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1 – 3 of 3Jennifer Massey, Tracey Sulak and Rishi Sriram
This paper explores the extent to which the leadership knowledge, skills, and abilities of upper-year student leaders on one private, United States college campus developed as a…
Abstract
This paper explores the extent to which the leadership knowledge, skills, and abilities of upper-year student leaders on one private, United States college campus developed as a consequence of their education and experience as an extended orientation leader. Findings reveal that compared to leadership education in the classroom, leadership development is limited by experiences that do not include intentional reflection. We identify key elements in pedagogical frameworks that support and impede the leadership development of students and propose strategies to enhance the learning outcomes established for leadership development.
J. Lukas Thürmer, Frank Wieber and Peter M. Gollwitzer
Crises such as the Coronavirus pandemic pose extraordinary challenges to the decision making in management teams. Teams need to integrate available information quickly to make…
Abstract
Purpose
Crises such as the Coronavirus pandemic pose extraordinary challenges to the decision making in management teams. Teams need to integrate available information quickly to make informed decisions on the spot and update their decisions as new information becomes available. Moreover, making good decisions is hard as it requires sacrifices for the common good, and finally, implementing the decisions made is not easy as it requires persistence in the face of strong counterproductive social pressures.
Design/methodology/approach
We provide a “psychology of action” perspective on making team-based management decisions in crisis by introducing collective implementation intentions (We-if-then plans) as a theory-based intervention tool to improve decision processes. We discuss our program of research on forming and acting on We-if-then plans in ad hoc teams facing challenging situations.
Findings
Teams with We-if-then plans consistently made more informed decisions when information was socially or temporally distributed, when decision makers had to make sacrifices for the common good, and when strong social pressures opposed acting on their decisions. Preliminary experimental evidence indicates that assigning simple We-if-then plans had similar positive effects as providing a leader to steer team processes.
Originality/value
Our analysis of self-regulated team decisions helps understand and improve how management teams can make and act on good decisions in crises such as the Coronavirus pandemic.
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Heather L. Rogers, Susana Pablo Hernando, Silvia Núñez - Fernández, Alvaro Sanchez, Carlos Martos, Maribel Moreno and Gonzalo Grandes
This study aims to elucidate the health care organization, management and policy barriers and facilitators associated with implementation of an evidence-based health promotion…
Abstract
Purpose
This study aims to elucidate the health care organization, management and policy barriers and facilitators associated with implementation of an evidence-based health promotion intervention in primary care centers in the Basque Country, Spain.
Design/methodology/approach
Seven focus groups were conducted with 49 health professionals from six primary care centers participating in the Prescribing Healthy Life program. Text was analyzed using the Consolidated Framework for Implementation Research (CFIR) focusing on those constructs related to health care organization, management and policy.
Findings
The health promotion intervention was found to be compatible with the values of primary care professionals. However, professionals at all centers reported barriers to implementation related to: (1) external policy and incentives, (2) compatibility with existing workflow and (3) available resources to carry out the program. Specific barriers in these areas related to lack of financial and political support, consultation time constraints and difficulty managing competing day-to-day demands. Other barriers and facilitators were related to the constructs networks and communication, culture, relative priority and leadership engagement. A set of six specific barrier-facilitator pairs emerged.
Originality/value
Implementation science and, specifically, the CFIR constructs were used as a guide. Barriers and facilitators related to the implementation of a health promotion program in primary care were identified. Healthcare managers and policy makers can modify these factors to foster a more propitious implementation environment. These factors should be appropriately monitored, both in pre-implementation phases and during the implementation process, in order to ensure effective integration of health promotion into the primary care setting.
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