scholarly journals Leadership: Tertiary Libraries and the New Library Professional

2021 ◽  
Author(s):  
◽  
Denise Donaldson
Keyword(s):  
Leadership Development ◽  
Research Problem ◽  
Leadership Role ◽  
Survey Method ◽  
Leadership Roles ◽  
New Professionals ◽  
Tertiary Sector ◽  
Development Opportunity ◽  
Constant Change ◽  
Library Professionals

<p>Research Problem: The library workforce is rapidly aging and many library leaders will be lost as they retire. This is exacerbated in tertiary libraries, which traditionally attract an older workforce. Libraries face constant change that requires leaders to negotiate. Doubts have been expressed about new library professionals’ willingness to take on leadership roles. To understand how problematic this situation is in New Zealand’s tertiary sector, this research examined the attitude of new library professionals’ toward leadership. Methodology: The research used a survey method incorporating quantitative and qualitative questions. For the purpose of this research a new library professional is defined as someone who began studying for a library qualification within the last five years, or who has completed a library qualification within the last five years. Results: 32 eligible participants took part. The results show a desire for access to mentoring and while the attitudes toward leadership are dependent on confidence, experience and involvement in development opportunities, most participants expressed a positive attitude to taking on a leadership role either now or in the future. Implications: Access to leadership development opportunities builds knowledge and confidence, and attitudes are negatively impacted without this. Mentoring is a key development opportunity that the majority of new librarians currently lack. These findings positively reinforce the leadership and mentoring opportunities currently offered by the LIANZA, although regular reminders to new professionals of these opportunities would help. The findings suggest the proposed changes to the MIS library curriculum of incorporating a practicum for all students is an additional development opportunity that will add to new professionals’ experience.</p>

scholarly journals Leadership: Tertiary Libraries and the New Library Professional

2021 ◽  
Author(s):  
◽  
Denise Donaldson
Keyword(s):  
Leadership Development ◽  
Research Problem ◽  
Leadership Role ◽  
Survey Method ◽  
Leadership Roles ◽  
New Professionals ◽  
Tertiary Sector ◽  
Development Opportunity ◽  
Constant Change ◽  
Library Professionals

<p>Research Problem: The library workforce is rapidly aging and many library leaders will be lost as they retire. This is exacerbated in tertiary libraries, which traditionally attract an older workforce. Libraries face constant change that requires leaders to negotiate. Doubts have been expressed about new library professionals’ willingness to take on leadership roles. To understand how problematic this situation is in New Zealand’s tertiary sector, this research examined the attitude of new library professionals’ toward leadership. Methodology: The research used a survey method incorporating quantitative and qualitative questions. For the purpose of this research a new library professional is defined as someone who began studying for a library qualification within the last five years, or who has completed a library qualification within the last five years. Results: 32 eligible participants took part. The results show a desire for access to mentoring and while the attitudes toward leadership are dependent on confidence, experience and involvement in development opportunities, most participants expressed a positive attitude to taking on a leadership role either now or in the future. Implications: Access to leadership development opportunities builds knowledge and confidence, and attitudes are negatively impacted without this. Mentoring is a key development opportunity that the majority of new librarians currently lack. These findings positively reinforce the leadership and mentoring opportunities currently offered by the LIANZA, although regular reminders to new professionals of these opportunities would help. The findings suggest the proposed changes to the MIS library curriculum of incorporating a practicum for all students is an additional development opportunity that will add to new professionals’ experience.</p>

scholarly journals Students’ perspective of need for leadership development program in dental education

2020 ◽  
Vol 2 ◽  
pp. 93-98
Author(s):  
M. Vikneshan ◽  
Mamata Hebbal ◽  
Anil V. Ankola ◽  
M. Suganya ◽  
Ratika Sharma
Keyword(s):  
Leadership Development ◽  
South India ◽  
Dental Health ◽  
Leadership Skills ◽  
Development Program ◽  
Leadership Role ◽  
Leadership Roles ◽  
Item Questionnaire ◽  
Leadership Development Program ◽  
Student's Attitudes

