Critical Leadership and Management Skills for Pathology Practice

2007 ◽  
Vol 131 (10) ◽  
pp. 1547-1554 ◽  
Author(s):  
Bradley B. Brimhall ◽  
Louis D. Wright ◽  
Kelli L. McGregor ◽  
James S. Hernandez
Keyword(s):  
Response Rate ◽  
Leadership Skills ◽  
Thinking Skills ◽  
Current Medical ◽  
Management Skills ◽  
Leadership And Management ◽  
Residency Programs ◽  
Track Record ◽  
Critical Leadership ◽  
E Mail

Abstract Context.—Managed care has changed the nature of medical practice. The practice of pathology has also changed and is likely to undergo further modification. Additional skills in leadership and management are needed to perform optimally in the current medical marketplace. Objective.—To determine whether pathologists view business and informatics skills as being important and valuable in their practices. Design.—A survey was sent electronically (via e-mail) to 2566 pathologists and pathology administrators. Results.—Two hundred sixteen survey recipients (8.4%) responded to the survey. The response rate to individual questions ranged from 86% to 99% (186 to 214 of 216 total respondents). Most who took the survey ranked communication (203/209; 97%), leadership skills (165/209; 79%), and systems thinking skills (155/209; 74%) as either “very important” or “essential.” Fewer respondents were willing to offer salary premiums for marketing (108/196; 55%), business or finance (92/196; 47%), or staff leadership (95/196; 48%) skills unless the candidate had a track record of measurable achievement using these skills. Those practicing in academia as well as those making hiring decisions by themselves were more likely to value leadership and management skills. Fewer than 1% of respondents in any category considered current pathology residency training in leadership and management to be adequate. Conclusions.—Prospective employers value leadership and management skills. Pathology residency programs must include meaningful training in pathology practice management and informatics to satisfy the demand for these skills in the modern pathology marketplace.

scholarly journals Postinterview Communication between Obstetrics and Gynecology Residency Programs and Candidates

2012 ◽  
Vol 4 (2) ◽  
pp. 165-169 ◽  
Author(s):  
Diana S. Curran ◽  
Pamela B. Andreatta ◽  
Xiao Xu ◽  
Clark E. Nugent ◽  
Samantha R. Dewald ◽  
...  
Keyword(s):  
United States ◽  
Response Rate ◽  
Educational Leaders ◽  
Program Directors ◽  
The United States ◽  
Obstetrics And Gynecology ◽  
Residency Programs ◽  
Ethical Conflicts ◽  
Communication Practices ◽  
E Mail

Abstract Introduction Residency programs seek to match the best candidates with their positions. To avoid ethical conflicts in this process, the National Residency Matching Program (NRMP or Match) has rules regarding appropriate conduct, including guidelines on contact between candidates and programs. Our study examined communication between obstetrics and gynecology (Ob-Gyn) programs and residency candidates after interviewing and prior to ranking. Methods Ob-Gyn program directors in the United States were sent a self-administered survey via e-mail. Data were collected and analyzed using descriptive methods to examine communication practices of these programs. Results The response rate was 40%. The findings showed that respondents had variable interpretations of the NRMP rules and suggest that programs may be communicating their match intentions especially to favored candidates. Respondents' open text comments highlighted program directors' frustrations with current NRMP rules. Discussion NRMP communication rules are intended to minimize pressure on residency candidates. Our findings suggest they may be leading to unforeseen stresses on program directors and candidates. Conclusions As educational leaders in medicine, we must consider what professional communications are acceptable without increasing the pressure on candidates during the ranking and match process.

scholarly journals Indikator Kemahiran Employability dalam Kalangan Graduan Pendidikan

2018 ◽  
Vol 10 (3-3) ◽  
Author(s):  
Zaliza Hanapi ◽  
Mohd Shazielan Mohd Shariff ◽  
Azlina Paijan ◽  
Abu Bakar Mamat ◽  
Faizah Abu Kassim
Keyword(s):  
Vocational Education ◽  
Leadership Skills ◽  
Thinking Skills ◽  
Critical Thinking Skills ◽  
Employability Skills ◽  
Highly Qualified ◽  
Management Skills ◽  
Entrepreneurial Skills ◽  
Technical And Vocational Education ◽  
Education Field

The phenomenon of unemployment problem among graduates is not a new issue. In fact, it also involves graduates who hold an education degree. Hence, this study was conducted to determine the indicators of employability skills needed by the education graduates especially from technical and vocational education field in Malaysia. This study was conducted qualitatively through interview among five experts.  Respondents were among those with experiences in teaching and working in technical and vocational education field.  Results showed that there were nine elements of employability skills needed to be mastered by graduates in technical and vocational education.  These indicators are communication skills, creative and critical thinking skills, information management skills, self-management skills, teamwork and cooperation skills, leadership skills, ethics and moral professionalism, entrepreneurial skills and social skills.  The mastery of these employability skills are deemed important in order to produce teachers with highly qualified and competitive professionals.

