASCO members, including those in leadership positions, need to be engaged more aggressively to support CCF. Increased education and updating the CCF message is likely to provide the greatest impact on higher member donation, repeated donations, and facilitate CCF’s goal of diversifying its donor base away from healthcare companies. Furthermore, we recommend using technology, such as mobile applications, and providing incentives and visibility to major donors.

Leadership Development: Leadership Emergence to Leadership Effectiveness

2019 ◽  
Vol 50 (5) ◽  
pp. 571-592
Author(s):  
Gil Luria ◽  
Allon Kahana ◽  
Judith Goldenberg ◽  
Yair Noam
Keyword(s):  
Leadership Development ◽  
Leadership Effectiveness ◽  
Development Program ◽  
Informal Leadership ◽  
Leadership Roles ◽  
Basic Training ◽  
Emerging Leaders ◽  
Leadership Emergence ◽  
Formal Leadership ◽  
The Relationship

This study aimed to understand how leadership effectiveness of the trainer in a leadership development program can influence emerging leaders’ development and effectiveness. We hypothesized that the trainer’s leadership effectiveness would be a boundary condition. In this two year longitudinal field study, military cadets’ leadership effectiveness from their emergence as informal peer leaders during basic training through the officer training course (OTC) to their formal leadership roles as active duty officers was followed. The sample included 854 cadets and their 72 trainers. We found that cadets’ effectiveness during OTC mediated the relationship between informal leadership emergence during basic training and their subsequent effectiveness as formal leaders. Furthermore, trainers’ effectiveness moderated the relationship between cadets’ informal leadership emergence and effectiveness in OTC. Results indicate that informal emerging leaders are more likely to develop into highly effective formal leaders when supervised by effective trainers. Theoretical and applied implications are discussed.

scholarly journals The Impact of the American Academy of Ophthalmology's Leadership Development Program: Experience from the First 20 Years

2021 ◽  
Vol 13 (02) ◽  
pp. e138-e143
Author(s):  
Linda M. Tsai ◽  
Holly A. Schroth ◽  
Gail E. Schmidt ◽  
Paul Sternberg
Keyword(s):  
Leadership Development ◽  
American Academy ◽  
Task Force ◽  
Development Program ◽  
Leadership Positions ◽  
Online Questionnaire ◽  
Longitudinal Tracking ◽  
Leadership Development Program ◽  
Survey Responses ◽  
The Impact

Abstract Objective This study aimed to analyze the effectiveness of the American Academy of Ophthalmology (AAO)'s Leadership Development Program (LDP), report the program's impact on participants in attaining ophthalmic leadership positions, and identify opportunities to improve future LDP programming. Design An open cohort study was performed on AAO LDP graduates by using an online questionnaire and retrospective monitoring. Participants and Methods AAO LDP graduates from 1999 to 2019 participated in the study. A Likert-scale survey was distributed via email. Online responses were submitted anonymously to a team at the Berkeley Haas School of Business for analysis. A separate review of gender demographics and ophthalmic leadership positions held by graduates was performed. Main Outcomes Measures Regression analysis was performed to determine whether survey results supported a meaningful relationship between the measured impact and the AAO LDP program's perceived effectiveness. Ascension into leadership positions of AAO-related organizations at the national, regional, state, and subspecialty level by AAO LDP graduates was collated. Results Of 381 potential respondents, 203 survey responses were returned (53.3%). 158 reported that they are currently holding a leadership position (77.8%). Statistical analyses indicated that the overall value of the program was seen as highly effective (M = 4.6), and that the development programs combined contributed significantly to AAO LDP being judged as effective overall, F (11,191) = 24.79; p < 0.001 with an R 2 of 0.59. Longitudinal tracking of the 383 graduates revealed that 268 (70.0%) have served as AAO committee/task force members, councilors, or representatives to outside organizations. A total of 242 (63.2%) graduates have served as president or chair of a state, subspecialty, or specialized interest ophthalmology society. 25 (6.5%) have served at the highest level of AAO leadership and two have been elected AAO President. A higher percentage of participants identifying as female was found in the LDP program compared with both U.S. overall and trainee ophthalmic populations. Conclusion The AAO LDP has fulfilled its initial goals of effectively developing a large cohort of ophthalmologists interested in and prepared to take on leadership roles across the profession. Development of more specific outcome measures to evaluate the program, as well as direct optimal programming, are needed to further the success of its aims.

ANALISIS IMPLEMENTASI PROYEK PERUBAHAN JANGKA MENENGAH ALUMNI PELATIHAN KEMEMIMPINAN TINGKAT IV TAHUN 2017

2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Embung Megasari
Keyword(s):  
Leadership Development ◽  
Work Teams ◽  
Development Program ◽  
Medium Term ◽  
Internal Factors ◽  
Interview Technique ◽  
Term Change ◽  
Development Change ◽  
Change Projects ◽  
Leadership Development Program

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.

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