Objectives: The aim of this study was to explore dental student’s attitudes toward leadership development and their perceptions of the importance of leadership skills for dentists. Materials and Methods: A 33-item questionnaire with a combination of both closed- and open-ended items (31 closed-ended items and 2 open-ended items) was administered to 862 students from three dental institutes in South India. Results: Majority of students agreed that it is important for dentists to have leadership skills and they can be learned. Most reported that they expect to assume a leadership role in their dental practice (50.9%). Over one- third (35.4%) anticipate participating in leadership roles in dental associations, 27.4% in academic dentistry, and 17.1% in military dentistry. Approximately two-thirds of respondents strongly agreed (39.4%) or agreed (27.1%) that they would be interested in participating in a leadership development program if offered at their school. Most of the students (92.3%) had not participated in any leadership program. Conclusion: Majority of the students had a positive attitude toward the development of leadership among dentists and were ready to take a leadership role in the future. This study implies the need for leadership development program to improve the leadership skills of dental health workforce.

PENGARUH PENDAPATAN RUMAH TANGGA TERHADAP KONSUMSI DAGING (SAPI, BABI DAN AYAM ) DI DESA SEA I KECAMATAN PINELENG

ZOOTEC ◽  
2014 ◽  
Vol 34 (2) ◽  
pp. 10
Author(s):  
Richie A.F. Osak ◽  
V V.J Panelewen ◽  
J. Pandey ◽  
I. D.R Lumenta
Keyword(s):  
Household Income ◽  
Household Head ◽  
Secondary Data ◽  
Meat Consumption ◽  
Research Problem ◽  
Chicken Meat ◽  
Primary Data ◽  
Survey Method ◽  
The Difference ◽  
The Village

ABSTRACT THE EFFECT OF HOUSEHOLD INCOME ON MEAT CONSUMPTION (BEEF, PORK AND CHIKEN) AT THE VILLAGE OF SEA I, PINELENG DISTRICT.This study aims to determine the magnitude of meat consumption (beef, porl and chiken) of household based on income levels in the Village of Sea I, Pineleng district and to determine the effect of household income on meat consumption (beef, porl and chiken) in the Village of Sea I, Pineleng district. Formulation of research problem is how much they purchased meat (beef, porl and chiken) consumption household in the Village of Sea I, Pineleng district. This study was conducted in the Village of Sea I, Pineleng district. Study was conducted using a survey method, and data were obtained through primary data and secondary data. Determination of the location (rural sample) in the study was conducted by purposive sampling method. Number of samples used in this study were 30 people. Data of this study were analyzed by descriptive and mathematical analysis methods. Income indicated the amount of income earned in a month household, whether they were from the household head or sourced from other household members who work and earn income. From the money earned, the highest number of respondents had incomes between 1.000.000 to 3.000.000/month with the percentage of 70 %, while the number of respondents with the smallest income was less than 1.000.000/month with the percentage of 16.67 %. The difference of income held by the respondents in the Village of Sea I, would have an impact on the amount of meat purchases each month. This was in accordance with the opinion Sukirno (2002) stating that most of the disposable income is used to buy food and clothing. Most of the meat consumed by people in the Village of Sea I was pork and chicken meat compared to beef, it was because the price of beef was relatively expensive compared to the price of pork and chicken meat. Based on research results, pork was the most meat consumed by family respondents about 21 families with the percentage of 70 % of respondents, followed by chicken meat about 18 families with the percentage of 60 % of respondents, and beef by 8 families with the percentage of 26 respondents, 67 % of domestic poultry and meat about 6 families with the percentage of 20 % of respondents. Based on the results of research, it can be concluded that household income significantly affect the consumption of meat in the Village of Sea I, Pineleng district and the average consumption of meat in the Village of Sea I, Pineleng district was about 8,9  kg/capita/year, below the national target of 10,3  kg/capita/year.   Key Words : Household income, meat consumption, Sea I Village.