scholarly journals The Differences Between Management And Leadership

2017 ◽  
Vol 7 (1) ◽  
Author(s):  
Barid Nizarudin Wajdi
Keyword(s):  
Leadership Skills ◽  
Potential Change ◽  
Organizational Systems ◽  
Management Skills ◽  
Leadership And Management ◽  
Management And Leadership

There are a differences between management and leadership. The aim of this review is to determine the differences between management and leadership. The result of this review showed that management and leadership are two very distinct functions. Although, management and leadership do share many similar duties which consist of working with people and influencing others to achieve goals. Management skills are used to plan, build, and direct organizational systems to accomplish missions and goals, while leadership skills are used to focus on a potential change by establishing direction, aligning people, and motivating and inspiring. Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.

scholarly journals Managerial Issues and Challenges of Manager in Muhammadiyah Health Center (AUMAKES), Yogyakarta, Indonesia

2019 ◽  
pp. 23-27
Keyword(s):  
Leadership Skills ◽  
Likert Scale ◽  
Management Skills ◽  
Leadership And Management ◽  
Organization Effectiveness ◽  
Top Managers ◽  
Mother And Child ◽  
Top Manager ◽  
Child Hospital ◽  
Hospital Manager

The aim of this study is to investigate the managerial issues and challenges of managers in Muhammadiyah Heath Center, Yogyakarta Indonesia. Questionnaires and interview based method was used for collecting data and focus group disscussion (FGD) was applied for explore valuable information. 29 participants from Mother and child Hospital of (RSIA) ‘Aisyiyah Klaten and 40 participants from Hospital of (RS) PKU Muhammadiyah Bantul were involved. They are top managers and employees from various fields of expertise. The results showed that the leadership and management skills (finance, human resources (HR), quality, medicine information systems and equipment) of top manager is (likert scale ≥ 3) while the middle and lower managers considered not sufficiently competent (likert scale ≥ 2). The Lack of competency and leadership skills of managers will affect to management of the organization, effectiveness of the organizational structure, planning, and monitoring at every stage of management. It can be conclude that hospital manager competencies are still basic and need to be upgraded in some aspects.

The Management Profile: Identification of the Management and Leadership Skills of School Administrators

1993 ◽  
Vol 3 (5) ◽  
pp. 566-578 ◽  
Author(s):  
Nancy J. Atkinson ◽  
B. Elaine Wilmore
Keyword(s):  
School Administrators ◽  
Leadership Skills ◽  
Decision Rules ◽  
Second Step ◽  
Management Skills ◽  
Leadership And Management ◽  
Principal Performance ◽  
Management And Leadership

This article focuses on two major steps by which the Management Profile has been refined as a tool for assessing the leadership and management skills that school administrators display on the job. The first step, the identification of criteria for standards of principal performance, was accomplished by the Texas A&M University Principals’ Center at the request of the NASSP Commission on Standards for the Principalship. The second step, also performed by the TAMU Principals’ Center, was the standardization of decision rules for assessing performance of the Management Profile and the completion of the initial edition of an assessor's manual.

Towards an Artificial Intelligence (AI)-Driven Government in Sultanate of Oman

2021 ◽  
pp. 244-256
Author(s):  
Nasser Al Harrasi ◽  
Mohamed Salah El Din ◽  
Badriya Al Balushi
Keyword(s):  
Artificial Intelligence ◽  
Public Sector ◽  
Leadership Skills ◽  
Secondary Data ◽  
Leadership Competencies ◽  
Thinking Skills ◽  
Leadership Roles ◽  
Secondary Data Sources ◽  
Critical Leadership ◽  
Leader Performance

Many tasks that require human intelligence to perform changed to being executed by artificial intelligence such as voice recognition, image recognition, and various predictions. This study investigates how adopting AI-based technologies could redefine leadership roles and identify the gap of critical leadership competencies of AI-based technologies in Oman's public sector. The study used secondary data sources of four Omani ministries. The results confirm that the work of the leaders in Oman's public sector focuses more on administrative coordination, control, developing strategies, and problem solving. On the other hand, there is little attention given to innovation and focusing on developing people. AI-based technologies enhance leader performance and productivity in many areas such as mindful tech-savvy humanist, fostering systemic intelligence, building trust and innovation, developing creative capabilities, fostering leadership skills, enhancing strategic thinking skills, managing uncertainty, and having creative foresight.

