Consejitos as a Counter-Hegemonic Peer Leadership Practice

2021 ◽  
pp. 79-90
Author(s):  
Nydia C. Sánchez ◽  
Estee Hernández
Keyword(s):  
Peer Leadership ◽  
Leadership Practice

Evaluation der Pflege- und Führungskompetenz – eine Ausgangslage für die weitere Praxisentwicklung

Pflege ◽  
2010 ◽  
Vol 23 (3) ◽  
pp. 191-203 ◽  
Author(s):  
Jacqueline S. Martin ◽  
Irena Anna Frei ◽  
Franziska Suter-Hofmann ◽  
Katharina Fierz ◽  
Maria Schubert ◽  
...  
Keyword(s):  
Mixed Method ◽  
Leadership Practice ◽  
Mixed Method Design ◽  
Competence Scale ◽  
Nurse Competence

Kompetente Pflege und effektives Leadership sind wichtige Voraussetzungen für die Bereitstellung einer qualitativ hochwertigen, evidenzbasierten, patienten- und ergebnisorientierten Patientenversorgung. Die Abteilung Klinische Pflegewissenschaft (KPW) am Universitätsspital Basel (USB) entwickelte und implementierte Programme zur gezielten Praxisentwicklung, welche die pflegerische Kompetenz sowie die des Leadership fördern. Zur Erfassung von Pflege- und Leadership-Kompetenz sowie der Arbeitsumgebungs- und Pflegequalität führte die KPW 2007 eine Evaluationsstudie mit einem Mixed-Method-Design durch. Am quantitativen Anteil der Studie nahmen 679 Pflegefachpersonen und 27 Stationsleitungen teil. Die deskriptiven Resultate zeigen, dass Pflegefachpersonen ihre durchschnittliche pflegerische Kompetenz über alle sieben Subkategorien der Nurse Competence Scale mit einem Mittelwert von 75,1 (VAS 0 – 100) beurteilten. Die Leadership-Kompetenz von Stationsleitungen wurde im oberen Drittel der Skala des Leadership Practice Inventory mit mittleren Werten zwischen 40 bis 50 (Meanscore: 6 – 60) eingeschätzt. Als Qualitätssicherungsmaßnahme sind regelmäßige Nachfolgeerhebungen im Sinne eines Monitoring geplant. Solche Erhebungen werden in Zukunft von zentraler Bedeutung sein, da zu erwarten ist, dass sich mit der Einführung des DRG-Finanzierungsmodells im schweizerischen Gesundheitswesen der Kontext der pflegerischen Leistungen verändern wird.

Empowering Youth Through Strength-Focused Peer Leadership

2010 ◽  
Author(s):  
Danielle Pfeiffer ◽  
Jesse Kauffmann
Keyword(s):  
Peer Leadership

EXPRESS: From Empathic Leader to Empathic Leadership Practice: An Extension to Relational Leadership Theory

2021 ◽  
pp. 001872672199845
Author(s):  
Guowei Jian
Keyword(s):  
Social Constructionist ◽  
Dyadic Interaction ◽  
Relational Leadership ◽  
Leadership Studies ◽  
Leader Emergence ◽  
Leadership Practice ◽  
Constructive Process ◽  
Narrative Practice ◽  
Relational Leadership Theory ◽  
Empathic Leadership

Does empathy merely take place in leaders’ mind? How does it help us better understand and practice leadership? In the past, entitative relational leadership studies have mainly drawn on a mind-based understanding of empathy and focused on the association between individual empathy trait and leader emergence and effectiveness. Such an approach overlooks leadership practice of empathy as a constructive process. By integrating emerging research from diverse disciplines from philosophy to communication, the paper first offers a constructionist view of empathy, based on which empathic leadership practice is conceptualized. The paper explicates how leadership practice of empathy construction is rooted in relational ethics and takes place in both synchronic dyadic interaction through conversation as well as diachronic narrative practice with a collective other. By conceptualizing empathic leadership practice through a social constructionist approach to empathy, the paper makes significant contributions to our understanding of relational leadership.

scholarly journals Physician leadership during the COVID-19 pandemic: an emphasis on the team, well-being and leadership reasoning

BMJ Leader ◽  
2020 ◽  
pp. leader-2020-000344
Author(s):  
Taylor C. Standiford ◽  
Kavya Davuluri ◽  
Nicole Trupiano ◽  
David Portney ◽  
Larry Gruppen ◽  
...  
Keyword(s):  
Academic Medicine ◽  
Leadership Skills ◽  
Well Being ◽  
Crisis Leadership ◽  
Leadership Skill ◽  
Leadership Practice ◽  
Semistructured Interviews ◽  
Physician Leaders ◽  
Learning From Others ◽  
Leadership Skill Development

BackgroundThe COVID-19 pandemic impacted many aspects of normal operations in academic medicine. While effective leadership is always important, the intensity and urgency of COVID-19 challenged academic medicine leaders to find new ways to lead their institutions and manage their own experiences of the pandemic.MethodsSixteen physician leaders from Michigan Medicine took part in semistructured interviews during April and May 2020. Participants were asked open-ended questions about the attributes and techniques that were important to effectively lead during a crisis. The authors analysed the interviews using thematic analysis.ResultsParticipants described three overarching themes of leadership during the COVID-19 pandemic: (1) bringing together a diverse team with clear, shared goals; (2) using a range of strategies to tend to their teams’—as well as their own—well-being; and (3) engaging in leadership reasoning as a way of learning from others and reflecting on their own actions to inform their future leadership practice.ConclusionThe results of this study reveal several salient themes of crisis leadership during the COVID-19 pandemic. The findings also highlight the role of leadership reasoning, a reflective practice employed by leaders to understand and improve their leadership skills. This finding presents leadership skill development as part of lifelong learning in medicine. Findings may be incorporated into best practices and preparations to inform future healthcare leaders.

