Ledelse mellom sterke ideologier og lillebrorkomplekser – en eksplorerende studie i tverrfaglig spesialisert rusbehandling

Background: Substance use treatment has long traditions in Norway, but it was not until 2004 that it became part of the specialist health service, leading to new leadership requirements. The aim of this study was to understand how the field is perceived from a leadership perspective and how leaders perceive their leadership role. Method: The study is based on three focus group interviews with the mentors of 28 network groups. Data were analysed through systematic text condensation. Results: The analysis resulted in a clustering of four aspects the informants reported to characterise their perceptions of their leadership role: the inferiority complex, values ​​in substance use treatment, pragmatic leadership, and subjective leadership. Implications: The analysis shows that informal hierarchies of power, ideology, and expectations of interdisciplinarity in all decisions provide fertile ground for a flat structure and ambiguity in management. The findings reveal the need for measures to strengthen recognition of the field and develop the leadership role. Keywords: Substance use treatment, leadership, drugs, addiction, health, leadership development

S-5 formula for leadership development

Leadership is an area of perennial interest cutting across all fields of knowledge, including health sciences. The current models of leadership emphasize the skills and techniques derived from behavioural sciences and management. S-5 Formula is a developmental model, evidenced by learning theories and anchored in ancient Indian wisdom. The leadership journey begins by Setting a high goal (Sankalpa) to achieve something big, different and useful. This journey is aided by a Self- study and reflection (Swadhyaya). It gains Synergy (Satsanga) through collaborative learning, mentoring and feedback. The next phase is Service (Seva). Finally, the leader does act of Surrender (Samarpan), giving back to the society thus becoming an instrument of change. The theoretical framework behind these components and their implications for practice have been discussed.

Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools

Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e., the study of what makes individuals and collectives walk their talk). We focus on leader development, widely used but often critiqued for lacking evidence. Analyzing 60 interviews with academic directors of leadership centers at top business schools, we find that the selection of programs does not always align with scientific recommendations nor do schools always engage in high-quality program evaluation. Respondents further indicated a wide variety of challenges that help explain the disconnect between business schools claiming A but practicing B. Behavioral Integrity theory would argue these difficulties are rooted in the lack of an individually owned and collectively endorsed identity, an identity of an evidence-based leader developer (EBLD). A closer inspection of our data confirmed that the lack of a clear and salient EBLD identity makes it difficult for academics to walk their evidence-based leader development talk. We discuss how these findings can help facilitate more evidence-based leader development in an academic context.

Student leadership programme: igniting the young minds

Learning outcomes This case will help students to understand the following: Develop a basic understanding of competency building processes. Learn about the mentoring process and its application in leadership development. Develop awareness about the methodology for assessment of the effectiveness of training. Case overview/synopsis Dr A. R. K. Pillai founded the Indian Leprosy Foundation in 1970 in response to the national call by late Mrs Indira Gandhi, prime minister of India, to the public-spirited people to take up leprosy eradication. It collaborated with international agencies to reduce leprosy drastically in India from four million, in 1982 to around a hundred thousand cases in 2006. In 2006, the Indian Leprosy Foundation was renamed as Indian Development Foundation (IDF) as the trustees decided to expand the work of IDF in the areas of health, children’s education and women’s empowerment. Dr Narayan Iyer, Chief Executive Officer (CEO) of IDF initiated a leadership development intervention called the Students’ leadership programme (SLP) for children in the age group of 12 to 14, from the urban poor households in 2014. It was a structured mentoring programme spanning over three months in collaboration with the schools. It aimed at incubating skills in the areas of leadership, teamwork, personality, behavioural traits and provided career guidance. It had a humble beginning in 2014 with a coverage of 50 students. Initially, IDF welcomed executives from the corporate sector as mentors. As there was a need to rapidly expand the scope of SLP to the other cities of India, IDF tied up with the graduate colleges and invited the students to be the mentors. The other objective behind this move was to create social awareness among the students from more affluent strata of society. IDF was able to dramatically increase the participation of the students through SLP by approximately up to 100,000 by 2020. However, rapid progress threw up multiple challenges. The teachers complained about the non-availability of the students for regular classes to teach the syllabus as the students were busy with SLP. The schools forced IDF to shorten the duration of SLP to two months. Also, many undergraduate mentors were unable to coach the participants due to lack of maturity and found wanting to strike a rapport with them. There was a shortage of corporate executives who volunteered for the mentoring, due to work pressures. Dr Narayan, CEO & National Coordinator and Ms Mallika Ramchandran, the project head of SLP at IDF, were worried about the desired impact of SLP on the participants and its sustainability due to these challenges. So, with the support of Dr Narayan, she initiated a detailed survey to assess the ground-level impact of SLP. The objective was to get clarity about what was working for SLP and what aspects needed to improve, to make the programme more effective. Overall feedback from the survey was very positive. The mothers had seen very positive changes in the participants’ behaviour post-SLP. The teachers had specific concerns about the effectiveness of undergraduate mentors. The need for a refresher course to inculcate ethical behaviour and the inadequacy of the two-month duration of the SLP to reinforce values were highlighted. Respondents also voiced the requirement to build responsible citizenship behaviours among the participants. Mallika was all for preparing a model to further enhance the effectiveness of SLP. Dr Narayan and Mallika embraced the challenge and they were raring to go to develop SLP as a cutting-edge leadership programme and to take it to new heights. Complexity academic level This case can be used in courses on human resource management in postgraduate and graduate management programmes. It can also be used in the general and development management courses and during executive education programmes to teach methodologies for evaluating the effectiveness of the training interventions, with emphasis on the voluntary sector. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Hybrid working can help recruit and retain talent, upskill leaders and boost team working, suggests a case study from an international professional services firm

