...enough; we must apply. Willing is not enough; we must do.”-Goethe This is the mission statement of the Institute of Medicine report of 2010, the future of Nursing: Leading Change and Advancing Health. Currently, the health care system in the United States is facing the greatest storm fir reform, with the enactment of comprehensive health care legislation and the signing of the Affordable Care Act(ACA), which focuses on supplying super quality, safer, more assessable and much affordable care. Nursing being the largest portion of the health care workforce has an eminent role to play in the transformation and remodeling of the various aspect of the health care system. This report committee provided high level suggestions that unanimously served as a blueprint, to empower nurses to fully adopt their critical role in renovating the current system. The final report contain four key messages: 1) make sure that nurses can practice to the horizon of their education and training (2) improve nursing education, (3) brings prospects for nurses to assume leadership positions and serve as full partners to upgrade health care and improvement efforts, and (4) systematic data collection for manpower planning and policy making. Hence, the Institute of Medicine report of 2010 has made a major impact on the nursing professional practice education and leadership. Nurse working on the forefront of health care delivery system, have much contact to clients and new methods of care processes...
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...Journal of Vocational Behavior 66 (2005) 532–548 www.elsevier.com/locate/jvb Antecedents and consequences of reactions to developmental 360° feedbackq Leanne E. Atwater*, Joan F. Brett School of Management, Arizona State University West, 4701 W. Thunderbird Road, Glendale, AZ 85306-4908, USA Received 25 November 2003 Abstract This study investigated the factors that influence leadersÕ reactions to 360° feedback and the relationship of feedback reactions to subsequent development activities and changes in leader behavior. For leaders with low ratings, those who agreed with others about their ratings were less motivated than those who received low ratings and over rated themselves. For leaders with high ratings, agreement between self and other did not influence their motivation. Individuals with more favorable attitudes toward using feedback were more motivated following feedback. We found minimal support for hypothesized relationships between personality characteristics and reactions to feedback. LeadersÕ reactions to feedback were not related to the number of follow-up activities they reported, but were related to the degree of change in ratings over time. Ó 2004 Elsevier Inc. All rights reserved. 1. Introduction Three hundred and sixty degree feedback, the process in which direct reports, peers, and supervisors provide anonymous feedback to recipients, continues to grow in popq This research was supported in part by a grant from the Society for Human Resources Management...
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...CONTENTS INTRODUCTION 2 ETHICAL LEADERSHIP 2 CORPORATE CULTURE 3 CULTURE LEARNING 4 CULTURE CHANGE 5 CONCLUSION 6 RECOMMENDATIONS 7 REFERENCES 9 APPENDIX 13 INTRODUCTION Ethical leaders should act ethically all the time, not just in situations where it is expected. Ciulla and Forsyth (as cited in Olivier, 2012, p. 70) suggests that “[t]he good leader, . . . is challenged to be both technically good, i.e. effective at getting the job-at-hand-done and morally good, i.e. responsible for what he or she has done.” Leadership and corporate culture dictate the acceptable ethical standards of an organisation to their followers. Where leaders are identified as “ethical role models”, followers are more likely to imitate this behaviour and conform to similar values and beliefs explicitly delineated by their leaders and organisations (Shin, 2012). However the major challenge encountered by organisational leaders is about gaining the trust and commitment of followers to conform to the ethical standards required to achieve strategic objectives of their organisation (Caldwell, Hayes & Long, 2010). In this report, we define ethical leadership by looking at business ethics and leadership simultaneously. We analyse ethical leadership in the context of culture learning and culture change in ensuring ethical behaviour and Corporate Social Responsibility in organisations. We conclude this report by summarising the findings identified throughout...
