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This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice‐chancellors.

Prior to this research it was evident that little research had been undertaken on the role of the chancellor. While the chancellor chairs Council, the incumbent also presides over quite a complex selection process, including chairing the selection Panel, when the need to appoint a new VC arises. Research into the recruitment and selection practices used to appoint vice‐chancellors in Australia, undertaken as part of a PhD, yielded a wide range of useful material. The research also exposed some unexpected surprises, one of which was the role of the chancellor in the appointment process.

The chancellor not only appeared to lead these processes, as would be expected, but was viewed as the key, if not sole, person who determined the successful candidate. It was found that the relationship between the chancellor and vice‐chancellor was crucial and this was evident both in determining successful candidates and the decision for incumbents to seek a role elsewhere. However, in almost all cases the chancellor made the final decision when appointing a new VC. In some cases it appeared that selection panels considered their role as being simply to assist the chancellor to make a decision. This contrasted with the expectation that the panel as a whole would make a decision and recommend it to Council.

Thus understanding the role of the chancellor is important when considering university governance and VC succession. This paper provides the findings of the research highlighting the significance of the chancellor's role in the context of appointing a new VC.

The purpose of this paper is to identify the key demographics and social characteristics of Vice‐Chancellors of Australian universities so that an accurate profile of Vice‐Chancellors can be established. At present, there is no contemporary profile of incumbents despite the high level of responsibility associated with these roles.

A qualitative approach was used in the research that required the collation and analysis of public domain material regarding vice‐chancellors. Multiple sources were used in order to ensure depth, breadth and accuracy of data collected. A questionnaire that was used as part of the PhD research allowed new data to be accessed and existing data verified. Finally, interviews with various incumbents allowed pertinent information to be discussed where applicable.

The research outlines the changes in the roles of Vice‐Chancellors that have occurred since 1960. The changes in the role reflect changes in government policy and social trends. Further, the research demonstrates that incumbents are now chief executive officers and require a broader range of business competencies and academic experience compared to their predecessors in order to meet contemporary challenges. These changes are reflected in the demographics and social characteristics of incumbents.

This paper addresses this gap in knowledge and provides information about the people who are appointed vice‐chancellors. The research gives an insight into all incumbents between 1960 and 2000 and where possible, examples of post‐2000 trends have also been given. The creation of this profile will allow further and more in‐depth research to be undertaken.

This article is based on recent Ph.D research. The practices for appointing Vice Chancellors (VC’s) in Australian Universities were examined, together with the changing role of the VC and new demographic patterns in VC backgrounds. A number of other issues were also examined, including the training and preparation of VC’s, mentoring and the changing skill base required to be effective in the role. In addition, the paradox was investigated of appointing academics from the ranks of individuals with non‐business backgrounds, to run large enterprises which are being compelled to adopt an increasingly business‐oriented focus.

The research presented here attempts to identify and analyse the reported selection criteria used in the appointment of Australian vice‐chancellors (VCs) and to contrast this with the selection criteria actually used.

Contemporary research into the nature, role and purpose of section criteria in appointment processes has chiefly been conducted in the private sector and across various hierarchical levels. The research is based on a PhD entitled “The recruitment and selection of vice‐chancellors for Australian universities”. The research for the thesis had ethics approval and involved interviews with former and incumbent chancellors, VCs, consultants, representatives of the Australian Vice‐Chancellors Committee and selection panel members. Central to this research was the selection criteria and the skill bases selection criteria attempted to measure. A questionnaire was also sent to those listed above.

The findings show that a matching of organisational antecedents with candidate attributes does occur. The research also highlights the key selection criteria used to appoint VCs. It also demonstrates how these key criteria are universally applied but in different orders depending upon the various foci of universities. Non‐stated, but important, criteria and competencies are also discussed.

No other research exists outlining the skill sets and competencies required by Australian VCs. It is hoped that this research will form the basis for further research and discovery into this field that we know so little about.

Investigating diversity presents researchers with a paradox because extremely inconsistent and conflicting findings about the effects of diversity have emerged in this field of study. It has been argued that the theoretical frameworks used have contributed to the paradox. Different and contradictory effects concerning the influence of group diversity can be predicted using these frameworks. The purpose of this paper is to examine the application of the main theoretical frameworks in the context of researching diversity.

The focus of this paper is a critical examination of three theoretical frameworks in the field of diversity research – similarity‐attraction theory, social categorization theory and the information/decision‐making approach. These are commonly applied in researching diversity. The basic elements of each theory, its applications in diversity research and its strengths and limitations are considered.

The discussion suggests that the paradox in diversity research emerges from a research tradition that views the three frameworks as being best applied separately because each framework predicts different and even contradictory outcomes. These differences are a consequence of distinctive theoretical operations. In addition, the strengths and limitations associated with each theoretical framework suggest that they might be integrated and subsequently applied in specific settings according to their respective strengths and limitations.

In order to produce more consistent results in research on diversity, it is suggested that future researchers should not rely solely on a single theoretical framework to predict the effects of diversity. In particular, different theoretical frameworks may work well with certain types of diversity as well as certain levels of analysis.

The paper provides a framework for dissecting the diversity paradox and a foundation for designing fresh approaches that might produce findings that are more consistent.

