The Use of the Portuguese Naval Academy Navigation Simulator in Developing Team Leadership Skills

2015 ◽  
pp. 83-88
Author(s):  
I Bue ◽  
C Lopes ◽  
A Semedo
Keyword(s):  
Leadership Skills ◽  
Team Leadership ◽  
Naval Academy

scholarly journals Requirements for Cios' Competencies in the Czech Economy

2015 ◽  
Vol 62 (3) ◽  
pp. 411-424
Author(s):  
Milos Maryska ◽  
Petr Doucek
Keyword(s):  
Czech Republic ◽  
Leadership Skills ◽  
Team Leadership ◽  
Chief Information Officers ◽  
Strategic Knowledge ◽  
Practical Skills ◽  
Advanced Economy ◽  
The Czech Republic ◽  
Knowledge Domains ◽  
Knowledge Requirements

Abstract Economy of the Czech Republic, just like the country’s ICT sector, underwent significant changes after 1990. The fall of socialism and transition to market economy had significant impact on development of ICT sector and its competitiveness. In the article, we analyze practical requirements in the field of strategic knowledge demanded from Chief Information Officers (CIOs). The analysis is based on a representative survey carried out among approximately 1,000 companies on the Czech market in 2006, 2010. The last survey in 2015 was performed in the form of interview in 147 corporations. The companies are divided by branch in economic sector, by dependence on ICT and by size. The requirements put on CIOs are divided into sixteen knowledge domains. The results of the survey indicate that ICT sector in Czech Republic has gone from centrally planned economy to almost advanced economy since 1990. This is evidenced by identified development of strategic knowledge and practical skills required from CIOs in Czech Republic between 2006, 2010 and 2015. Knowledge requirements on CIO’s degreased visible between year 2006 and 2015 but change between 2010 and 2015 is not noticeable. In general, we can say that requirements on CIO’s are in 2015 lower than in 2010 except domains like “Team leadership skills”, “IS/ICT knowledge”, “Knowledge in Business Sector” and “Law”.

scholarly journals The Role of Communication in Enhancing Work Effectiveness of an Organization

2017 ◽  
Vol 22 (1) ◽  
pp. 49-57 ◽  
Author(s):  
George Bucăţa ◽  
Alexandru Marius Rizescu
Keyword(s):  
Leadership Skills ◽  
Team Leadership ◽  
Management Skills ◽  
Work Effectiveness ◽  
A Company ◽  
The Way

Abstract Communication is one of the most important levers of management that a company can implement for the formation of teams and achieving valuable performance. Communication and management are complementary disciplines and strong business elements for success. Management skills are essential in a business, but all equally important are those relating to the rules for the communication and the way in which a manager knows how to interact with his staff. Being manager not only means to rein in business, but mostly means knowing to coordinate a team, leadership skills and most of all, communicate.

Developing Team Leaders: A Leadership Development Program to Build Effective Team Leaders

2010 ◽  
Vol 3 (2) ◽  
pp. 102
Author(s):  
Mark Stanbrough
Keyword(s):  
Leadership Development ◽  
Leadership Skills ◽  
Development Program ◽  
Team Leadership ◽  
National Standards ◽  
Trial And Error ◽  
Team Leaders ◽  
Leadership Program ◽  
Effective Leaders ◽  
Service Project

NASPE has developed national standards for coaches with Standard 8 focusing on providing athletes with responsibility and leadership opportunities as they mature. Standard 8 states that coaches should engage athletes in opportunities that nurture leadership and teamwork, which can be learned on the field and exhibited in life. It further states that sports provide an atmosphere for trial and error through practice and competition. Much is expected of team leaders; however, few of them are ever formally taught the leadership skills they need to perform effectively. Like physical skills, leadership skills must be systematically taught, developed, and practiced. Through a structured leadership program, some of the trial and error can be eliminated. High school cross country athletes (N=8) participated in an eight-week structured leadership program. The program met once a week, with each athlete leading a weekly session and the coach serving as a moderator. The topics addressed were: understanding the rewards, risks and responsibilities of leadership, leading by example, and vocal leadership. The athletes also spent five hours performing a community leadership service project and attended a leadership lecture presented by a national expert. There was a significant improvement between a pre and post self-rated Team Leadership Evaluation survey (Janssen, 2007). The athletes felt the program was effective, as they were able to develop insights and leadership skills needed to be more effective leaders.