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...InsureCo’s Case Report TUTOR WORKSHOP TIME: DUE DATE: DATE SUBMITTED: Contents Contents 0 1.0 Executive Summary 1 2.0 Introduction 2 2.1 Report Topic 2 2.2 Limitations 2 2.3 Sources of Data 2 2.4 Organisation of Report 2 3.0 The Lack of Appropriate Planning for Change………………………………………..3 3.1 Lack of Contingency Planning 3 4.0 Insufficient Investment in Leadership and Team Building 4 4.1 Transactional Leadership 4 4.2 Transformational Leadership 5 5.0 Transformational Leadership, Work Engagement and Emotional Intelligence 6 5.1 Work Engagement………………………………………………………………………...….6 5.1.1 Application to Case 6 5.2 Emotional Intelligence……………………………………………………………………….7 5.2.1 Application to Case 7 6.0 Ineffective Design of Reward System 8 6.1 Reward System in Today’s Context 8 6.2 Ineffective Reward system 8 6.2.1 Application to Case 9 7.0 Recommendations 9 8.0 Conclusions 10 9.0 References 12 10.0 Appendices 17 10.1 Appendix 1: SWOT Analysis 17 10.2 Appendix 2: Add-on Effect of Transformational Leadership 18 10.3 Appendix 3: Organisation’s Life Cycle and its Leadership Requirements………………….19 1.0 Executive Summary InsureCo has met with several consequences that have adversely affected the company’s overall productivity, turnover rate, compensations costs and workplace engagement. It is imperative for the executives to understand the underlying causes behind these detriments to better the prospects of this company. If these...
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... | | |Learning Outcome 1 |Understand the relationship between organisational structure and culture |Report | |AC 1.1 |Compare and contrast different organisational structures and cultures | | |AC 1.2 |Explain how the relationship between an organisation’s structure and culture| | | |can impact on the performance of the business. | | |AC 1.3 |Discuss the factors which influence individual behaviour at work. | | | | | | | | | | | | |Learning Outcome 2 |Understand different approaches to management and leadership |Report | |AC 2.1 | Compare the effectiveness of different leadership styles in different | | | |organizations |...
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...is Transformational Leadership? Is there a relationship between transformational leadership and emotional intelligence? Introduction For more than three decades, the paradigm of transformational leadership has attracted a vast amount of academic interest. A large number of empirical studies lend credibility to this interest by linking aspects of transformational leadership to a range of positive organisational and individual outcomes (Bass, 1997; Bass & Avolio, 1994; Lowe, Kroeck & Sivasubramaniam, 1996). Due to these desirable effects, a significant amount of research has also been undertaken in trying to understand factors that predict or contribute to transformational leadership behaviours. For this reason, the relationship between emotional intelligence and transformational leadership is one that has attracted much attention. The following paper examines this proposition in more detail. In order to gain a more detailed understanding of transformational leadership and its relationship with emotional intelligence, the paper first examines the two subjects as standalone concepts. In determining if and how a relationship exists, the paper subsequently brings the two constructs together so that a critical examination and analysis of the research available can be undertaken. Lastly, after examining the case for and against a relationship, a conclusion is drawn from the analysis presented. Transformational Leadership The notion of transforming leadership was first introduced...
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...Transforming Nursing: IOM Impact Transforming Nursing: An Institute of Medicine Report In 2008, the Institute of Medicine in coordination with the Robert Wood Johnson Foundation (RWJF) formed a partnership to examine the future of the nursing profession and its place in an ever evolving health care system. The resulting report, The Future of Nursing: Leading Change, Advancing Health, was completed in 2010 at about the same time as the passing of the Patient Protection and Affordable Care Act (ACA). The architects of this study recognized that the nursing profession makes up a substantial proportion of all health care providers and consequently, nurses will have a significant impact on the successful delivery of "safe, high-quality, and effective health care service" (Institute of Medicine [IOM], 2010, xi). Accordingly, the primary focus advanced by the committee included transforming nursing education, nurse practice, and leadership within the nursing profession (IOM, 2010). The committee, being cognizant of the challenges facing the health care community, identified a highly educated and well trained nursing corps as being the foundation behind a trustworthy and dependable health care system. Nursing education and training must therefore play an integral part in developing highly skilled and effective providers of excellent nursing care. With this requirement in consideration, four out of the eight final recommendations allude to education and training, including...
