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Impactful leadership requires an investment in the self and others. Blinded by past success, this leader’s story explains examples of a failed attempt to learn how to navigate a new industry culture with hidden political landmines in the organization, communicate effectively in a hierarchy, and ultimately realize she might not have been a fit for the organization. This chapter will provide examples of the leader’s story of challenging organizational politics and relational aggression in the workplace. Through many conflicts and barriers to effective leadership, this chapter provides key insights of leadership self-awareness, wellness, communication blind spots, and organizational strategies to build trusting leader–follower relationships. Living in a volatile, uncertain, complex, and ambiguous (VUCA) world today, the ability to build strong trusting relationships between leaders and followers and peers is vital to success as a leader and organization. The leader must learn from failure and innovate from lessons learned. To lead within a VUCA world, the time to invest in continuous leadership development is strongly recommended.

Medical tourism demands tremendous responsiveness and accountability. The triple bottom line in medical tourism indicates that these organizations must emphasize on economic profits, environmental protection, and conservation of social resources. Developing a resilient medical tourism ecosystem is another critical necessity after the COVID-19 pandemic. The present study attempts to study the various aspects of medical tourism while synthesizing the relevant theories. This synthesis was used to propose a framework for developing a resilient medical tourism system. The outcomes of the chapter also propose the long, medium, and short-term goals. These goals focus on relevant stakeholders for developing highly integrated and resilient medical-tourism destinations.

Purpose: We estimate national health expenditures on prevention using precise definitions, a transparent methodology, and a subdivision of the estimates into components to aid researchers in applying their own concepts of prevention activities.

Methodology/Approach: We supplemented the National Health Expenditure Accounts (NHEA) with additional data to identify national spending on primary and secondary prevention for each year from 1996 to 2004 across eight spending categories.

Findings: We estimate that NHEA expenditures devoted to prevention grew from $83.2 billion in 1996 to $159.8 billion in 2004, in current dollars. As a share of NHEA, this represents an increase from 7.8 percent in 1996 to 8.6 percent in 2004. This share peaked at 9 percent in 2002 and then declined due to reductions in public health spending as a percent of NHEA between 2002 and 2004. Primary prevention represents about half the expenditures, consisting largely of public health expenditures – the largest prevention element.

Originality/Value of Paper: Our 2004 estimate that 8.6 percent of NHEA goes to prevention is nearly three times as large as the commonly cited figure of 3 percent, but depends on the definitions used: our estimate falls to 8.1 percent when the research component is excluded, 5.1 percent when consideration is limited to primary prevention plus screening, 4.2 percent for primary prevention alone, and 2.8 percent if we count only public health expenditures. These findings should contribute to a more informed discussion of our nation's allocation of health care resources to prevention.

Recently, a national priority has been set to improve mental health services for children and families. It has been identified in epidemiological literature that in the United States, an approximate 15% of youth meet diagnostic criteria for emotional or behavioral problems. Furthermore, less than one in every five children that present with such needs receive mental health services. Individual, family, and system barriers such as transportation, competing demands, and long waiting lists have negatively impacted access to mental health services. Therefore, the school system has become the “de facto” mental health system for children and adolescents, in part because of the significant time students spend at school. However, meeting the needs of students with behavioral or emotional problems within the school system poses its own challenges. Schools have reported being limited in their ability to deliver basic mental wellness to students due to the lack of available resources. Specifically, there is a shortage of school-employed mental health personnel and the ratio of student to mental health professional is two to three times larger than recommended. Expanded school mental health programs are partnered systems that utilize existing services and collaborate with community mental health (CMH) professionals at each level of the three-tiered system. This partnership enables CMH staff gain access to youth with emotional and behavioral problems, resulting in increased prevention and intervention services for students. Additionally, a coordinated effort such as student-transition services has an integral role of facilitating the process from the school system to postsecondary employment, training, and or additional education.

This chapter critically examines the dynamics that exists between employee well-being, line management leadership and governance as experienced and perceived by employees in the public sector context. This chapter is based on research into employee well-being and line management leadership with a British Local Authority in northern England, focusing on employees’ verbal accounts of their own experiences and perceptions of well-being, line manager leadership and corporate social responsibility. Twenty-six interviews were conducted from a diverse range of employees with each interview lasting (45–60 minutes), tape recorded and transcribed verbatim. The research investigated the subjective perceptions of senior managers, managers, senior officers and clerical/secretarial staff regarding their views concerning line management leadership on employee well-being at work. Using the technique of Interpretative Phenomenological Analysis (IPA) provided insight into the life-world of participants, providing the opportunity for employees to share their personal experience of leadership and governance on the front line and its implication for employee well-being at work. The data revealed line management leadership and governance emerged as central to influencing and enabling well-being at work and were linked to individual, social and organisational factors (blame culture, rewards, trust in management, support and communication). Employees’ accounts of line management leadership, well-being and corporate social responsibility identified salient issues, thus providing a basis for broader research in this area. Thus organisations wishing to enhance employee well-being could focus efforts on creating organisational conditions and line management leadership to encourage well-being through the six identified factors. This research has relevance for the employment relationship, corporate social responsibility, service delivery, performance and for practitioners and academics alike.

In this chapter, the professional knowledge landscape of schools is explored for its shaping effect on the life satisfaction and morale of teachers. Knowledge communities, those associations and relationships that teachers experience as they navigate life in schools, is the conceptual lens that is used. Two teacher stories are explored. Both narratives reveal emotional and relationship influences on teachers as they find, build and work in knowledge communities. Knowledge community interactions, in turn, help them to understand the issues of their school community and support their survival on the larger professional landscape. This chapter uses narrative inquiry to analyse the stories that the teachers in the two exemplars (one Canadian; one American) lived and relived, told and re-told. Finally, serial interpretation allows for the unearthing of encompassing ideas which cut across both narratives and make visible common themes worthy of research attention.