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Liu Z, Bian W, Bian Y. Leadership Blossoms in Parental Warmth: Positive Parenting Practices Shape Adolescent Leader Emergence via Intrapersonal and Interpersonal Mechanisms. J Youth Adolesc 2024:10.1007/s10964-024-01983-y. [PMID: 38782844 DOI: 10.1007/s10964-024-01983-y] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/01/2023] [Accepted: 03/31/2024] [Indexed: 05/25/2024]
Abstract
Developing leadership skills during adolescence is crucial for future career success. Previous studies have primarily focused on the impact of school settings, academic courses, and simulated team tasks on leader emergence, neglecting the significant role of parental influence in this process. Employing a mixed-methods approach, this research investigated the positive relationship between parental warmth and adolescent leader emergence and the underlying mechanisms of this relationship. The quantitative study (Study 1) collected multi-source data from 1255 adolescents (Mage = 14.2, SDage = 0.56, 48.2% male) and their parents, teachers and peers. Findings from Study 1 revealed a positive correlation between parental warmth and adolescent leader emergence. Structural equation modeling showed two mediating pathways: an intrapersonal pathway involving self-esteem and leader self-efficacy, and an interpersonal pathway involving empathy and prosocial behavior. Encouragement of independence, as an additional adolescents-focused parenting practice, strengthened the observed positive relationship. The qualitative study (Study 2) conducted in-depth interviews with adolescents to identify the parental practices that facilitate or hinder adolescent leader emergence for the triangulation of the central research question. Study 2 collected data from 32 adolescents (Mage = 15.16, SDage = 1.37, 50% male). Findings from Study 2 corroborated the significance of parental warmth and the encouragement of independence for adolescent leader emergence, elucidating specific parenting behaviors conducive to these positive parenting practices, such as providing companionship and communication, as well as encouraging adolescents to participate in household tasks. This mix-methods research prepositioned the stages of leadership development, advocating for the importance of the warmth and autonomy from parents as formative factors for cultivating the next generation of leaders.
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Affiliation(s)
- Zhengguang Liu
- Department of Psychology and Behavioral Sciences, Zhejiang University, Hangzhou, China.
| | - Wenjun Bian
- Department of Psychology and Behavioral Sciences, Zhejiang University, Hangzhou, China
| | - Yufang Bian
- Collaborative Innovation Center of Assessment toward Basic Education Quality, Beijing Normal University, Beijing, China
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Dong Z, Huitsing G, Veenstra R. Students' School and Psychological Adjustment in Classrooms with Positive and Negative Leaders. J Youth Adolesc 2024; 53:550-562. [PMID: 38183532 PMCID: PMC10838230 DOI: 10.1007/s10964-023-01937-w] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/25/2023] [Accepted: 12/18/2023] [Indexed: 01/08/2024]
Abstract
Positive and negative leadership styles may influence classroom norms and be related to the school and psychological adjustment of children in general, and victims in particular. This study tested the relation between leadership styles and children's adjustment, and the moderating effects of leadership on the association between self-reported victimization and school and psychological adjustment (self-esteem, social anxiety, and depressive symptoms); and it tested for potential gender differences. Classrooms were classified into those with only positive leaders, only negative leaders, both positive and negative leaders, and without leaders. The sample contained 8748 children (Mage = 10.05, SD = 1.22; 51.2% girls) from 392 classrooms, in grades three to six, in 98 Dutch schools. Multilevel analysis revealed that, in general, children in negative leader classrooms experienced lower school well-being than children in other classrooms. In positive leader classrooms, male and female victims had lower school well-being. For psychological well-being, female victims had lower self-esteem and more depressive symptoms in positive leader classrooms. Male and female victims in negative leader classrooms did not suffer from additional maladjustment. These results demonstrate that negative leadership styles are related to lower school well-being of all children, whereas victimization in classrooms with positive leaders is negatively related to male and female victims' school well-being and girls' psychological adjustment (depressive symptoms); this is in line with the 'healthy context paradox'.