Medication errors are an important patient safety issue. Electronic medication reconciliation is a system designed to correct medication discrepancies at transitions in healthcare. The purpose of this paper is to measure types and prevalence of intravenous antibiotic errors at hospital discharge before and after the addition of an electronic discharge medication reconciliation tool (EDMRT).

A retrospective study was conducted at a tertiary hospital where house officers order discharge medications. In total, 100 pre-EDMRT and 100 post-EDMRT subjects were randomly recruited from the study center’s clinical Outpatient Parenteral Antimicrobial Therapy (OPAT) program. Using infectious disease consultant recommendations as gold standard, each antibiotic listed in these consultant notes was compared to the hospital discharge orders to ascertain the primary outcome: presence of an intravenous antibiotic error in the discharge orders. The primary covariate of interest was pre- vs post-EDMRT group. After generating the crude prevalence of antibiotic errors, logistic regression accounted for potential confounding: discharge day (weekend vs weekday), average years of practice by prescribing physician, inpatient service (medicine vs surgery) and number of discharge mediations per patient.

Prevalence of medication errors decreased from 30 percent (30/100) among pre-EDMRT subjects to 15 percent (15/100) errors among post-EDMRT subjects. Dosage errors were the most common type of medication error. The adjusted odds ratio of discharge with intravenous antibiotic error in the post-EDMRT era was 0.39 (0.18, 0.87) compared to the pre-EDMRT era. In the adjusted model, the total number of discharge medications was associated with increased OR of discharge error.

To the authors’ knowledge, no other study has examined the impact of reconciliation on types and prevalence of medication errors at hospital discharge. The focus on intravenous antibiotics as a class of high-stakes medications with serious risks to patient safety during error events highlights the clinical importance of the findings. Electronic medication reconciliation may be an important tool in efforts to improve patient safety.

The current case study investigated how intentional, systematic planning can help organizations harness the energy of these willing allies who may be motivated to support change. The focus of the study is the development of a peer-to-peer approach, involving “Equity Leaders (ELs),” that was part of a larger, multi-level organization change initiative that addressed personal, interpersonal and structural considerations at a mid-sized public university in northeastern USA.

The authors used multiple methods to collect data for the current study, including observations and interviews. Over the course of four years, the authors attended more than 50 EL meetings. In these meetings, the authors took notes regarding ELs' discussions on workshop development and planning, debates on workshop substances and ELs' personal reflections on these workshops. Following the fourth year of the program, the first two authors invited all current ELs to participate in semi-structured, open-ended interviews about their experience.

The case study shows that through careful planning, peer change can play multiple roles in pushing organizational changes. By embracing their formal responsibilities and yielding their informal power, change agents are able to cause radiating impact across as organizations. Organizations can also capitalize on the fact that employees are more likely to be engaged in the change effort when it is promoted by peers. Finally, the support and resources from the organizational leaders is important because these inputs not only legitimize change agents' roles but they also signify the importance of the actions.

This study has limitations. First, the authors recognize that this was a qualitative study grounded in a single context. Although the study explored a novel context for understanding change agents—a deliberately planned initiative targeting social norms through addressing subtle biases like microaggressions—the authors recognize that additional examination would be necessary to understand how implementation may work in different contexts or organization types. Second, the authors also acknowledge that the authors’ positionality, as females studying a change initiative targeting gendered and intersectional microaggressions, may have shaped the role as researchers.

The findings underscore the notion that allies can serve as organized peer change agents to affect organizational culture. In alignment with the principles in the social ecological framework, the approach involved selecting change agents who are internal to the organization, have informal influence or power and can broaden the impact to other parts of the organization. Moreover, the results underscore the need for organizations to provide essential support and resources that can assist change agents to bridge organizational goals and individual actions.

The purpose of this paper is to systematically identify, appraise and synthesise qualitative literature exploring the experience, both positive and negative, of clinical supervision from the supervisor’s perspective.

A systematic search of three databases, grey literature, reference lists and citations was conducted. Six articles met the inclusion criteria and their quality was critically appraised by using a modified version of the Critical Appraisal Skills Programme tool. Data extracted from the articles were synthesised using meta-ethnography.

Four key themes were identified: experiencing difficulties in clinical supervision, responsibility, similarities to therapy and capabilities as a supervisor. These demonstrated that the role of a supervisor has the potential to be both beneficial and harmful to personal and professional development.

The quality of the studies was variable. Further research is required to explore how supervisors manage difficult experiences to ensure personal development and growth.

Clinical implications include the need for employers to consider the additional pressure associated with providing clinical supervision and to ensure that appropriate support is available. Results complement previous research on the bi-directionality of parallel process in clinical supervision.

This review presents an original synthesis of the supervisor’s experience of delivering clinical supervision to qualified therapists. This is achieved by utilising a systematic methodology and appraising the quality of the studies included. The review highlights how the effects of clinical supervision are not limited to the supervisee, but also experienced by the supervisor. The competing demands and responsibilities associated with clinical supervision impact upon the supervisor’s experience, both positively and negatively. When beneficial, delivering clinical supervision can lead to personal and professional growth in addition to the acquisition of new skills.