Purpose This paper sets out the three-year people strategy at the core of a traditional professional services firm’s ambitious plans to transform into a progressive, agile and fast-growing business. The lynchpin of its acquisitions-led and people-centred cultural transformation programme is Project Zander, a pioneering hybrid working experience in its Jersey office that can be adapted to different geographic locations as the business expands. Design/methodology/approach Individual-level information gathered from the firm. Findings Nesting a hybrid working model within a clearly articulated people strategy aligned with corporate values appears to be setting the business well on the way to achieving its ambitions. Key is the ability of leaders to plan ahead for the future, mapping out a three-year journey with important milestones along the way. Although it is still early days, the business is already seeing a positive impact on collaboration, team working, staff recruitment and retention, leadership development, empowerment and creativity, employee engagement, and rebuilding the confidence of young people, many of whom have been negatively impacted by COVID-19 lockdowns. Originality/value The strategy has an innovative hybrid working approach as its cornerstone

Band of Brothers or Band of Others?: Rhetoric, Veterans, and Civil Rights Fights in Germany and the United States

Research suggests that marginalized groups can use military service to win greater governmental and social acceptance by using civic republican rhetoric, however, conditions in which claims-making rhetoric is coercive are underspecified. Because rhetorical effectiveness requires sympathetic ears, we examine the influence of (1) expectations and political efforts of marginalized group members seeking greater acceptance, (2) whether majority group economic status is outpacing marginalized groups seeking improved treatment, and (3) whether marginalized groups have influential military veterans from majority groups as allies. We apply these factors to explain the claims-making failure of German Jews following the First World War and the success of African Americans after the Second World War. From the African American case, we also conclude that military service led to greater socio-political inclusion and rights based on development of future political actors through leadership development processes and inter-group contact, especially regarding Presidents Truman and Eisenhower.

Healthcare leadership development during a pandemic: do not stop, adapt

Research carried out in 2016 by two of the authors of this article investigated the role that leadership ‘theory’ plays within an individual's leadership development and identified other components of clinical leadership programmes that are key to enabling the development of future leaders. While early career doctors identified leadership theories and concepts as important within their development as clinical leaders, these must be closely tied to real-life practices and coupled with activities that aim to develop an increased self-awareness, understanding of others, clinical exposure and leadership tools that they can use in practice. During a healthcare crisis, such as a global pandemic, maintaining a focus on leadership development (particularly for more junior clinicians) might not be seen as important, but leadership is needed to help people and organisations ‘get through’ a crisis as well as help develop leadership capacity for the longer term. This article, drawing from contemporary literature, the authors' own research and reflections, discusses how leadership development needs to continually adapt to meet new demands and sets out tips for those involved with clinical leadership development.

IMPLICATIONS OF YOUTH WORKFORCE ON EMPLOYEE ENGAGEMENT IN THE INSURANCE SECTOR

Purpose: Youth are considered as the most active age bracket in the working environment hence their impact in organizations such as the insurance sector cannot be ignored. The objective of this study is to discuss and analyze the implications of the youth workforce on employee engagement in the insurance sector. The purpose of this study is to help the readers understand the importance of youth workforce and their impact in the insurance sector once the youth are involved in favorable employee engagement practices. Methodology: The study adopted a desktop methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library Findings: The study found out that some of the implications of youth workforce on employee engagement are; adaptability to change, improved customer experience and satisfaction, employee retention, talent management, leadership development and improving the company’s brand and image. Unique contribution to theory, practice and policy: It therefore recommended that the insurance sectors should come up with the best strategies for employee retention of the youth workforce since they play a vital role in influencing the consumer behaviors. The insurance sectors should embrace youth marketing since it is one of the best advertising techniques that has led to increase in productivity and profitability of companies and customer satisfaction.