Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7592-5.CH017
Carla Pires, M. Sousa
Management of demands in health sector requires an appropriate leadership, regarding health leadership. This chapter aims to analyze (1) the concept of health leadership, (2) contemporary models of health leadership, (3) leadership skills/competencies, and (4) innovation issues. The authors reviewed papers conveniently selected on B-On, PubMed, and Google Scholar (2015 to 2020). Keywords were selected. Results: (1) health leadership is narrowly related to ethical issues and the well-being of populations, (2) several public health leadership models were identified (e.g., transformational, transactional, or server), (3) leaders' sense of ethical responsibility, and health leadership must create products/services or processes with added value. Health leadership present unique specificities due to ethical/deontological motives. Although some models of health leadership are pointed as more suitable (e.g., transformational or servant/altruistic leadership), it seems an ideal leadership model does not exist. Academies must investigate the role health leadership models, health leaders, and ensure training.
{"title":"Public Health Leadership","authors":"Carla Pires, M. Sousa","doi":"10.4018/978-1-7998-7592-5.CH017","DOIUrl":"https://doi.org/10.4018/978-1-7998-7592-5.CH017","url":null,"abstract":"Management of demands in health sector requires an appropriate leadership, regarding health leadership. This chapter aims to analyze (1) the concept of health leadership, (2) contemporary models of health leadership, (3) leadership skills/competencies, and (4) innovation issues. The authors reviewed papers conveniently selected on B-On, PubMed, and Google Scholar (2015 to 2020). Keywords were selected. Results: (1) health leadership is narrowly related to ethical issues and the well-being of populations, (2) several public health leadership models were identified (e.g., transformational, transactional, or server), (3) leaders' sense of ethical responsibility, and health leadership must create products/services or processes with added value. Health leadership present unique specificities due to ethical/deontological motives. Although some models of health leadership are pointed as more suitable (e.g., transformational or servant/altruistic leadership), it seems an ideal leadership model does not exist. Academies must investigate the role health leadership models, health leaders, and ensure training.","PeriodicalId":309310,"journal":{"name":"Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122964189","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7592-5.CH004
C. Montaudon-Tomas, I. M. Montaudon-Tomas, I. N. Pinto-López, Yvonne Lomas-Montaudon
This chapter analyzes discursive leadership in first-time leadership and introduces a scale that was developed to measure discursive leadership abilities based on seven distinct dimensions: overall effectiveness, tools used, guidance, modulating, empowerment, non-verbal cues, and climate and bonding. The scale was developed and pilot-tested at a private business school in Puebla, Mexico, based on followers' perceptions. Theory on discursive leadership was analyzed as a form of organizational communication and as a process between leaders and followers. An overview of the state of research in the field of business and management, specifically basic constructs, fundamental notions, and elements are presented, as well as new lines of research in the area.
{"title":"Discursive leadership","authors":"C. Montaudon-Tomas, I. M. Montaudon-Tomas, I. N. Pinto-López, Yvonne Lomas-Montaudon","doi":"10.4018/978-1-7998-7592-5.CH004","DOIUrl":"https://doi.org/10.4018/978-1-7998-7592-5.CH004","url":null,"abstract":"This chapter analyzes discursive leadership in first-time leadership and introduces a scale that was developed to measure discursive leadership abilities based on seven distinct dimensions: overall effectiveness, tools used, guidance, modulating, empowerment, non-verbal cues, and climate and bonding. The scale was developed and pilot-tested at a private business school in Puebla, Mexico, based on followers' perceptions. Theory on discursive leadership was analyzed as a form of organizational communication and as a process between leaders and followers. An overview of the state of research in the field of business and management, specifically basic constructs, fundamental notions, and elements are presented, as well as new lines of research in the area.","PeriodicalId":309310,"journal":{"name":"Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126757739","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7592-5.CH019
Mariama Yakubu, Iddrisu Awudu
Emergency management requires exhaustive leadership that is based on principles, sound theory, and practice. These three bedrocks provide an opportunity for leaders to be cognizance, respectful, and at the same time, nimble in leading during a disaster—manmade or natural. Although leadership in emergency management is important, existing literature does not discuss the topic so well. In this chapter, the authors consider leadership from an emergency management perspective based on the four phases of disaster management: preparedness, response, mitigation, and recovery. Leading and managing unsettling events, such as pandemics, which may become the new normal, require eschewing destructive leadership behaviors. This chapter presents a conceptual model that lists and discusses using examples innate and learned leadership characteristics necessary for effective and efficient disaster management through the four phases of disaster management. Guidelines for first-time leaders handling unexpected situations are provided, together with future research directions.
