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Leadership Experiences (leadership + experience)
Selected AbstractsWomen of courage: Leadership experiences of female Nigerian immigrants in TexasJOURNAL OF LEADERSHIP STUDIES, Issue 3 2009Gladys Ifeyinwa Nwabah A phenomenological hermeneutical research design served to explore the immigration and leadership experiences of 22 female Nigerian immigrants in Texas through analysis and interpretation of narrative data from one-on-one interviews and focus group interviews. The findings suggest that the process of adapting to American society and the work environment is not easy for female Nigerian immigrants. They must assimilate into American work culture and work harder to access leadership opportunities, despite their belief that equal skills should mean equal opportunity. Leadership experiences in America and Nigeria differ. Nigerian women's accents may generate negative reactions from native-born workers, and immigrant leaders may experience differential treatment. Adjustment to the host country and leadership success for Nigerian immigrant women in the United States depends on strong family support and networking. [source] Using extracurricular activity as an indicator of interpersonal skill: Prudent evaluation or recruiting malpractice?HUMAN RESOURCE MANAGEMENT, Issue 4 2002Robert S. Rubin There is widespread agreement that success in organizations requires more than high intellect. Thus, college recruiters commonly examine job candidates' extracurricular activities in search of "well-rounded," emotionally intelligent, and interpersonally skilled students. Intuitively, extracurricular activities seem like valuable student experiences; however, research evidence is sparse, suggesting far more questions than answers. Is participation in extracurricular activity truly linked to interpersonal skill performance? Does leadership experience make a difference? Do extracurricular experiences yield higher skill development? Six hundred eighteen business students and the relationship of their extracurricular involvement to four interpersonal skills were examined. Significant relationships were found and recruitment implications are discussed. © 2002 Wiley Periodicals, Inc. [source] A mixed-methods study of interprofessional learning of resuscitation skillsMEDICAL EDUCATION, Issue 9 2009Paul Bradley Objectives, This study aimed to identify the effects of interprofessional resuscitation skills teaching on medical and nursing students' attitudes, leadership, team-working and performance skills. Methods, Year 2 medical and nursing students learned resuscitation skills in uniprofessional or interprofessional settings, prior to undergoing observational ratings of video-recorded leadership, teamwork and skills performance and subsequent focus group interviews. The Readiness for Interprofessional Learning Scale (RIPLS) was administered pre- and post-intervention and again 3,4 months later. Results, There was no significant difference between interprofessional and uniprofessional teams for leadership, team dynamics or resuscitation tasks performance. Gender, previous interprofessional learning experience, professional background and previous leadership experience had no significant effect. Interview analysis showed broad support for interprofessional education (IPE) matched to clinical reality with perceived benefits for teamwork, communication and improved understanding of roles and perspectives. Concerns included inappropriate role adoption, hierarchy issues, professional identity and the timing of IPE episodes. The RIPLS subscales for professional identity and team-working increased significantly post-intervention for interprofessional groups but returned to pre-test levels by 3,4 months. However, interviews showed interprofessional groups retained a ,residual positivity' towards IPE, more so than uniprofessional groups. Conclusions, An intervention based on common, relevant, shared learning outcomes set in a realistic educational context can work with students who have differing levels of previous IPE and skills training experience. Qualitatively, positive attitudes outlast quantitative changes measured using the RIPLS. Further quantitative and qualitative work is required to examine other domains of learning, the timing of interventions and impact on attitudes towards IPE. [source] Leadership: a New Frontier in Conservation ScienceCONSERVATION BIOLOGY, Issue 4 2009JIM C. MANOLIS estrategia; influencia; liderazgo; manejo; política Abstract:,Leadership is a critical tool for expanding the influence of conservation science, but recent advances in leadership concepts and practice remain underutilized by conservation scientists. Furthermore, an explicit conceptual foundation and definition of leadership in conservation science are not available in the literature. Here we drew on our diverse leadership experiences, our reading of leadership literature, and discussions with selected conservation science leaders to define conservation-science leadership, summarize an exploratory set of leadership principles that are applicable to conservation science, and recommend actions to expand leadership capacity among conservation scientists and practitioners. We define 2 types of