scholarly journals Assisting Leadership Rehabilitation Program to support substitution and succession policy In the Jordanian Customs Department: Field Study - Jordan Customs Department : دور برنامج تأهيل القيادات في دعم سياسة الإحلال والتعاقب في دائرة الجمارك الأردنية: دراسة ميدانية – دائرة الجمارك الأردنية

2019 ◽  
Vol 3 (7) ◽  
Author(s):  
Einad Sayel Al-Ta'ani
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Training Programs ◽  
Leadership Skills ◽  
Development Program ◽  
Rehabilitation Program ◽  
Point Of View ◽  
University Graduates ◽  
Leadership Development Programs

The main objective of this study is to answer the question of the role of leadership training programs in enhancing the leadership skills of the target customs officer in the leadership development programs، The researcher used the descriptive analytical method، The study community is staffed first class (University graduates and comprehensive diploma)، A random sample was selected () Employee From various departments. One of the main results of the study، according to the sample، is that the implementation of this program will enhance leadership skills، at the same time promoting confidence between staff and senior management in achieving fairness and transparency in selection The results of the study confirmed that there are no statistically significant differences in the role of the leadership training programs in enhancing the leadership skills of the employee if he participated in the programs of preparing leaders، The reasons are due to the type of job and training program. also there are statistically significant differences in the role of leadership training programs in the promotion of leadership skills from the point of view of the sample of the department's staff to the leadership development program.

Preparing anesthesiology residents to lead: a leadership seminar

2019 ◽  
Vol 33 (1) ◽  
pp. 101-111
Author(s):  
Danielle Cobb ◽  
Timothy W. Martin ◽  
Terrie Vasilopoulos ◽  
Erik W. Black ◽  
Chris R. Giordano
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Leadership Training ◽  
Health Care Professionals ◽  
Leadership Skills ◽  
Development Program ◽  
Control Group ◽  
Clinical Leadership ◽  
Content Type ◽  
Leadership Development Program

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.

Team characteristics and leadership training participation

2018 ◽  
Vol 24 (3/4) ◽  
pp. 135-149 ◽  
Author(s):  
Stephanie Solansky ◽  
Derrick McIver
Keyword(s):  
Social Support ◽  
Leadership Development ◽  
Training Programs ◽  
Development Program ◽  
Education And Training ◽  
Leadership Development Programs ◽  
Content Type ◽  
Leadership Development Program ◽  
Team Characteristics ◽  
And Training

Purpose By relying on social learning theory, the authors aim to evaluate how team characteristics as evaluated by a team coach impact participation in leadership development program activities. Specifically, the authors hypothesize that teams with high levels of competence and social support would participate more team and program-wide training activities. Design/methodology/approach The authors examine 41 teams (266 participants) in a leadership development program and develop a two-by-two matrix to categorize teams based on their underlying characteristics for the purpose of identifying participation differences. Findings The mixed results indicate how team social support is a key driver for participation in team activities and how team competence is associated with less participation in program-wide activities in a leadership development program. Practical implications The results point to the importance of team characteristics when using teams for education and training programs such as leadership development programs. Team characteristics such as team competence and team social support should be considered when building teams and for team facilitation needs during education and training programs that implore teams to enhance learning. Originality/value Although the use of teams as an organizing strategy is popular, very little research has examined the effectiveness of this strategy by taking a deeper look at team characteristics and how these impact participation in a leadership development program.

scholarly journals Leadership for All: An Internal Medicine Residency Leadership Development Program

2016 ◽  
Vol 8 (4) ◽  
pp. 587-591 ◽  
Author(s):  
Jared M. Moore ◽  
David A. Wininger ◽  
Bryan Martin
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Leadership Skills ◽  
Development Program ◽  
Educational Programming ◽  
Daily Work ◽  
Safe Patient Care ◽  
Team Decision ◽  
Leadership Development Program ◽  
Academic Year

ABSTRACT Background  Developing effective leadership skills in physicians is critical for safe patient care. Few residency-based models of leadership training exist. Objective  We evaluated residents' readiness to engage in leadership training, feasibility of implementing training for all residents, and residents' acceptance of training. Methods  In its fourth year, the Leadership Development Program (LDP) consists of twelve 90-minute modules (eg, Team Decision Making and Bias, Leadership Styles, Authentic Leadership) targeting all categorical postgraduate year (PGY) 1 residents. Modules are taught during regularly scheduled educational time. Focus group surveys and discussions, as well as annual surveys of PGY-1s assessed residents' readiness to engage in training. LDP feasibility was assessed by considering sustainability of program structures and faculty retention, and resident acceptance of training was assessed by measuring attendance, with the attendance goal of 8 of 12 modules. Results  Residents thought leadership training would be valuable if content remained applicable to daily work, and PGY-1 residents expressed high levels of interest in training. The LDP is part of the core educational programming for PGY-1 residents. Except for 2 modules, faculty presenters have remained consistent. During academic year 2014–2015, 45% (13 of 29) of categorical residents participated in at least 8 of 12 modules, and 72% (21 of 29) participated in at least 7 of 12. To date, 125 categorical residents have participated in training. Conclusions  Residents appeared ready to engage in leadership training, and the LDP was feasible to implement. The attendance goal was not met, but attendance was sufficient to justify program continuation.

scholarly journals Pola Pengembangan Kompetensi Kepemimpinan Bagi Aparatur Pemerintah dalam Menghadapi Tantangan Global (Studi Kasus Pada Penyelenggaraan Diklat Kepemimpinan Tingkat IV Di KESDM)