Assistant principal leadership development: a narrative capture study

2014 ◽  
Vol 52 (2) ◽  
pp. 173-192 ◽  
Author(s):  
Lisa Petrides ◽  
Cynthia Jimes ◽  
Anastasia Karaglani
Keyword(s):  
Leadership Development ◽  
School Leadership ◽  
Principal Leadership ◽  
Assistant Principals ◽  
Teaching And Learning ◽  
Assistant Principal ◽  
Leadership Roles ◽  
Content Type ◽  
Leadership Challenges ◽  
Teacher Professional

Purpose – The purpose of this paper is to contribute to the knowledge base on the ways in which assistant principals view their roles, and on the potential challenges involved in a distributed leadership model. Design/methodology/approach – The study employed a narrative capture method, in which assistant principals from two large urban school districts were asked to relate and self-interpret two leadership stories through a web-based narrative capture form. A total of 90 stories were collected from 45 assistant principals. Participants rated their stories based on a set of leadership indicators (including method of decision making and type of teacher interaction present in the story, among others); the results were analyzed statistically. Findings – Overall, participants tended to view their roles in terms of instructionally focussed leadership. However, leadership challenges emerged in several areas of leadership practice, including operational management and teacher professional development (PD). Demographic factors were found to influence leadership perceptions and practices. Research limitations/implications – This study begins to fill the empirical gap on assistant principal leadership roles, practices, and perceptions. Further research, using other methods (e.g. observation), is needed to collect evidence of in situ leadership practices of assistant principals, and how those practices impact and relate to school objectives for teaching and learning. Practical implications – The study sheds light on the leadership development needs of assistant principals and on the importance of ongoing, tailored PD, based on factors including where leaders are in their careers and how they envision their roles. Originality/value – This paper contributes to nascent scholarship regarding assistant principal school leadership.

Workplace-based clinical leadership training increases willingness to lead

2015 ◽  
Vol 28 (2) ◽  
pp. 100-118 ◽  
Author(s):  
Aleece MacPhail ◽  
Carmel Young ◽  
Joseph Elias Ibrahim
Keyword(s):  
Health Care ◽  
Quality Of Care ◽  
Leadership Training ◽  
Low Cost ◽  
Leadership Role ◽  
Leadership Roles ◽  
Senior Executive ◽  
Clinical Leadership ◽  
Content Type

Purpose – The purpose of this paper is to reflect upon a workplace-based, interdisciplinary clinical leadership training programme (CLP) to increase willingness to take on leadership roles in a large regional health-care centre in Victoria, Australia. Strengthening the leadership capacity of clinical staff is an advocated strategy for improving patient safety and quality of care. An interdisciplinary approach to leadership is increasingly emphasised in the literature; however, externally sourced training programmes are expensive and tend to target a single discipline. Design/methodology/approach – Appraisal of the first two years of CLP using multiple sourced feedback. A structured survey questionnaire with closed-ended questions graded using a five-point Likert scale was completed by participants of the 2012 programme. Participants from the 2011 programme were followed up for 18 months after completion of the programme to identify the uptake of new leadership roles. A reflective session was also completed by a senior executive staff that supported the implementation of the programme. Findings – Workplace-based CLP is a low-cost and multidisciplinary alternative to externally sourced leadership courses. The CLP significantly increased willingness to take on leadership roles. Most participants (93 per cent) reported that they were more willing to take on a leadership role within their team. Fewer were willing to lead at the level of department (79 per cent) or organisation (64 per cent). Five of the 11 participants from the 2011 programme had taken on a new leadership role 18 months later. Senior executive feedback was positive especially around the engagement and building of staff confidence. They considered that the CLP had sufficient merit to support continuation for at least another two years. Originality/value – Integrating health-care professionals into formal and informal leadership roles is essential to implement organisational change as part of the drive to improve the safety and quality of care for patients and service users. This is the first interdisciplinary, workplace-based leadership programme to be described in the literature, and demonstrates that it is possible to deliver low-cost, sustainable and productive training that increases the willingness to take on leadership roles.

scholarly journals Women in oncology pharmacy leadership: A white paper

2019 ◽  
Vol 26 (1) ◽  
pp. 175-186
Author(s):  
Alexandra Shillingburg ◽  
Laura B Michaud ◽  
Rowena Schwartz ◽  
Jaime Anderson ◽  
David W Henry ◽  
...  
Keyword(s):  
Leadership Development ◽  
White Paper ◽  
Gender Disparity ◽  
Professional Organizations ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Call To Action ◽  
Current State ◽  
Key Issues ◽  
Development Committee