Simulation Curriculum Associated With Improved Resident Self-Confidence in Code Team Leadership Skills (Descriptive Abstract)

2017 ◽  
Vol 17 (5) ◽  
pp. e6
Author(s):  
Cailyn Rood ◽  
Amanda Rogers ◽  
Abigail Schuh ◽  
Michael C. Weisgerber ◽  
Robert Treat
Keyword(s):  
Leadership Skills ◽  
Team Leadership ◽  
Self Confidence

Simulation Training Improves Resuscitation Team Leadership Skills of Nurse Practitioners

2019 ◽  
Vol 33 (3) ◽  
pp. 280-287 ◽  
Author(s):  
Amy Ryan ◽  
Raheel Rizwan ◽  
Brenda Williams ◽  
Alexis Benscoter ◽  
David S. Cooper ◽  
...  
Keyword(s):  
Nurse Practitioners ◽  
Simulation Training ◽  
Leadership Skills ◽  
Team Leadership ◽  
Resuscitation Team

scholarly journals Teaching MBA Students Teamwork And Team Leadership Skills: An Empirical Evaluation Of A Classroom Educational Program

2014 ◽  
Vol 7 (3) ◽  
pp. 191-212 ◽  
Author(s):  
Charles J. Hobson ◽  
David Strupeck ◽  
Andrea Griffin ◽  
Jana Szostek ◽  
Anna S. Rominger
Keyword(s):  
Educational Program ◽  
Leadership Skills ◽  
Empirical Evaluation ◽  
Team Leadership ◽  
Mba Students

scholarly journals 4037 Assessing Leadership Skills in Translational Science Training: The Rockefeller University Leadership Survey

2020 ◽  
Vol 4 (s1) ◽  
pp. 116-117
Author(s):  
Roger Vaughan ◽  
Michelle Romanick ◽  
Donna Brassil ◽  
Rhonda G Kost ◽  
Sarah Schlesinger ◽  
...  
Keyword(s):  
Assessment Tool ◽  
Leadership Skills ◽  
Team Leadership ◽  
Return Of Results ◽  
Competency Assessment ◽  
Team Science ◽  
Translational Science ◽  
Delphi Approach ◽  
The Impact ◽  
Science Leadership

OBJECTIVES/GOALS: There is universal recognition of the importance of team science and team leadership. We have developed a semi-quantitative translational science specific team leadership competency assessment tool and have begun implementation studies to assess the impact of personalized feedback on the team science leadership skills of KL2 Clinical Scholars. METHODS/STUDY POPULATION: To create the instrument, we employed a modified Delphi approach by conducting a thorough literature review on Leadership to concretize the relevant constructs, then used these extracted constructs as a springboard for the Rockefeller Team Science Educators (TSE’s) to discuss and refine the leadership domain areas, collectively create domain-specific survey items. Further discussion helped refined the number, grouping, and wording. Scholars also contributed feedback in item development. We piloted the Leadership Survey by having all of the Rockefeller TSEs rate Clinical Scholars, and having each Scholar rate themselves. Each item was answered using a six-point Likert scale where a low score indicated poor expression and a high score represented excellent expression of the specific leadership attribute. RESULTS/ANTICIPATED RESULTS: Incorporation into a REDCap data base made consenting and rating process by TSE’s and the Scholars straightforward. The a priori domains (Foundational Leadership Competencies, Professionalism, Team Building and Team Sustainability, Appropriate Resource Use and Study Execution, and Regulatory Accountability) had high internal validity and good internal factor structure. The congruence between TSE and Scholar self-ratings were uniformly high, and discordance was often a function of “confidence” and “modesty” on the part of the scholar, rather than deficiency. Supporting comments were informative about performance barriers and mechanisms for improvement. Return of results allowed for the exploration of training gaps. Scholars were surveyed to gauge their reaction to the formal feedback. DISCUSSION/SIGNIFICANCE OF IMPACT: This quantification of team science leadership constructs has allowed for A)- the articulation of constructs essential for successful Translational Scientists to acquire during their training, B)- identification of gaps in that training and skill set, and C)- mechanisms for bolstering any identified gaps in these essential leadership constructs. CONFLICT OF INTEREST DESCRIPTION: None

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