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Affiliation(s)
- Zhe Dong
- Department of Sociology and Interuniversity Center for Social Science Theory and Methodology, University of Groningen, Groningen, the Netherlands.
| | - Gijs Huitsing
- Department of Sociology and Interuniversity Center for Social Science Theory and Methodology, University of Groningen, Groningen, the Netherlands
| | - René Veenstra
- Department of Sociology and Interuniversity Center for Social Science Theory and Methodology, University of Groningen, Groningen, the Netherlands
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Tackett JL, Reardon KW, Fast NJ, Johnson L, Kang SK, Lang JWB, Oswald FL. Understanding the Leaders of Tomorrow: The Need to Study Leadership in Adolescence. PERSPECTIVES ON PSYCHOLOGICAL SCIENCE 2023; 18:829-842. [PMID: 36350711 DOI: 10.1177/17456916221118536] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 07/20/2023]
Abstract
Leadership traits and behaviors are observed early in human development, and although an improved understanding of youth leadership would usefully inform many real-world contexts (e.g., education, parenting, policy), most empirical work on leadership has been limited to adult populations. The purpose of the current article is to add a developmental perspective to leadership research that has so far been absent. Here, we (a) highlight adolescence as a critical developmental period for leadership emergence and development, (b) argue that leadership among youths is poorly understood and critically understudied, (c) provide exemplars of synergy between research on leadership and adolescent development that are ripe for focused inquiry, and (d) underscore some of the positive consequences of accelerating empirical research on leadership in adolescence, including implications for a deeper understanding of leadership in adult working populations.
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Affiliation(s)
| | | | - Nathanael J Fast
- Department of Management and Organization, University of Southern California
| | - Lars Johnson
- Department of Management, University of Texas at Arlington
| | - Sonia K Kang
- Department of Management, University of Toronto Mississauga
| | - Jonas W B Lang
- Department of Human Resource Management and Organizational Psychology, Ghent University
- Business School, University of Exeter
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Van Doorn S, Heyden ML, Reimer M. The private life of CEOs; A strategic leadership perspective. THE LEADERSHIP QUARTERLY 2023. [DOI: 10.1016/j.leaqua.2023.101679] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/23/2023]
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What motivates individuals to emerge as leaders? A regulatory focus theory approach and the moderating role of undergraduate students’ extracurricular activity participation. CURRENT PSYCHOLOGY 2022. [DOI: 10.1007/s12144-022-03882-6] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/11/2022]
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Groves KS, Feyerherm AE. Developing a leadership potential model for the new era of work and organizations. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2022. [DOI: 10.1108/lodj-06-2021-0258] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeUnprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices.Design/methodology/approachThis article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare.FindingsOur results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence.Practical implicationsThe article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives.Originality/valueThe proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.
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Jordan R, Fitzsimmons TW, Callan VJ. Positively Deviant: New Evidence for the Beneficial Capital of Maverickism to Organizations. GROUP & ORGANIZATION MANAGEMENT 2022. [DOI: 10.1177/10596011221102297] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Workplace mavericks are seen as highly disruptive, engaging in unconventional behavior and showing apparent disregard for organizational norms, policies, and procedures. Despite this, some organizational leaders successfully leverage maverick behaviors to progress and achieve higher order organizational agendas. This paper challenges the former view by investigating the positive value maverickism provides organizations. Guided by the conceptualization of mavericks’ non-conformity as a form of positive deviance, two studies were conducted. Study 1 analyzed secondary data sources within the scientific research field to determine organizational performance requirements and expectations. Study 2 interviewed 28 mavericks and 27 leaders of mavericks in the same field. Data collection and analysis was guided by Bourdieu’s (1990) theoretical and methodological constructs—field, capital, and habitus. Results highlight that, while mavericks challenge and often ignore many organizational norms, their disruption is driven by the desire to achieve higher order goals benefitting their organizations and communities. Operating within boundaries set by these higher order values, mavericks not only embody traditional cultural capitals expected in their field but also offer valuable capitals traditionally possessed by those more senior in the field. This powerful combination of capitals produces additional symbolic capital which allows them to influence organizational decision-making despite not conforming to lower order organizational norms. At an applied level, valuable capitals associated with maverickism can be leveraged by leaders to support transformational change. To do this, organizational leaders need to recognize mavericks’ strengths through allowing them, as positive deviants, to challenge the status quo and to find alternative pathways to achieve organizational goals.
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Affiliation(s)
- Ree Jordan
- University of Queensland Business School, University of Queensland, St Lucia, Australia
| | | | - Victor J. Callan
- University of Queensland Business School, University of Queensland, St Lucia, Australia
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Diaz JB, Reichard RJ, Riggio RE. Go for the gold: Hurdles and winning strategies for conducting longitudinal and nonlinear research in undergraduate leader development. New Dir Stud Leadersh 2022; 2022:61-71. [PMID: 36316980 PMCID: PMC9827961 DOI: 10.1002/yd.20520] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
This article makes a case for longitudinal and non-linear methods when researching or evaluating student leadership development. After a primer on longitudinal methodology, barriers and aligned solutions to methodological challenges are presented.