Gender disparity exists in leadership roles within healthcare. While the majority of the healthcare workforce is comprised of women, significantly fewer women occupy leadership positions, particularly at executive and board levels. As the field of oncology pharmacy continues to rapidly expand and evolve, an assessment of the current state of women in oncology pharmacy leadership roles is vital to the growth and development of the profession. In the fall of 2017, the Hematology/Oncology Pharmacy Association (HOPA) hosted a summit to explore leadership issues facing women in oncology pharmacy which have the potential to affect our membership and our profession. This meeting included invited participants from across the fields of oncology and pharmacy and was part of HOPA’s strategic leadership initiative developed through the work of the HOPA Leadership Development Committee in 2016. This promotes a primary goal of HOPA, which is to support oncology pharmacists as they assume leadership roles within their practices and within healthcare to assure oncology pharmacy is integrated into cancer care. The purpose of this white paper is to (1) summarize key issues that were identified through a membership survey; (2) review ongoing efforts to address the needs of female oncology pharmacists in leadership development; (3) serve as a call to action for individuals and professional organizations to assist with and disseminate these efforts and highlight available resources, and (4) to provide practical steps to meet the needs of individuals, training programs, and institutions/employers.

Managers’ silent whisper innovation involvement and role-modeling in service firms

2018 ◽  
Vol 21 (1) ◽  
pp. 2-19 ◽  
Author(s):  
Ingela Sölvell
Keyword(s):  
Role Model ◽  
Leadership Behavior ◽  
Innovation Management ◽  
Service Innovation ◽  
Role Modeling ◽  
Leadership Role ◽  
Service Firms ◽  
Actual Behavior ◽  
Leadership Roles ◽  
Content Type

Purpose The task of leading innovation is predominantly pictured as a supportive role vis-à-vis employees. Motivation is a crucial aspect of this task. To better understand the practice of this change-oriented leadership task, the actual behavior and activities of managers are investigated. The purpose of this paper is to reflect through practice and self-reports how this leadership challenge is executed. Design/methodology/approach In this longitudinal multi-method investigation, the service innovation literature constitutes the main theoretical framework. The investigation draws additionally on leadership literature about how to understand leadership through practice. The methodological design facilitated the drawing of causal inferences in the dynamics of service innovation. Findings The investigation enhances our understanding of managers’ particular context of innovation, and particularly the initiation context. It provides empirically grounded descriptions of what managers identify as potential opportunities, and how they take them further in the ideation stage. The results develop the suggestion that leadership roles, and specifically change-oriented roles, are not restricted to initiating or enabling activities related to the employees. Instead the much downplayed leadership role, i.e. the active practice-based involvement in innovation, is theorized as a role that is continuously activated, but tends to be set aside for contingency reasons. Research limitations/implications Further research is needed to assess the importance of managers’ involvement in the practice of innovation, both through systematic mapping of ideas on a larger scale, and through the employee perspective. This paper provides useful insights on managers’ cognition and involvement in innovation for further investigations of innovation management. Practical implications The results provide awareness for managers regarding their diverse leadership roles related to innovation. First, the study embraces heterogeneous ideas that are useful to evaluate and constitute role-modeling. Second, it highlights how managers’ execution of innovation creates awareness about the challenges involved. Finally, but maybe most important, the results alert managers of the discontinuity, even in strategically anchored intentional innovation. Social implications In a changing innovation landscape, individual firms need to draw on other firms to achieve their innovation strategies. In pursuit of this goal, this paper enhances the understanding of the role-modeling leadership task. It is a novel way of guiding individuals that are exposed to new and uncertain innovation contexts, and rethinking how innovation eventually can be achieved. Originality/value While earlier research has identified the multifaceted leadership behavior to support innovation, this paper outlines the contextual conditions and the practice of executing the suggested powerful role of being a role-model for others.