scholarly journals The construction of leadership practice: Making sense of leader competencies

Leadership ◽  
2021 ◽  
pp. 174271502199649
Author(s):  
Dag Jansson ◽  
Erik Døving ◽  
Beate Elstad
Keyword(s):  
Professional Practice ◽  
Leadership Competencies ◽  
The Self ◽  
Leadership Practice ◽  
Choral Conductors ◽  
Making Sense ◽  
Sensemaking Process ◽  
The Face ◽  
Depth Interviews ◽  
Selection Of

The notion of leadership competencies is a much-debated issue. In this article, we propose that how the leader makes sense of his or her competencies is key to leadership practice. Specifically, we look at how leaders reconcile discrepancies between the self-perceived proficiency of various competencies and their corresponding importance. Empirically, we study leaders within the music domain – how choral conductors make sense of their competencies in the shaping of their professional practice. We investigated how choral leaders in Scandinavia ( N = 638) made sense of their competencies in the face of demands in their working situations. A mixed methodology was used, comprising a quantitative survey with qualitative comments and in-depth interviews with a selection of the respondents. The results show that when choral leaders shape their practice, they frequently face competency gaps that compel them to act or adjust their identity. The key to this sensemaking process is how they move competency elements they master to the foreground and wanting elements to the background. The concept of ‘sensemaking affordance’ is introduced to account for how various leader competency categories are negotiated to safeguard overall efficacy.

scholarly journals Your leadership style: why understanding yourself matters

BMJ Leader ◽  
2020 ◽  
Vol 4 (4) ◽  
pp. 165-167
Author(s):  
Clare Felicity Jane Price-Dowd
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Personal Development ◽  
Effective Leadership ◽  
Leadership Theories ◽  
Inclusive Leadership ◽  
Leadership Practice ◽  
Personal Leadership

Understanding of personal leadership style has been shown to be a key part of effective leadership practice. It has been a topic of interest for many decades as we have tried to understand, and replicate, what makes those considered to be ‘great leaders’ so successful. This article gives a brief introduction to different leadership ‘theories’, leadership ‘styles’ and the effect they have on the ‘climate’ in organisations. Having an understanding of the different approaches can help leaders be more effective through comprehending how and why they do what they do, as well as helping them identify where and when they need to adapt their style. By considering how our understanding of leadership has evolved, it is possible to show how effective leadership is not linked to one approach. It is a combination of knowledge, attitudes and behaviours with a focus on both the task in hand and concern for those undertaking that task. Furthermore this understanding supports impactful personal development, which creates positive climates in organisations where compassionate and inclusive leadership behaviours can, and do result in better outcomes for staff and patients.

Leveraging Active Learning Pedagogy in a Scaffolded Approach: Reconceptualizing Instructional Leadership Learning

2020 ◽  
Vol 15 (3) ◽  
pp. 210-226 ◽  
Author(s):  
Jason D. Salisbury ◽  
Decoteau J. Irby
Keyword(s):  
Active Learning ◽  
Instructional Leadership ◽  
Learning Experience ◽  
Leadership Practice ◽  
University Of Illinois ◽  
The University

This article investigates how the University of Illinois at Chicago (UIC) redesigned its three-course instructional leadership strand to operate as a continuous three-semester learning experience that sequenced and emphasized an active learning pedagogy. This accounting elaborates the design and use of this pedagogy to support aspirant leaders in progressing through a continuum of knowers, assessors, and demonstrators of instructional leadership practice. Finally, we discuss the tensions that emerged from this approach to instructional leadership learning.

scholarly journals Initial Challenges and Possible Useful Countering Strategies: Perspectives From Malaysian Novice Principals

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402110000
Author(s):  
Lokman Mohd Tahir ◽  
Narina A. Samah ◽  
Mohd Hilmi Hamzah ◽  
Abdul Halim Abdullah ◽  
Mohd Fadzli Ali ◽  
...  
Keyword(s):  
Mixed Methods ◽  
School Leaders ◽  
Mixed Methods Study ◽  
Depth Information ◽  
Novice Principals ◽  
Leadership Practice ◽  
School Activities ◽  
Initial Meeting

As school leaders, novice principals faced some challenges within the first years of their leadership journey. This mixed-methods study explores the initial challenges faced by novice principals while leading their schools. At the same time, their countering strategies in handling the initial challenges are also being explored. A total of 168 novice principals responded to all items within a questionnaire on their initial challenges and their useful strategies to overcome the challenges. In addition, 11 novice principals were interviewed for in-depth information on their challenges and possible strategies in overcoming them. Findings revealed that dealing with a previous principal’s legacy and heavy workloads were major challenges faced by novice principals. In terms of their countering strategies, novice principals employed various approaches such as organizing an initial meeting with teachers, getting parents involved in school activities, and sharing leadership practice.

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