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A foundational tenet of psychiatric nursing is person-centered care. Research suggests person-centered care requires a therapeutic relationship based on partnerships; this partnership is integral to service users’ recovery. The purpose of this paper is to describe the integration of the concept map within a tidal/recovery framework. The integration may assist psychiatric nursing students to effectively apply recovery principles to their individual nursing practices.

This paper outlines the Tidal Model (TM) of Recovery and Reclamation philosophy, concept maps, and how these elements integrate into the psychiatric nursing practice education. Second-year psychiatric nursing students were asked to use the TM with concept mapping while working with service users in practice education settings.

The purpose of this paper is to present a conceptual model that the authors, psychiatric nursing educators, designed to help psychiatric students integrate the recovery principles with the service user’s care plan. Future directions include devising a research study to examine the effectiveness of the TM concept map. The authors did not conduct a research study.

Applying recovery principles improved person-centered care and enhanced the collaboration between service users and nursing students, and prepared students to practice from a collaborative perspective.

The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers’ self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers’ values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.

Geac Computers, Inc. is now in its twenty‐fourth year as a library system supplier. For the past year and a half, Geac has been combining the resources of recently acquired CLSI with its own to create a “new” Geac, a company focused on developing advanced information systems and superior service programs to meet the needs of libraries for the future. Geac's sole product development and design goal is to provide libraries with the most advanced technology available to enable them to manage and deliver information from a variety of sources worldwide. The measured transition to client/server architecture from the current centralized character‐based design is an example of Geac's adaptation of the latest technology to meet the needs of libraries. Networking is an important component of Geac's systems for the future. As more information becomes available in electronic formats via a variety of networks, it is important that Geac systems provide fast, easy, transparent access to it. The ultimate objective of Geac's client/server and network development is to provide fast, easy access to all types of data, wherever it resides.

An assessment identifying the leadership education needs of three groups of leadership program alumni was developed through focus group interviews. Respondents (386 of 1,063 or 36%) were most interested in training on: engaging others in a common vision, inspiring others, attracting the right people for the task, and influencing others. They preferred to participate in one or two workshops per year. Face-to-face delivery was the format most preferred by respondents with distance-delivery strategies identified as the preferred means by 34% or less, and respondents preferred to pursue regional collaborations in their state. The results will be the basis for advanced leadership development training for alumni of leadership development programs offered through Cooperative Extension. It was recommended that this study be replicated with community leaders that have not participated in formal leadership programs as the basis for developing initial and advanced training needs.

Articulation of a vision is commonly held to be a critical component of theories of outstanding leadership – both transformational and charismatic leadership. Although there is reason to suspect that vision contributes to leader performance, less is known about the nature and origin of viable visions. In the present chapter, we argue that leaders’ visions can be viewed as a prescriptive mental model reflecting beliefs about the optimal functioning of an organization. To test this proposition, outstanding leaders possessing two contrasting types of prescriptive mental models were identified: ideologues whose models stress the maintenance of extant standards and charismatics whose models stress adaptive change. These two types of prescriptive mental models were associated with distinct patterns of leader behavior in a sample of notable historic leaders. The implications of these findings are discussed with respect to current theories of outstanding leadership.

Leadership is a critical topic in healthcare because of its influence on direction and culture. This study aims to measure perceptions of leadership styles amongst occupational therapy clinicians. The study also sought to identify any significant differences between the perceptions of clinician groups, compare findings with established norms and explore associations between leadership styles and outcomes.

A cross sectional, descriptive study method was used, using the multifactor leadership questionnaire 5X (MLQ-5X) to survey occupational therapists working in physical and mental health clinical services in Australia. Descriptive statistics were used to address the aims of this study.

A number of significant differences in leadership perceptions were identified between junior and senior clinicians, however, very few differences were detected between the physical and mental health settings. The scores provided by participants were consistently lower than those reported for geographically relevant norms, with the majority on or close to the 40th percentile. A significant relationship was found between transformative leadership and outcomes, and a strong relationship between contingent reward and outcomes. However, the negative relationships between other leadership styles and outcomes reported in other studies were not found.

Transformational leadership, and some aspects of transactional leadership, are used in occupational therapy. The career stage has an impact on how leadership behaviours are perceived. The MLQ-5X could enable a consistent approach to research into healthcare leadership, and the exploration of whether these findings are generalisable beyond the Australian context.

Career stage may be a more significant influence on leadership perception than service setting, and efforts to develop leadership in occupational therapy should focus on both transformative and transactional leadership. Perceptions of occupational leadership from all areas of the workforce are important to understand, given their potential impact on workplace behaviour, career progression, recruitment and retention.

This study is a partial replication of a previous study conducted in the USA, being the first to use the MLQ-5X with the Australian occupational therapy workforce. As such, it consolidates the existing evidence base in this area and also enables international comparisons of findings.

Michael Holquist (1990), one of the commentators on Mikhail Bakhtin’s monumental work, stated flatly that “human existence is dialogue,” and Ivana Markova (2003) declared that “dialogism is the ontology of humanity.” Bakhtin (1985;1986) himself said that such dialogues are conducted by using “speech genres.” From another angle Kenneth Burke asked, “What is involved when we say what people are doing and why they are doing it?” and claimed – and showed – that this question can be best answered by using what he called the “grammar of motives,” which consisted of a hexad of terms: act, attitude, scene, agent, agency, and purpose. In this chapter, I examine, by using various examples, how the Burkean grammar is used in the construction of one speech genre or the other to achieve rhetorically effective dialogic communication.