2018 ◽  
Vol 21 (1) ◽  
Author(s):  
Makmun Abdullah
Keyword(s):  
Leadership Development ◽  
Training Program ◽  
Leadership Training ◽  
Development Program ◽  
Mineral Resources ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Organizational Goals ◽  
Leadership Quality ◽  
Integrated Leadership

Leadership development program is an integrated leadership quality development program towards individuals and organizations to achieve organizational goals.  This is important in response to the urgent need to prepare competent leaders in the face of global challenges and uncertainty conditions. Through appropriate leadership development programs, government/institutions are expected to achieve their goals effectively and efficiently. Currently there has been a paradigm shift in leadership development programs that more targeted to the human side by focusing on individuals rather than on their own management processes. This research is expected to answer questions related to the benefits, effectiveness, and development of Leadership Training program organized by the Ministry of Energy and Mineral Resources at this time. The approach of this research is literature review and qualitative descriptive by distributing questionnaires with respondents of alumni of Diklatpim Level IV at KESDM Year 2017. The results show that the Leadership Training which has been held essentially in accordance with the trend of leadership development that is considered most effective model at this time. The alumni of leadership training program have also benefited from the implementation of the training.

Leadership Development in Counseling Psychology: Voices of Leadership Academy Alumni

2017 ◽  
Vol 45 (7) ◽  
pp. 992-1016 ◽  
Author(s):  
Amber A. Hewitt ◽  
Laurel B. Watson ◽  
Cirleen DeBlaere ◽  
Franco Dispenza ◽  
Cynthia E. Guzmán ◽  
...  
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Counseling Psychology ◽  
Training Programs ◽  
Qualitative Content Analysis ◽  
Leadership Skills ◽  
Social Identities ◽  
Leadership Academy ◽  
Perceived Impact ◽  
Definition Of

In 2012, the Society of Counseling Psychology instituted the Leadership Academy (LA) to develop a pipeline of diverse leaders within the Society and the field of psychology. The present study aimed to: (a) better understand the retrospective perceived impact of the training on LA alumni, and (b) provide data about how LA alumni view their leadership development within the context of counseling psychology values. Fourteen LA alumni responded to a series of open-ended survey questions, and we examined the data through qualitative content analysis. Results yielded seven thematic categories: (a) Influences of the LA on Leadership Development and Leadership Skills, (b) Supports to Leadership Development, (c) Barriers to Leadership Development, (d) Greater Awareness of Diversity and Social Identities, (e) Growth Areas of the LA, (f) Personal Definition of Leadership, and (g) Leadership Attainment. Implications for leadership training programs are discussed.

A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

2021 ◽  
Author(s):  
C. Susan Howes ◽  
Robert W. Taylor
Keyword(s):  
Leadership Development ◽  
Oil And Gas ◽  
Leadership Skills ◽  
Development Program ◽  
Oil And Gas Industry ◽  
Emerging Leaders ◽  
Gas Industry ◽  
Competency Based ◽  
Leadership Development Program ◽  
Technical Professionals

Abstract As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

Equipping students for leadership through community engagement

2020 ◽  
pp. 136548022096929
Author(s):  
Gladys Ingasia Ayaya
Keyword(s):  
Leadership Development ◽  
Character Education ◽  
Community Engagement ◽  
Private School ◽  
Leadership Skills ◽  
Phenomenological Approach ◽  
Development Programs ◽  
Way Of Life ◽  
Leadership Development Programs ◽  
Qualitative Research Study

The contribution of community engagement towards shaping leadership development in students is an area that is not well explored in research. A study was conducted to establish the type of leadership skills and values that were acquired by a group of students from an established private school in Johannesburg, South Africa, while they served an underprivileged community. The private school adheres to both Round Square discoveries framework and the International Boys’ School Coalition’s character education and practices the leadership development programs that have been developed by the two organisations. This was a qualitative research study within the constructivist paradigm with a phenomenological approach. Reflection sheets were used to collect data from 120 students. The data was analysed through discourse analysis, where all recurrent terms were coded, and the codes grouped into themes which were then matched against existing literature, the Round Square discoveries framework and the International Boys’ School Coalition’s character education. The study found that community engagement experience helped refine the character of the students, affording them opportunities to develop leadership skills and values that would see them adjust well into the 21st century way of life. The study was, however, not able to determine how other learning areas and developmental fields impacted on the leadership development of the students.

scholarly journals Finding a path to growth as a leader: a medical learner perspective

BMJ Leader ◽  
2018 ◽  
Vol 2 (2) ◽  
pp. 56-58 ◽  
Author(s):  
David A Benrimoh ◽  
Jordan D Bohnen ◽  
Justin N Hall
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Leadership Skills ◽  
Leadership Education ◽  
Formal Training ◽  
Clinician Educators ◽  
Clinical Environments ◽  
Learner Perspective ◽  
Training Programmes ◽  
Postgraduate Medicine

Physicians are often required to lead teams in clinical and non-clinical environments but may not receive formal training in advance of these opportunities. In this commentary, three medical learners discuss their views on leadership education in undergraduate and postgraduate medicine, arguing that leadership development should be more explicitly integrated into training programmes and that medical leaders need to be better recognised for their contributions to this field, much like expert clinicians, clinician-educators and clinician-scientists are recognised for theirs. After reviewing the published literature in this domain, reflecting on their experiences engaging with medical leaders and attending a leadership education summit, the authors conclude that, as initial steps towards improving leadership training in medical education, faculties and programmes should commit to incorporating leadership training into their curricula, and strive to deliberately connect learners interested in leadership with practising clinician-leaders with an eye towards improving learners’ leadership skills. These first steps could help to catalyse the necessary shift towards improved leadership education and better patient care.

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