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...factor in responding towards globalization. Retaining and training good employees is important, especially organization within BIMP-EAGA due to brain drain in pursuit to better opportunities. The industry trend of competitiveness enhances the importance of talent management in developing human capital with good leadership and Human Resource Management (HRM) practice for organisations to survive in current globalized economy. The establishment of BIMB-EAGA is indeed a progressive effort to enhance cooperation and to accelerate the socioeconomic development of less developed, marginalized and geographically in the four countries, Brunei, Indonesia, Malaysia and Philippines. However, globalization and inefficient HRM practices pose threat to the achievement of BIMB-EAGA objective. As a results, organization within this region lack competitive advantages. A comparative study on telecommunication companies within BIMP-EAGA highlights the importance of talent management by incorporating good HRM practice. Strategy and approach embarked by the organisations within the same industry gives a clearer picture. The purpose of this paper is to analyse the HRM practices and leadership issues by focusing on talent management approach amongst telecommunication companies within BIMB-EAGA region to face the threat of globalization. Introduction BIMP-EAGA which was formally launched on March 24, 1994, in Davao City, Mindanao, the Philippines, literally an...
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... Enclosed is the report you that two plans to solve the dilemma which Siemens faced in China market. Siemens attempted to increased market share in China market through bribe. However, it suffered serious challenged and shocked. Overall revenue and corporate image were significantly fall. Decision level should consider to establish the corporate social responsibility in order to enhance the company image and employee morale. Here is the second plan to report you that CEO should change leadership style to transformational leadership, it is able to improve organisational productivity and enhance organisational development capabilities. Finally, I would like to thank you for the opportunity this report gave me to provides the new leadership strategies for Siemens, and to develop my research skills, which will be invaluable for future projects. Regards, Chun-Chang, Tseng Executive Summary This report provides a described about the negative impact from the wrong leadership decision-made in Siemens. It provides two plans to solved the scenario and discuss how to access the two plans. Methods of solved the scenario are establishment corporate social responsibility and changed the leadership style to transformational leadership. Both the plans are able to improve the worst situations. Results of case analysed show that to help organisation transform reforming is an important direction for the company to reinvigorate. The report finds CEO is the helmsman...
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...hypothesises (i.e. improvements in emotional abilities, empathetic abilities and project management [PM] competencies in relation to teamwork and conflict management will be found not immediately but six months after the post training period) were tested in the study. Participants of the programme included a total of three groups: one from each of the two organisations' which required participation and one group from the Project Management Institute chapter. A pre/post-test which collected results one month prior, one month after and six months after were used with a quasi-experimental design (Campbell and Stanley, 1963). Mayer-Salovey-Caruso- Emotional Intelligence Test (MSCEIT V2.0), Mehrabian and Epstein's (1972) 33-item test and a self-report 7-item scale was used to examine the three hypothesises. The results suggested that understanding emotions was the only emotional ability that had a positive development following the training. According to Clarke (2009) the failure to detect changes in perceiving and using emotions were based on irregularities in the training and test content and the use of MSCEIT in a field setting....
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...The Impact On Nursing of the 2010 IOM Report On The Future Of Nursing GBUllet, RNC Grand Canyon University: NRS-430V Professional Dynamics As the largest single profession in US healthcare, Nursing plays a major role in the healthcare delivery in both rural and urban areas. The nursing profession is a work in progress and constantly evolving. Nurses in this era in many ways are far different than what it was at its inception. Today’s nurses must embrace change and incorporate evidence based medicine, creativity and the enthusiasm with discipline. Currently nurses are limited with their ability to deliver care with the changing healthcare practice in US. In order to be an effective participant in the evolving and transforming healthcare system, The Robert Wood Johnson Foundation (RWJF) and Institute of medicine (IOM) launched an initiative in 2008 which created a report with eight recommendations for the future transformation of the nursing profession. The IOM report had 8 key recommendations for the future of nursing. The following key messages were the framework for the recommendations. * Recommends that nurses should be able to practice to the full extent of their training and education * Recommends that nurses should attain higher levels of schooling and training through an enhanced education system that encourages seamless academic advancement...