LEADERSHIP AND MANAGEMENT OF THE STATE SECRETARY OF THE MINISTRY IN UKRAINE

2017 ◽  
Vol 2 (2) ◽  
pp. 294-302
Author(s):  
Inna Suray
Keyword(s):  
Professional Competence ◽  
Leadership Skills ◽  
State Institution ◽  
The State ◽  
Management Skills ◽  
Leadership And Management ◽  
Leading Position ◽  
Top Manager ◽  
Management Functions ◽  
State Secretary

The article highlights the essential features of leadership and management of the state secretary of the Ministry in Ukraine. The state secretary of the ministry as head of the civil service in a state institution holds a leading position. At the same time, under the current legislation, its main functions by position are management functions. The requirements for professional competence on this position are the same as the requirements for the top manager. There is a need for a clearer delineation of professional competence of the state secretary of the Ministry, including leadership skills. The development of leadership in top management, just as the state secretary of the ministry, does not deny the need for knowledge and management skills (due to the specifics of that position), but reinforces them, transforms into leadership skills in an evolutionary way.

How to develop and assess the leadership skills of psychiatrists

2013 ◽  
Vol 19 (1) ◽  
pp. 30-37 ◽  
Author(s):  
Nick Brown ◽  
Andy Brittlebank
Keyword(s):  
Leadership Skills ◽  
General Medical Council ◽  
Leadership Role ◽  
Medical Council ◽  
Management Skills ◽  
Leadership And Management ◽  
Personal Qualities ◽  
Medical Career ◽  
Methods Of Learning ◽  
Medical Leadership

SummaryThe General Medical Council suggests that leadership skills are a core requirement for all doctors. The NHS Institute for Innovation and Improvement goes further, stating that doctors have not only an intrinsic leadership role but also a responsibility to contribute to the effective running of healthcare organisations. The Medical Leadership Competency Framework (MLCF) outlines a structure with domains, elements and competency outcomes, all of which are clearly spelled out with examples and methods of learning for different stages of a medical career. The revised curriculum for postgraduate training in psychiatry contains many aspects of the MLCF, both complementing and supplementing its emphasis on the development of personal qualities and skills. This article highlights this approach and describes how the development of leadership and management skills fits with the current structures for training in psychiatry.

No Significant Difference in Service Learninng Online

2012 ◽  
Vol 16 (4) ◽  
Author(s):  
Sue Y. McGorry
Keyword(s):  
Higher Education ◽  
Service Learning ◽  
Institutions Of Higher Education ◽  
Management Skills ◽  
Program Outcomes ◽  
Online Delivery ◽  
Leadership And Management ◽  
Business Programs ◽  
Face To Face ◽  
Significant Difference

Institutions of higher education are realizing the importance of service learning initiatives in developing awareness of students’ civic responsibilities, leadership and management skills, and social responsibility. These skills and responsibilities are the foundation of program outcomes in accredited higher education business programs at undergraduate and graduate levels. In an attempt to meet the needs of the student market, these institutions of higher education are delivering more courses online. This study addresses a comparison of traditional and online delivery of service learning experiences. Results demonstrate no significant difference in outcomes between the online and face-to-face models.

Development and perceived value of a master’s degree in health-system pharmacy administration training

2020 ◽  
Vol 78 (1) ◽  
pp. 74-79
Author(s):  
Evan W Colmenares ◽  
Jacqueline E McLaughlin ◽  
Kathryn A Morbitzer ◽  
Stephen F Eckel
Keyword(s):  
Health System ◽  
Online Survey ◽  
Core Competencies ◽  
Perceived Value ◽  
Management Skills ◽  
Administrative Positions ◽  
Leadership And Management ◽  
Master Of Science ◽  
Pharmacy Administration ◽  
The University

Abstract Purpose To describe the development, format, and alumni and employer perceptions of a program combining a master of science (MS) degree with a residency in health-system pharmacy administration and leadership (HSPAL). Summary A multisite combined MS and HSPAL residency program was developed within the University of North Carolina at Chapel Hill Eshelman School of Pharmacy to increase leadership and management education. The program balances clinical and administrative experiences with didactic courses over 2 years. The program format and perceived value of MS degree training for HSPAL residents had not been previously described in the literature. In an online survey, alumni of the program, as well as their first supervisors after completion of HSPAL training, indicated perceived attainment of the program core competencies and outcomes. Supervisors also indicated that they were more likely to hire MS degree–trained pharmacists for administrative positions. Conclusion Didactic training in the form of an MS degree as a part of comprehensive HSPAL residency training is perceived as beneficial by alumni and employers for promoting the development of core leadership and management skills and knowledge.

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