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Senior Leaders (senior + leader)
Selected Abstracts"Ruralizing" presidential job advertisementsNEW DIRECTIONS FOR COMMUNITY COLLEGES, Issue 137 2007Jay Leist Rural community college presidential job advertisements that focus on geography, politics, and culture can improve the likelihood of a good fit between the senior leader and the institution. [source] Changing mental models: HR's most important taskHUMAN RESOURCE MANAGEMENT, Issue 2 2005Jeffrey Pfeffer In the "managerial knowledge" marketplace, there is little evidence of much diffusion of ideas, innovative business models, or management practices. In organizations not implementing what they know they should be doing based on experience and insight, and in companies not acting on the basis of the best available evidence, one main factor explains the difficulties,the mental models or mind-sets of senior leaders. How they are formed, what they are about, and a multitude of examples that show how those mind-sets can be improved are presented here. © 2005 Wiley Periodicals, Inc. [source] Nursing Leadership in the BoardroomJOURNAL OF OBSTETRIC, GYNECOLOGIC & NEONATAL NURSING, Issue 3 2004Kathleen E. Thorman BSN It is critical that nurse leaders, including chief nurse executives and service line directors, be part of the institutional decision-making process about resource allocation, strategic direction, and planning for the future. Nurse leaders can use numerous strategies to influence decisions made in the boardroom that affect the women's service line, including perinatal and women's health. These strategies include building on the importance of women's services to the organization, working in collaboration with senior leaders and key physician leaders, marketing, and reaching out to governing boards with information. Nurse leaders must continue to prepare for the future to thrive in the increasingly complex health care environment. [source] Promoting the healthy flow of information to senior leadersLEADER TO LEADER, Issue 56 2010Ira Chaleff First page of article [source] Organizational factors that influence safety,PROCESS SAFETY PROGRESS, Issue 2 2006Patrick Killimett For the past 20 years the author and his associates have worked with over 1600 organizations to improve safety performance. In the course of this work, we have discovered that organizations optimize their efforts when they provide and support strong roles at each of three levels: the front-line employee, supervisory, and senior manager levels. These three roles, when appropriately engaged, make up a cord of three strands that is not easily broken. Of these three areas, the leadership role has proved not only to have the greatest impact on safety improvement but also the most complex to understand and influence. One striking example of this is seen in the study of sites using the same improvement methodology. Even when compared by industry, site size, and systems, some organizations achieve steady improvement whereas others consistently struggle. More than any other factor, the quality of the organization's leadership,in particular its influence on the organizational culture,determined the level of success achieved. By organizational culture we mean the shared common values that drive organizational performance, more commonly defined as "the way we do things here." Culture applies to many areas of functioning, is generally unstated, in the background, and slow to change. Even though it is generally recognized that leadership is important to performance, the "how" of that leadership is often debated. What makes a leader effective at influencing and improving safety? What are the qualities of such a leader? What are the key tasks that a leader must perform to generate desired results? Although this paper focuses on these questions with respect to senior leaders, the principles discussed are applicable to all levels in the organization. © 2006 Behavior Science Technology, Inc. (BST), 2006 [source] | ||||||||||