Hospitalist physician leadership skills: Perspectives from participants of a leadership conference

2010 ◽  
Vol 5 (3) ◽  
pp. E1-E4 ◽  
Author(s):  
Christine Soong ◽  
Scott M. Wright ◽  
Eric E. Howell
Keyword(s):  
Leadership Skills ◽  
Physician Leadership ◽  
Hospitalist Physician

Competencies physicians need to lead – a Canadian case

2018 ◽  
Vol 31 (2) ◽  
pp. 195-209 ◽  
Author(s):  
Scott Comber ◽  
Kyle Clayton Crawford ◽  
Lisette Wilson
Keyword(s):  
Financial Literacy ◽  
Design Methodology ◽  
Leadership Skills ◽  
Physician Leadership ◽  
Current Form ◽  
Content Type ◽  
Business Skills ◽  
Canadian Physician ◽  
Physician Leaders ◽  
Systems Transformation

Purpose Emerging evidence correlates increased physician leadership effectiveness with improved patient and healthcare system outcomes. To maximize this benefit, it is critical to understand current physician leadership needs. The purpose of this study is to understand, through physicians’ self-reporting, their own and others’ most effective and weakest leadership skills in relation to the LEADS leadership capabilities framework. Design/methodology/approach The authors surveyed 209 Canadian physician leaders about their perceptions of their own and other physicians’ leadership abilities. Thematic analysis was used, and the results were coded deductively into the five LEADS categories, and new categories emerging from inductive coding were added. Findings The authors found that leaders need more skills in the areas of Engage Others and Lead Self, and an emergent category of Business Skills, which includes financial competency, budgeting, facilitation, etc. Further, Achieve Results, Develop Coalitions and Systems Transformation are skills least reported as needed in both self and others. Originality/value The authors conclude that LEADS, in its current form, has a gap in the competencies prescribed, namely, “Business Skills”. They recommend the development of a more comprehensive LEADS framework that includes such skills as financial literacy/competency, budgeting, facilitation, etc. The authors also found that certain dimensions of LEADS are being overlooked by physicians in terms of importance (Systems Transformation, Achieve Results, Develop Coalitions), and this warrants greater investigation into the reasons why these skills are not as important as the others (Engage Others and Lead Self).

Leadership Skills, Part IV

2009 ◽  
Vol 43 (5) ◽  
pp. 32
Author(s):  
LEE SAVIO BEERS
Keyword(s):  
Leadership Skills

Leadership Skills, Part VIII

2009 ◽  
Vol 43 (10) ◽  
pp. 28
Author(s):  
LEE SAVIO BEERS
Keyword(s):  
Leadership Skills

Impact of Project Manager Competencies on Project Success: Case of Social Projects in the City of Agadir, Morocco

2019 ◽  
Vol 10 (5) ◽  
pp. 456-469
Author(s):  
Habiba Abou Hafs ◽  
◽  
Fadila Boutora ◽  
Keyword(s):  
Leadership Skills ◽  
Personal Characteristics ◽  
Self Esteem ◽  
Project Managers ◽  
Project Manager ◽  
Self Control ◽  
Behavioral Skills ◽  
Professional Characteristics ◽  
The Social ◽  
The City

The question of project manager competencies and especially in social projects is a key issue for social organizations seeking to progress and achieve success. If the manager has an important role to play with regard to the social organization, he’s however dependent on his behavioral, professional and personal capacities. The purpose of this paper is to show, on the basis of a quantitative study carried out among 120 managers of social projects in cooperatives located in the city of Agadir (Morocco), that the success of projects is conditioned by the leadership skills. Consequently, factors related to behavioral skills such as Solidarity; Involvement; Patience; Creativity; Empathy; Motivation; Trust; Commitment; Self-esteem; Transparency; Self-control; Discipline and other factors related to professional characteristics and personal characteristics of project managers prove a positive and significant relationship with the criterion of success studied.

Mixed Foundations: Supporting and Empowering Multiracial Student Organizations

JCSCORE ◽  
2018 ◽  
Vol 1 (2) ◽  
pp. 54-85
Author(s):  
Victoria K. Malaney ◽  
Kendra Danowski
Keyword(s):  
Higher Education ◽  
Student Affairs ◽  
Leadership Skills ◽  
Student Organizations ◽  
Mixed Race ◽  
College Campuses ◽  
Institutional Practices ◽  
Working Through

This paper presents an overview of multiracial student organizing and organizations on college campuses. The authors address common challenges that multiracial student organizations face in higher education, how student affairs staff can challenge institutional practices that perpetuate monoracism, and how to support and empower mixed race students to effectively develop strong leadership skills. Several recommendations for working through political and administrative hurdles are also provided.

School Leaders’ Practice of the Ethics of Educational Leadership to Make Decisions

2018 ◽  
Vol 4 (1) ◽  
pp. 10-34
Author(s):  
Mohammed Assiri
Keyword(s):  
Educational Leadership ◽  
Mixed Methods Research ◽  
Qualitative Data ◽  
School Leaders ◽  
Leadership Skills ◽  
Common Factors ◽  
Teaching Experience ◽  
Structured Interview ◽  
School Year ◽  
Ethical Decisions

Abstract This study aimed to investigate the extent to which school leaders practice the ethics of educational leadership to make decisions. A mixed-methods research design was used in this study. The quantitative data of this study were obtained from the participation of 260 teachers, and the qualitative data of this study were collected from nine school leaders. The questionnaire and the semi-structured interview were used to collect the data. The study was conducted during the school year of 2017-2018. The study found that the overall extent to which school leaders practice the ethics of educational leadership to make decisions was classified as “always occurs". The findings showed that there were statistically significant differences between participants with different gender and school levels on the overall and all dimensions of the extent to which school leaders practice the ethics of educational leadership to make decisions, while there were not statistically significant differences between the groups of the participants with different teaching experience. The qualitative findings provided some common factors that influence school leaders’ practice to making ethical decisions. These factors were explained based on two concepts including management knowledge and leadership skills as well as the context of school's culture.

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