{"title":"An Emergency Management Perspective for First-Time Leaders","authors":"Mariama Yakubu, Iddrisu Awudu","doi":"10.4018/978-1-7998-7592-5.CH019","DOIUrl":"https://doi.org/10.4018/978-1-7998-7592-5.CH019","url":null,"abstract":"Emergency management requires exhaustive leadership that is based on principles, sound theory, and practice. These three bedrocks provide an opportunity for leaders to be cognizance, respectful, and at the same time, nimble in leading during a disaster—manmade or natural. Although leadership in emergency management is important, existing literature does not discuss the topic so well. In this chapter, the authors consider leadership from an emergency management perspective based on the four phases of disaster management: preparedness, response, mitigation, and recovery. Leading and managing unsettling events, such as pandemics, which may become the new normal, require eschewing destructive leadership behaviors. This chapter presents a conceptual model that lists and discusses using examples innate and learned leadership characteristics necessary for effective and efficient disaster management through the four phases of disaster management. Guidelines for first-time leaders handling unexpected situations are provided, together with future research directions.","PeriodicalId":309310,"journal":{"name":"Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders","volume":"148 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133658594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7592-5.CH022
Joshua T. Mims
In this case study, a faculty member at a Historically Black College/University (HBCU) shares their story of working as a white male in an all-Black college from first hire, to leaving, to returning in order to lead their former academic program. During their first year of leadership the author faced personal tragedy, professional promotion, strained relationships with colleagues, and finally, a global pandemic that changed the world. For those interested in the experiences of a first-time leader, this is a unique case study.
{"title":"A First-Time Leader in the Time of COVID-19","authors":"Joshua T. Mims","doi":"10.4018/978-1-7998-7592-5.CH022","DOIUrl":"https://doi.org/10.4018/978-1-7998-7592-5.CH022","url":null,"abstract":"In this case study, a faculty member at a Historically Black College/University (HBCU) shares their story of working as a white male in an all-Black college from first hire, to leaving, to returning in order to lead their former academic program. During their first year of leadership the author faced personal tragedy, professional promotion, strained relationships with colleagues, and finally, a global pandemic that changed the world. For those interested in the experiences of a first-time leader, this is a unique case study.","PeriodicalId":309310,"journal":{"name":"Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124866515","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4135/9789353885670.n11
Samuel Agyemang
Ethics is an essential ingredient of leadership qualifications, and for every first-time leader in an organization to be successful, ethical leadership cannot be overemphasized. An organization can be seen as two or more people coming together with a common goal to embark on a venture that will certainly yield a positive result to benefit each one of them. There is a need for such organizations to exhibit transparency and accountability by all involved in the organization so that any resources invested in do not go to waste. Since ethical leadership remains important in every organization, no matter the high standards of the moral lives of members within an organization, there are first-time leaders who, in one way or the other, exhibit misconduct, mistrust, frustration, discrimination, racism, and absenteeism, which are characteristics of unethical leadership and contrary to the nature of ethical leadership. Therefore, achieving transformational leadership becomes a challenge for a first-time leader.
{"title":"Transformational Leadership","authors":"Samuel Agyemang","doi":"10.4135/9789353885670.n11","DOIUrl":"https://doi.org/10.4135/9789353885670.n11","url":null,"abstract":"Ethics is an essential ingredient of leadership qualifications, and for every first-time leader in an organization to be successful, ethical leadership cannot be overemphasized. An organization can be seen as two or more people coming together with a common goal to embark on a venture that will certainly yield a positive result to benefit each one of them. There is a need for such organizations to exhibit transparency and accountability by all involved in the organization so that any resources invested in do not go to waste. Since ethical leadership remains important in every organization, no matter the high standards of the moral lives of members within an organization, there are first-time leaders who, in one way or the other, exhibit misconduct, mistrust, frustration, discrimination, racism, and absenteeism, which are characteristics of unethical leadership and contrary to the nature of ethical leadership. Therefore, achieving transformational leadership becomes a challenge for a first-time leader.","PeriodicalId":309310,"journal":{"name":"Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115010139","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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