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...Competitor analysis: Website & Thought leadership Report by Rashmi Singh (PGDM No: 10098) Work carried out at Tata Consultancy Services, Bangalore, Karnataka Submitted in partial fulfilment of the requirement of Summer Internship Programme Under the Supervision of Mr. Ashish Shetty, Marketing Lead, Insurance ISU, TCS, Bangalore SDM Institute for Management Development Mysore, Karnataka, India (June 2011) SDM IMD INSTITUTE CERTIFICATE This is to certify that Ms. Rashmi Singh, undergoing PGDM program 2010-12 at this institute has successfully completed the Summer Internship Programme on the project titled ―Competitor Analysis: Website and Thought Leadership‖ at TCS, Bangalore, from April 01, 2011 to May 31, 2011 as a partial requirement for completion of his PGDM curriculum. Prof. Govinda Sharma Internal Faculty Guide SDM IMD, Mysore. Date: 24/06/2011 Place: Mysore Summer Internship Project Page 2 SDM IMD Acknowledgement I take this opportunity to extend my sincere gratitude to our guides at Tata Consultancy Services, Mr. Ashish Shetty and Ms. Varsha Nair who spent a lot of time mentoring and guiding us. The insurance ISU was a completely new arena for us. We stumbled a few times, yet they have been very patient and supportive with us, always encouraging us to give our best. I also thank the Academic relationship manager, TCS, Mr. Chandra Koduru, for helping us with the joining formalities and induction program. I would also like to thank Prof. N. R. Govinda Sharma...
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...Institute of Medicine (IOM) Future of Nursing Report will impact healthcare and redefine the expectations of the nursing profession. The historical report was the result of a two year initiative commissioned by the Robert Johnson Wood Foundation (RJWF) in response to meeting the demands for healthcare reformation and was inclusive of an action plan to resolve the nursing shortage and identify barriers. The first edition publication of the IOM in 2007 stated, “We want our healthcare system to deliver: the right care for every patient every time.” The process and application for delivering this standard of care which is evidenced based and patient centered must be viable, evolving and transformational in nature. Four key messages quoted here resulted from the forum discussions as stated by the Institute of Medicine (IOM) (2010 : 1. Nurses should practice to the full extent of their education and training. 2. Nurses should achieve higher levels of education and training through and improved education system that promote seamless academic progression. 3. Nurses should be full partners, with physicians and other healthcare professionals, in redesigning healthcare in the United States. 4. Effective workforce planning and policy making require better data collection and an improved information infrastructure. These messages would mandate recommendations toward removal of scope-of-practice barriers, promote leadership opportunities and residency programs within the...
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...Traits (Five Factor Model-FFM) and Transformational Leadership Yunita Agustian Minjalnis (1121200127) Fatima Al-Qadhibi (1121200083) Aurora Noor Aisa (1121200128) Vasantakumaren Seri Ramalo (1111200145) Assoc. Prof. Dr. Chong Chin Wei – DBA/PhD/MPhil Malaysia 26th December 2012 MULTIMEDIA UNIVERSITY INTRODUCTION Are you born to be a leader? Are you a “natural”? Or is leadership a set of behaviors and competencies that anyone can develop, given the right experiences, circumstances, and training? Since the 1960s, researchers have examined whether there is a relationship between the basic agreed-on factors that make up personality and leadership. The Big Five personality factors are Conscientiousness, Agreeableness, Neuroticism, Openness, and Extraversion, which some researchers have labelled the CANOE personality model as an easy aid to remembering each factor (Bligh, 2009). As Tejeda (2001) asserts, “the past two decades have witnessed a great deal of scholarly attention transformational leadership behavior, which is currently the most widely accepted leadership paradigm” (as cited in Rubin, Munz, & Bommer, 2005, p.845). Transformational leadership behavior represents the most active/effective form of leadership, a form in which leaders are closely engaged with followers, motivating them to perform beyond their transactional agreements. Barling, Weber, and Kelloway (1996) demonstrated that some transformational leadership behaviors can be trained. Thus, an understanding...
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...|[pic] |MAN 385: Leadership Development | | |Fall 2011, #04693 | Professor Deidra Stephens, Ph.D. Office CBA 5.133 Phone 232-3780 E-Mail deidra.stephens@mccombs.utexas.edu Course Web Page via Blackboard Class Date/Time/Location Tuesdays, 3:30-6:30 p.m., GSB 5.154 Office Hours By Appointment Course Description & Objectives The Texas MBA program is designed to develop influential business leaders. The MBA Program has identified four fundamental and broad pillars of leadership: knowledge and understanding, communication and collaboration, responsibility and integrity, and a worldview of business and society. This class is designed to help students develop a deeper understanding of their leadership capabilities in the context of business. During the first year of their Texas MBA program, students engage in co-curricular programs, services, and leadership roles that are designed primarily to develop their skills. These activities are meant to introduce students to a wide variety of topics, help them hone in on their own strengths and weaknesses, and provide them with a foundation from which they can further their leadership development into their second year. The task during the...
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