Graduate Lean Leadership Education

A midwestern university in the USA implemented a Lean Leadership Graduate Certification Program in the 2018-2019 academic year for current and emerging leaders seeking to extend, enrich, or establish leadership knowledge, skills, abilities in the workplace. The purpose of this chapter is to share the results of an evaluation on the effectiveness of this Lean Leadership Graduate Certificate Program. The results from this case study on the Lean Leadership Graduate Certification Program indicated a need to market to a larger group of emerging leaders. Leadership development findings suggest the need to further advance knowledge development in Lean students and consideration for program goals that include strategies having a significant impact on Lean student's emotional well-being in meeting leadership challenges. A continuous need to reinforce Lean Leadership competencies as a core dimension of the program resulted in the largest impact of the program with the Lean Leadership students.

A FORMAÇÃO COMO LÍDER SOCIAL NA PRODUÇÃO DE CUIDADOS EM SAÚDE A POPULAÇÃO EM SITUAÇÃO DE RUA

<strong></strong><div><p>Objetivo: Este relato de experiência reporta a participação dessa autora como bolsista do programa governamental <em>Emerging Leaders in the Americas Program </em>(ELAP), com o objetivo primeiro, de conhecer a prática de Enfermagem de rua na cidade de Toronto (Canadá) na promoção da saúde, nos cuidados diretos e da educação para o autocuidado com a população em situação de rua e usuária de drogas injetáveis assim como o trabalho de prevenção de danos em tal contexto de prática. Segundo, o de criar um modelo conceitual para guiar a futura fase de análise dos dados a serem colhidos na cidade de Niterói (estado do Rio de Janeiro). Metodologia: Abordagem descritiva, do tipo relato de experiência, que descreve a trajetória de entrada de campo de trabalho da doutoranda brasileira em locais de produção de implantação da assistência e de cuidado em saúde para a População em situação de rua na cidade de Toronto (Canadá), no período de fevereiro a junho de 2020. Conclusão: Finalmente, a oportunidade de participação no ELAP produziu múltiplos dividendos relativos a conscientização da doutoranda em seu novo papel de líder social sobre a temática, bem como influenciadora de demais enfermeiros brasileiros, estudantes de graduação e pós graduação acerca da Enfermagem como uma profissão capaz de realizar uma advocacia política e defender e assegurar os direitos das pessoas às quais prestam cuidados, em especial pessoas em situação de vulnerabilidade social. Bem como de participar ativamente na tomada de decisões, reformulações de políticas públicas e ações governamentais.</p></div>

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

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.

“They Don’t Know What They Need”: A Call for Critical Reflection in Community School Leadership to Address the Pervasive Creep of Deficit Perspectives

Washington Hunt is an urban community school attempting to balance the implementation of equity initiatives that meet the needs of minoritized students and families while preventing the adoption of deficit perspectives among school staff. The purpose of this case is to describe how “deficit-creep”—the subtle infusion of deficit-based perspectives from well-meaning administrators—can thwart sincere attempts at community building and social justice. This case study provides an opportunity for emerging leaders to use critical reflexivity to identify deficit-creep and shed light on the strengths and assets of the community it serves. Finally, this case provides students with an opportunity to grapple with how policy makers and school leaders make sense of inequity that is linked to classism and racism.

Lateral layers and loops: Why managers need to curate the fabric of the digital firm in a post-lockdown world

The sudden switch to remote working has exposed the fatuous and even unproductive nature of many conventional management techniques in the modern workplace. Rather than micro-managing performance of individual contributors, this article argues that leaders and managers should focus on curating the fabric of the digital firm to enable more productive and engaged online-first working in the post-lockdown world of work. Having inherited organisational structures and processes that are largely not fit for purpose in the digital world, this is a once-in-a-generation challenge for emerging leaders today, and if they are able to succeed then they will not only enjoy greater short-term productivity, but also leave a legacy for the future in the form of organisations that are better adapted and more fit for the digital, networked future of business.

Adaptive Managers as Emerging Leaders During the COVID-19 Crisis

The coronavirus disease 2019 (COVID-19) has taken the world by surprise and has impacted the lives of many, including the business sector and its stakeholders. Although studies investigating the impact of COVID-19 on the organizational structure, job design, and employee well-being have been on the rise, fewer studies examined the role of leadership and what it takes to be an effective leader during such times. This study integrates social cognitive theory and conservation of resources theory to argue for the importance of adaptive personality in the emergence of effective leaders during crisis times, utilizing the crisis of COVID-19 as the context for the study. We argue that managers with an adaptive personality tend to have increased self-efficacy levels to lead during a crisis, resulting in increased motivation to lead during the COVID-19 crisis. Furthermore, managers with increased motivation to lead during the COVID-19 crisis are argued to have enhanced adaptive performance, thereby suggesting a serial mediation model where crisis leader self-efficacy and motivation to lead during the COVID-19 crisis act as explanatory mechanisms of the relationship between the adaptive personality and performance of the manager. In order to test our hypotheses, we collected data from 116 full-time managers in Saudi Arabia during the COVID-19 crisis and used hierarchical linear regression as the method of analysis. The findings support all of the hypotheses. A discussion of the results, contributions, limitations, and future directions is included.