An Evaluation of Epidemic Intelligence Service Alumni in Public Health Leadership Roles

Background The U.S. Centers for Disease Control and Prevention (CDC) has administered the Epidemic Intelligence Service (EIS) fellowship for over 50 years, with the goal of developing scientists and leaders in applied epidemiology. Our objective was to understand the extent to which CDC EIS alumni are present in select public health leadership roles. Methods We conducted an evaluation describing EIS alumni representation in five preselected leadership positions (CDC director [1953–2016]; CDC center director, state epidemiologist, Field Epidemiology Training Program [FETP] resident advisor, and Career Epidemiology Field Officer [CEFO] [2000–2016]). We developed a dataset using multiple sources to identify staff in selected positions. We then matched these data with an internal EIS alumni dataset. Results Selected positions were staffed by 353 persons, of which 185 (52%) were EIS alumni; 10 persons served in >1 leadership position, of which 6 were EIS alumni. Among 12 CDC directors, four (33%) were EIS alumni; collectively these alumni led CDC for approximately 25 years. EIS alumni accounted for 29 (58%) of 50 CDC center directors, 61 (35%) of 175 state epidemiologists, 27 (56%) of 48 Field Epidemiology Training Program resident advisors, and 70 (90%) of 78 Career Epidemiology Field Officers. Of 185 EIS alumni in leadership positions, 136 (74%) were physicians, 22 (12%) were scientists, 21 (11%) were veterinarians, 6 (3%) were nurses; 94 (51%) were assigned to a state or local health department. Among 61 EIS alumni who served as state epidemiologists, 40 (66%) were assigned to a state or local health department during EIS. Conclusions EIS alumni accounted for between approximately one-third (CDC directors and state epidemiologists) and 90% (CEFOs) of people serving in essential leadership positions at multiple levels.

Leadership Style and Succession Planning

The main aim of the chapter is to identify the leadership style that promotes succession planning through the existence of leadership development practices within organizations. The middle and top leaders are very important to identify and develop new leaders within the organization. The authors reach three main conclusions: 1) The laissez-faire leadership style is related to the succession planning. Succession planning is positively influenced by leaders that adopt a passive leadership style. 2) There are some practices of leadership development that are related to the existence of succession planning in organizations. 3) The 360º feedback and coaching/executive coaching are related to the succession planning. These practices promote the human capital development, so it is assumed that succession planning may be related to the leader development. Theoretically they concluded that organizations should have a leadership pipeline in order to prepare leaders to assume leadership positions.

Women Managers and Generations

The number of women in organizations is increasing in most countries, but the representation of women in managerial positions is still disproportional. The percentage of women in leadership positions globally is only 29%. Grant Thornton annual survey 2019 reveals that India still ranks the fifth lowest in having women in managerial roles. Thus, though diversity at work is increasing, there are still fewer women in the boardroom. The main reason for this is the hurdles and obstacles that women managers face. The chapter studies the various obstacles faced by women managers. Also, it takes into account the role of generation and aims at comparing the hurdles faced by women managers belonging to Generations X and Y. The study is undertaken with special reference to the banking sector. Major findings reveal that there is a difference in obstacles faced by women managers belonging to Generations X and Y.

The Necessary Competencies for Selecting Academic Leaders in the Sultanate of Oman in Light of the Vision of the Education Strategy 2040

This study aims to search for the necessary competencies to choose academic leaders in the Sultanate of Oman in light of the vision of the 2040 education strategy. To achieve this aim, a qualitative approach is used, by preparing an interview card that includes five main questions. The sample of the interview consists of nine individuals who occupy leadership positions at the university and whose work is related to the educational field. The sample consists of (the dean of the faculty and his assistants, a sample of department heads, the dean of admission and registration, directors of centres, and the head of the Quality and Accreditation Unit). The data collection period took about one month. The qualitative method is used to analyse the responses of the corresponding sample using the coding system NVivo according to the study fields. The results of the study show that one of the most important competencies mentioned in the responses is the following competencies: personal competencies, professional competencies, communicational competencies, planning competencies, adequacy of practices, and technological competencies, in addition to the importance of academic leaders possessing the cognitive ability in two main dimensions (academic specialization and professional specialization). Furthermore, there is the importance of having a cultural horizon that helps them deal with various groups of society. As for the factors that influence the academic leader's success and make him distinguished, these are his ability to work with others, to take responsibility, to have the drive for accomplishments, to have the ability to negotiate and conclude deals, and to have the ability to deal with crises or risks. Based on the results of the study, several recommendations and proposals are developed.