scholarly journals LEADERSHIP PERCEPTIONS AND COMPETENCIES OF DEPUTY PRINCIPALS

2016 ◽  
Vol 71 (1) ◽  
pp. 16-30
Author(s):  
Suleyman Goksoy
Keyword(s):  
Descriptive Analysis ◽  
Leadership Competencies ◽  
Leadership Role ◽  
Leadership Roles ◽  
Leadership Perceptions ◽  
Human Relations ◽  
Case Study Method ◽  
Technical Competencies ◽  
Interpersonal Competencies

The research aims to determine the leadership levels the deputy principals feel, their perceptions of their personal features and the environment of the organization in which they demonstrate leadership role. In the research, case study method from qualitative research methods was used. The data were collected by one of the qualitative data collection tools; interviewing. The data were analysed with descriptive analysis techniques. The following results were obtained in the research: Deputy Principals consider themselves as leaders in terms of personal features and behaviours. The competencies of deputy principals in terms of leadership are; technical competencies, interpersonal competencies, conceptual and cognitive competencies. The aspects that deputy principals think that they need to improve and enhance are; human relations, determinedness, consistency, sensitivity, talkativeness and hurriedness. According to research results, it is found that deputy principals are of the opinion that schools have the centralist, inflexible, disaggregated, officialised and non-creative features of the organizational structure in terms of institution, culture, legislation and management. Key words: case study, deputy principals, leadership roles and attitudes, leadership competencies.

scholarly journals In Search of Authentic Peer Leaders: Finding, Nurturing, and Affirming

2020 ◽  
Vol 1 (2) ◽  
pp. p1
Author(s):  
Tim O. Peterson ◽  
Shontarius D. Aikens ◽  
Martha L. Loudder
Keyword(s):  
Leadership Development ◽  
Learning Communities ◽  
Core Values ◽  
College Campuses ◽  
Peer Leaders ◽  
Peer Leadership ◽  
The Core ◽  
Development Opportunity ◽  
Core Value

Luthans and Avolio (2003) have posited that we need methods to develop authentic leaders. One method is to form learning communities on college campuses. Within these communities, peer leaders influence the development of newly admitted peers. The question is: why do some students become peer leaders and others do not? We believe that the answer lies somewhere in their core values. By the time people enter college, they are predisposed to value certain end-states and modes of conduct. Therefore, it is important to determine these predispositions so that leadership development opportunities such as peer leadership can be made available to those who are ready for this type of development. However, at this point we do not know which core values make a difference. This gap in the knowledge is what led to this study. The findings identify the core values of both peer leaders and non-peer leaders. In most cases, these values are the same for both groups. However, the core value of a sense of accomplishment stands out as being significant in determining who will select this type of leadership development opportunity. The paper expands on how to find, nurture, and affirm these select students.

scholarly journals Pengaruh Implementasi Sistem Manajemen Mutu ISO 9001:2008 Dan Kemampuan Mengajar Widyaiswara Terhadap Kompetensi Lulusan Diklat

2016 ◽  
Vol 4 (3) ◽  
pp. 37
Author(s):  
Dewi Setiawati
Keyword(s):  
Quality Management ◽  
Management System ◽  
Quality Management System ◽  
Research Problem ◽  
Teaching Quality ◽  
Iso 9001 ◽  
Survey Method ◽  
Main Research ◽  
Independent Variables

This research mainly aims to explore competencies of training graduated which focuses on factors that influence competencies of training graduates, such as the implementation of quality management system ISO 9001:2008 and teaching quality of Widyaiswara. The main research problem addressed in this study is how the implementation of quality management system ISO 9001:2008 and teaching quality of Widyaiswara contribute to competencies of training graduates, both partially and altogether. I conducting this research, explanatory survey method is used with questionairres using likert and interval scales as the data collection techniques, that are distributed to 51 graduates of training at PPPPTK Penjas dan BK. To analyse the data, the study employs PPM (Pearson Product Moment), to investigate the direct and non-direct correlations of dependent and independent variables. Significance tests are administered using F-test and t-test. The results show that (1) the impelementation of quality management system ISO 9001:2008 significantly influences competencies of training graduates; (2) teaching quality of Widyaiswara significantly influences competencies of training graduates; and (3) both the implementation of quality management system ISO 9001:2008 and teaching quality of Widyaiswara significantly influence competencies of training graduates.

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