leadership education
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2022 ◽  
pp. 357-378
Author(s):  
Traci Erin Wallrauch

The arts involve engaging the human imagination and sensory skills to communicate and create experiences, artifacts, and surroundings shared with others. Conventionally, education providers have compartmentalized the arts and sciences as separate and disparate disciplines. Yet, the future of work will continue to demand that organizations and their members remain agile, creative, and innovative in the face of ongoing uncertainty and change. As a result, leadership paradigms and models have been changing from top-down, command and control to relational, participative standards due to the need for collaborative expertise and organizational agility. This chapter will address the skills required for relational leaders and learning organizations, how higher education programs must model the way, and how integrating the arts within other disciplines could answer the call for deeper learning and collaborative engagement in the 21st century.


2022 ◽  
pp. 202-224
Author(s):  
Shannon Flumerfelt ◽  
Calandra Green

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.


2021 ◽  
Vol 5 (2) ◽  
pp. 163-186
Author(s):  
Dian Novita Fajar Sari

This study aims to evaluate the Level IV Leadership Education and Training Program (Diklatpim) using the COPP evaluation model developed by Stufflebeam. The CIPP evaluation model is expected to produce a complex evaluation of the 2016 Level IV Diklatpim program in the Lahat District Government. Based on the use of the evaluation model, the qualitative research method with a case study approach was chosen by the researcher. Data collection was carried out by interviewing and studying documentation related to the implementation of Level IV Diklatpim in 2016. The informants in this study amounted to 15 people who came from the Agency for Personnel and Human Resources Development (BKPSDM) Lahat Regency, South Sumatra Province, Regional Human Resources Development Center. (BPSDMD) South Sumatra Province and participants of Level IV Training and Education in 2016 in the Lahat Regency government. When viewed from the aspects of the process and product implemented, the results of the study show that the 2016 Level IV Education and Training program in Lahat Regency has been in accordance with applicable regulations and is considered successful. However, based on the context and input aspects, there are several things that are not in accordance with the aims and objectives of the Level IV Diklatpim program in the Lahat Regency government.


2021 ◽  
Vol 25 (4) ◽  
Author(s):  
Graziella Pagliarulo McCarron ◽  
Larisa Olesova ◽  
Brianna Calkins

Previous studies have contextualized student-led, asynchronous online discussions as collaborative learning experiences that positively impact students’ learning and foster higher order cognitive skills. From a leadership education perspective, student-led discussions have come to the fore as a helpful resource for deepening learning because of their focus on collaboration and shared leadership. While literature on student-led online discussions, leadership learning, and cognitive skill is plentiful, there is no single study that explores all these elements together or fully points to how practicing meaning-making in online, asynchronous leadership courses can inform larger cognitive processes. Thus, the purpose of this conceptual content analysis-based study was to examine 35 undergraduate students’ collaborative discussion board posts at the beginning, middle, and end of an online, asynchronous Ethics and Leadership class to assess not only if and to what extent students expressed cognitive skills, in general, but also if and to what extent they understood ethical leadership via these types of discussions. Further, from an exploratory lens, this study examined if there was a relationship between expression of higher order cognitive skills and more complex ethical leadership understanding. Results indicate that, while students achieved higher order cognitive skills and more holistic ethical leadership understanding overall, robustness of student engagement could be situational in nature and expressions of cognitive skills and ethical leadership understanding tapered as the course progressed. Additional findings and implications are discussed.


2021 ◽  
Vol 13 (6) ◽  
pp. 774-784
Author(s):  
Carmin Powell ◽  
Lahia Yemane ◽  
Michelle Brooks ◽  
Carrie Johnson ◽  
Al'ai Alvarez ◽  
...  