conservation-science leadership: shaping conservation science through path-breaking research, and advancing the integration of conservation science into policy, management, and society at large. We focused on the second, integrative type of leadership because we believe it presents the greatest opportunity for improving conservation effectiveness. We identified 8 leadership principles derived mainly from the "adaptive leadership" literature: recognize the social dimension of the problem; cycle frequently through action and reflection; get and maintain attention; combine strengths of multiple leaders; extend your reach through networks of relationships; strategically time your effort; nurture productive conflict; and cultivate diversity. Conservation scientists and practitioners should strive to develop themselves as leaders, and the Society for Conservation Biology, conservation organizations, and academia should support this effort through professional development, mentoring, teaching, and research. Resumen:,El liderazgo es una herramienta crítica para la expansión de la influencia de la ciencia de la conservación, pero los avances recientes en los conceptos y práctica del liderazgo son subutilizados por los científicos de la conservación. Más aun, en la literatura no hay una fundamentación conceptual ni definición de liderazgo en la ciencia de la conservación. Aquí nos basamos en nuestras experiencias de liderazgo, nuestra lectura de literatura sobre liderazgo y discusiones con líderes selectos de la ciencia de conservación para definir liderazgo para la ciencia de la conservación, resumir un conjunto exploratorio de principios de liderazgo aplicables a la ciencia de la conservación y recomendar acciones para expandir la capacidad de liderazgo entre los científicos y los practicantes de la conservación. Definimos dos tipos de liderazgo de la ciencia de la conservación: configuración de la ciencia de la conservación mediante investigación original, y avance hacia la integración del liderazgo en la ciencia de la conservación en la política, el manejo y la sociedad en general. Nos centramos en el segundo tipo de liderazgo porque consideramos que presenta la mejor oportunidad para mejorar la efectividad de la conservación. Identificamos ocho principios de liderazgo derivados principalmente de la literatura sobre "liderazgo adaptativo": reconocer la dimensión social del problema; alternar entre acción y reflexión frecuentemente; obtener y mantener atención; combinar fortalezas de múltiples líderes; extender el alcance mediante redes de relaciones; organizar el esfuerzo estratégicamente; evitar conflictos productivos y desarrollar la biodiversidad. Los científicos y los practicantes de la conservación deberían esforzarse para desarrollarse como líderes y la Sociedad para la Biología de la Conservación, las organizaciones de conservación y la academia deberían respaldar este esfuerzo mediante el desarrollo profesional, la tutoría, la enseñanza y la investigación. [source] Women of courage: Leadership experiences of female Nigerian immigrants in TexasJOURNAL OF LEADERSHIP STUDIES, Issue 3 2009Gladys Ifeyinwa Nwabah A phenomenological hermeneutical research design served to explore the immigration and leadership experiences of 22 female Nigerian immigrants in Texas through analysis and interpretation of narrative data from one-on-one interviews and focus group interviews. The findings suggest that the process of adapting to American society and the work environment is not easy for female Nigerian immigrants. They must assimilate into American work culture and work harder to access leadership opportunities, despite their belief that equal skills should mean equal opportunity. Leadership experiences in America and Nigeria differ. Nigerian women's accents may generate negative reactions from native-born workers, and immigrant leaders may experience differential treatment. Adjustment to the host country and leadership success for Nigerian immigrant women in the United States depends on strong family support and networking. [source] TEST OF A MULTISTAGE MODEL OF DISTAL AND PROXIMAL ANTECEDENTS OF LEADER PERFORMANCEPERSONNEL PSYCHOLOGY, Issue 3 2009CHAD H. VAN IDDEKINGE The authors developed and tested a multistage model of distal and proximal predictors of leader performance in an effort to shed greater light on the intermediate linkages between broad leader traits and performance. Predictor and criterion data were obtained from 471 noncommissioned officers in the U.S. Army. A model with cognitive ability and 3 of the Big 5 personality factors as distal antecedents, leadership experiences and motivation to lead as semidistal antecedents, and the knowledge, skills, and ability (KSAs) to lead as proximal antecedents of leader performance provided a good fit to the data. More specifically, the effects of the distal and semidistal antecedents on leader performance were partially mediated by more proximal variables, whereas leader KSAs demonstrated a relatively strong, direct influence on performance. The 1 exception was that Conscientiousness,a hypothesized distal antecedent,had a notable direct effect on leader performance. The implications of these findings for leadership research and practice are discussed. [source] |