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Article
Publication date: 27 January 2021

Suzanne R. Hawley

The COVID-19 pandemic has uncovered public health vulnerabilities worldwide, particularly in the hard-hit USA. US public health professionals, regardless of role, may need…

Abstract

Purpose

The COVID-19 pandemic has uncovered public health vulnerabilities worldwide, particularly in the hard-hit USA. US public health professionals, regardless of role, may need to exercise leadership in both planned and unexpected situations. This model of practice outside of traditional roles, known as Public Health 3.0, requires adaptive leadership – a systems approach to making progress on complex challenges. Educational programs should improve students’ adaptive leadership competency to prepare them for the public health workforce. This paper aims to provide an educational framework for implementing adaptive leadership instruction for undergraduate students.

Design/methodology/approach

This paper used experiential and traditional instructional strategies and adaptive leadership competencies to develop a semester-length leadership course for undergraduate students in health, nursing, social science, business and education. Adaptive leadership principles were learned and practiced, preparing students for systemic challenges through the lens of Public Health 3.0. Competencies were assessed pre- and post-semester.

Findings

Of 248 students, 72% were health professions majors. Students reported pre-post scores on 29 measures of competency, interest, learning and behavioral change. Quantitative evaluations identified statistically significant improvement in all domains. Additional quantitative feedback indicated improvement on the three Kirkpatrick levels of evaluation assessed (reaction, learning and behavior).

Originality/value

Tiered evaluation methods indicated that this leadership course enhanced participants’ self-reported adaptive leadership learning and competency, as well as intention and ability to translate learning into practice. A broad spectrum of competency development is needed for students entering practice in the Public Health 3.0 era, particularly related to pandemic response.

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Abstract

Details

The Political Economy of Policy Reform: Essays in Honor of J. Michael Finger
Type: Book
ISBN: 978-0-44451-816-3

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Article
Publication date: 1 January 1954

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Abstract

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Details

Aslib Proceedings, vol. 6 no. 1
Type: Research Article
ISSN: 0001-253X

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Book part
Publication date: 8 May 2002

Abstract

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Understanding Reference Transactions: Transforming an Art into a Science
Type: Book
ISBN: 978-0-12587-780-0

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Article
Publication date: 1 October 2000

Suzanne R. Painter

School principals have been criticized for their inaction in dealing with incompetent or low‐performing teachers. Bandura’s self‐efficacy theory suggests that principals…

Abstract

School principals have been criticized for their inaction in dealing with incompetent or low‐performing teachers. Bandura’s self‐efficacy theory suggests that principals’ beliefs in their own efficacy regarding the tasks of the evaluation may affect their motivation to perform the tasks of supervision. This survey of elementary and middle school principals suggests that principals place high value on the task of evaluating low‐performing teachers and believe that they are well equipped to do so. The data also suggest that the principals believe that they are adequately addressing the problems of poor performance, suggesting a need for research to determine why principals do not share perceptions of unapprised incompetence.

Details

Journal of Educational Administration, vol. 38 no. 4
Type: Research Article
ISSN: 0957-8234

Keywords

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Abstract

Details

Understanding Reference Transactions: Transforming an Art into a Science
Type: Book
ISBN: 978-0-12587-780-0

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Article
Publication date: 1 June 2002

Simon Deakin, Richard Hobbs, Suzanne Konzelmann and Frank Wilkinson

Prevailing patterns of dispersed share ownership and rules of corporate governance for UK listed companies appear to constrain the ability of managers to make credible…

Abstract

Prevailing patterns of dispersed share ownership and rules of corporate governance for UK listed companies appear to constrain the ability of managers to make credible, long‐term commitments to employees of the kind needed to foster effective labour‐management partnerships. We present case study evidence which suggests that such partnerships can nevertheless emerge where product market conditions and the regulatory environment favour a stakeholder orientation. Proactive and mature partnerships may also be sustained where the board takes a strategic approach to mediating between the claims of different stakeholder groups, institutional investors are prepared to take a long‐term view of their holdings, and strong and independent trade unions are in a position to facilitate organisational change.

Details

Employee Relations, vol. 24 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

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