ABSTRACT Background Academic medicine needs more diverse leadership from racial/ethnic minorities, women, people with disabilities, and LGBTQIA+ physicians. Longitudinal structural support programs that bring together underrepresented in medicine (UiM) and non-UiM trainees are one approach to build leadership and scholarship capacity in diversity, equity, and inclusion (DEI). Objective To describe the creation, satisfaction with, and feasibility of a Leadership Education in Advancing Diversity (LEAD) Program and evaluate scholars' changes in self-efficacy, intended and actual behavior change, and outputs in leadership and DEI scholarship. Methods In 2017, we created the LEAD Program, a 10-month longitudinal, single institution program that provides residents and fellows (“scholars”) across graduate medical education (GME) with leadership training and mentorship in creating DEI-focused scholarship. In the first 3 cohorts (2017–2020), we assessed scholars' self-efficacy, actual and planned behavior change, and program satisfaction using IRB-approved, de-identified retrospective pre-/post-surveys. We measured scholarship as the number of workshops presented and publications developed by the LEAD scholars. We used descriptive statistics and paired 2-tailed t tests to analyze the data. Results Seventy-five trainees completed LEAD; 99% (74 of 75) completed the retrospective pre-/post-surveys. There was statistically significant improvement in scholars' self-efficacy for all learning objectives. All trainees thought LEAD should continue. LEAD scholars have created workshops and presented at local, regional, and national conferences, as well published their findings. Scholars identified the greatest benefits as mentorship, developing friendships with UiM and ally peers outside of their subspecialty, and confidence in public speaking. Conclusions LEAD is an innovative, feasible GME-wide model to improve resident and fellow self-efficacy and behaviors in DEI scholarship and leadership.


BMJ Leader ◽  
2021 ◽  
pp. leader-2021-000465
Author(s):  
Sharon Buckley ◽  
Megan Smith ◽  
Jaimini Patel ◽  
Sandie Gay ◽  
Ian Davison

IntroductionThe importance of shared or distributed leadership in healthcare is recognised; however, trainees, early career professionals and others for whom the exercise of leadership is a recent development report being underprepared for leadership roles. Trainee clinical scientists exemplify such groups, being both early in their career and in a profession for which clinical leadership is less well established. Their insights can inform understanding of appropriate forms of leadership development for health professionals.MethodsWe explored perceptions of leadership and its development for trainee clinical scientists on the UK preregistration Scientist Training Programme through semi-structured interviews with trainees, training officers, academic educators and lead healthcare scientists; and through an online questionnaire based on the UK multiprofessional Clinical Leadership Competency Framework (CLCF). Responses were analysed statistically or thematically as appropriate.ResultsForty interviews were undertaken and 267 valid questionnaire responses received. Stakeholders recognised clinical expertise as integral to leadership; otherwise their perceptions aligned with CLCF domains and ‘shared leadership’ philosophy. They consider learning by ‘doing’ real tasks (leadership activities) key to competency acquisition, with leadership education (eg, observation and theory) complementing these. Workplace affordances, such as quality of departmental leadership, training officer engagement and degree of patient contact affect trainees’ ability to undertake leadership activities.ConclusionsFrom our research, we have developed an enhanced model for leadership development for trainee and early career clinical scientists that may have wider applicability to other health professions and groups not traditionally associated with clinical leadership. To foster their leadership, we argue that improving workplace affordances is more important than improving leadership education.


2021 ◽  
Vol 5 (2) ◽  
Author(s):  
ZAENAL ARIFIN ◽  

ABSTRACT This research aimed at finding out whether the performance appraisal, education, length of service and work rank simultaneously or partially influenced employee’s productivity at PT. CPB. Performance appraisal, leadership, education, length of service and work rank simultaneously gave positive and significant influence towards employee’s productivity at PT. CPB. Employee’s productivity at PT. CPB was determined by performance appraisal, leadership, education, length of service and work rank. Employee’s productivity at PT. CPB was significantly influenced by performance appraisal. Employee’s productivity at PT. CPB was significantly influenced by leadership. Employee’s productivity at PT. CPB was significantly influenced by education. Employee’s productivity at PT. CPB was significantly influenced by length of service. Employee’s productivity at PT. CPB not influenced by work rank. The performance appraisal had a major influence on employee’s productivity at PT. CPB which was proved by the high score of regression coefficient of performance appraisal variable (0.963), higher than the regression coefficient of leadership variable (0.538), higher than regression coefficient of education variable (0.009), higher than regression coefficient of length of service variable (0.011), and higher than regression coefficient of work rank variable at (0.010).


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