Leadership malpractice: exposing the reality underpinning unleaderly behaviour

Background A mounting body of research literature is highlighting the prevalence of serious malpractice by persons in leadership positions. Arguably, too many of those appointed to a leadership position believe that they have the right to act in any way that they choose. They believe that the title of ‘leader’ affords them the licence to act with little regard for others. But just because a person has been appointed to a leadership position, this does not automatically make them a leader. Nor does it imply that everything they do is leadership. Thus, the impetus for this article is the acknowledgement that it's time to clearly distinguish what truly constitutes leadership from that which is its antithesis – leadership malpractice. Not to do so only allows serious leadership malpractice to become normalised as acceptable leadership activity. Research Aim Therefore, the aim of this article is to first use research literature to describe the growing concern about the prevalence of malpractice by persons in leadership positions and then to illustrate how such malpractice can be naturally eradicated when leadership is seen, fundamentally, as a relational phenomenon. The purpose of this article is thus to provide a new theoretical perspective of leadership, one that will help to distinguish between that which is and is not leadership. Findings A close inspection of the extremely damaging and injurious outcomes produced by leadership malpractice shows that these mirror those caused by persons with extremely harmful psychosocial disorders. Despite any short-term gains, the research shows that leadership malpractice can ultimately cause serious and enduring poisonous effects on the individuals, families, organizations, communities, and even entire societies they lead. Furthermore, rules, regulations and policies have proven powerless. Seemingly, one cannot mandate true leadership; its manifestation must be inherent within our leadership theory. Practical implications In response, this article first explores the foundational values, principles and norms underpinning true leadership practice and then presents a new way to understand leadership from a transrelational perspective which naturally eradicates malpractice by those in leadership positions. Social implications Given that worldwide research has demonstrated how leadership malpractice causes seriously toxic personal, organisational and social outcomes, this article seeks to provide a theoretical rather than a technical or practical way of redressing this untenable situation. By inference, when leadership is practiced properly, when it is based upon apporpriate foundational values and principles, then malpractice is ended and workplaces become safe, gratifying and productive. Originality This article makes a significant contribution to the expanding area of research that is exploring the benefits to be gained by theorising leadership as a relational phenomenon.

Challenges impeding women into leadership roles in a student-led organization at the South African higher education institution

The study shows that a patriarchal society where women are still in the minority when it comes to leadership positions is still dominating. A few studies are exploring the role of women in leadership in government and industry, and very little focus is paid on higher education institutions and more especially – from a female leadership perspective. Therefore, this paper aims to determine the factors that hindered female students from attaining leadership positions and simultaneously make recommendations to create more leadership opportunities in a nationally recognized student-led organization known as the Student Representative Council at a large public South African higher education institution – the University of KwaZulu-Natal. The target population was 16 female leaders who served in the University’s Student Representative Council from 2019 to 2020 of which 13 had responded. A qualitative approach was followed and interviews were conducted. The study employed inductive qualitative thematic analysis using NVIVO 12. Findings revealed that the Student Representative Council structure at the university was patriarchal with little commitment to gender equality. Males outnumbered women in leadership roles. Portfolios assigned to women were mainly administrative rather than leadership. Females were subjected to stereotypical behavior. The study recommended ways to promote female student leadership whereby policy and constitution change is required to facilitate gender equality and the implementation of quotas. Women should be empowered to enhance their leadership skills via effective leadership development programs specifically designed for females to address the leadership gap between males and females.

Cancer Burden in Nigeria; Possibility of a New Hope in a New Political Dispensation

Nigeria looks forward to the emergence of another political dispensation. National elections are soon to take place with resultant political changes in ministerial leadership positions across the nation at federal, state, and local government levels’ including the ministry of health; however, in this article, the concern was with the general health care in Nigeria and with a focus on the prevailing situation of Cancer health care in Nigeria. Statistics showed that there is a rising global cancer epidemic in Nigeria. The level of Cancer incidence and mortality counts in Nigeria as of 2012 and still counting’ was severely high amongst women– 64709 (63%) and 40647(57%) compared to men 37370(36.6%) and 30924(43%), respectively. The emergence of a new political dispensation in 2023 ushers in a possibility and awakening of new hope in general health care. Therefore, this article highlighted the observed challenges and proffered solutions for the purpose of informed decisions. Based on staff and patient perspective interviews and discussion, the following major aspects, including a critical review of health governing boards, administration, technology, specialty expansion via partnership, quality assurance, health funding, were identified, addressed and solutions proffered.