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Affiliation(s)
- Jessica B. Diaz
- Division of Behavioral and Social SciencesClaremont Graduate University150 E. 10th StreetClaremontCA91711
| | - Rebecca J. Reichard
- Division of Behavioral and Social SciencesClaremont Graduate University150 E. 10th StreetClaremontCA91711
| | - Ronald E. Riggio
- Kravis Leadership InstituteClaremont McKenna College888 Columbia AvenueClaremontCA91711
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Vogel B, Reichard RJ, Batistič S, Černe M. A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed. LEADERSHIP QUARTERLY 2021. [DOI: 10.1016/j.leaqua.2020.101381] [Citation(s) in RCA: 28] [Impact Index Per Article: 9.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/24/2022]
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Ng TW, Yim FH, Zou Y, Chen H. Receiving developmental idiosyncratic deals over time: Showing innovative behavior is key. JOURNAL OF VOCATIONAL BEHAVIOR 2021. [DOI: 10.1016/j.jvb.2021.103630] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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Dalton L, Butler-Henderson K, Newstead T, Quinn W. Leading health reform: a critical review of 'leadership' within allied health competency standards. AUST HEALTH REV 2021; 45:368-376. [PMID: 33831339 DOI: 10.1071/ah20144] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/23/2020] [Accepted: 09/17/2020] [Indexed: 11/23/2022]
Abstract
Objective The study examined if, when and how select allied health professional standards currently articulate the Health LEADS Australia themes. Methods Eighteen allied health professional standards were searched to locate references to leadership. Data were extracted and analysed inductively, deductively and thematically as a meta-synthesis. Frequencies were counted, with subanalysis by professional area, classification level, competency type and level of cognition. Results There were 953 direct and indirect leadership statements. Only two leadership definitions were located, for pharmacists and dentists. The principal theme 'Leadership' only appeared in 18 (2%) statements from the total dataset that made direct references to leadership, which were mostly vague and unclear. The remaining indirect references to leadership are reported as four overarching themes: Self-leadership (n=289 statements; 30%); Leadership With and of Others (n=263; 28%); Improvement and Change Leadership (n=223; 23%); and Health Reform Leadership (n=139; 15%). Conclusion Health leadership was not easily recognisable in the allied health practice standards examined. With some refinement and alignment with a contemporary leadership framework, professional standards could play a critical role in preparing allied health graduates to support the ongoing health system reform required to improve health and well-being outcomes in the future. What is known about the topic? Leadership is essential at all health system levels, and leadership frameworks can usefully guide leadership development. However, little is known about allied health leadership compared with other clinical groups, and their contributions to directional changes in health system reform may be overlooked. What does this paper add? This paper presents results of an analysis of where and how 18 allied health disciplines align with the Australian Health LEADS framework, and where greater clarity or alignment is needed. What are implications for practitioners? Reinstatement of a national health leadership framework, such as the Australian Health LEADS framework, to articulate the need for and capabilities of leadership to enable innovation and support reform across all professional groups working in health care, including medical, nursing and allied health is required. A recognised national leadership framework could guide the revisions to allied health practice standards and coupled with a co-design process involving practitioners and professional associations, further development and incorporation of leadership competencies in a consistent manner would be enabled. Furthermore, alignment of allied health education and professional development with a national health leadership framework may strengthen allied health leadership graduate outcomes.
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Affiliation(s)
- Lisa Dalton
- School of Health Sciences, University of Tasmania, Newnham Drive, Launceston, Tas. 7250, Australia; and Corresponding author.
| | - Kerryn Butler-Henderson
- School of Health and Biomedical Sciences, RMIT University, McKimmies Road, Bundoora, Vic, 3083. ; and College of Health and Medicine, University of Tasmania, Newnham Drive, Launceston, Tas. 7250, Australia
| | - Toby Newstead
- Tasmanian School of Business, University of Tasmania, Newnham Drive, Launceston, Tas. 7250, Australia.
| | - Wendy Quinn
- School of Medicine, University of Tasmania, Hobart, Tas. 7000, Australia.
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Li D, Zhang Y, Zhang M, Wu W, Wu W, Liu P. Why do you treat me in such ways? An attachment examination on supervisors’ early family environment and subordinates’ responses. CHINESE MANAGEMENT STUDIES 2021. [DOI: 10.1108/cms-09-2019-0333] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to fill important gaps by using the attachment theory and examining the effects of supervisors’ early family environment on their behaviors toward subordinates and subordinates’ responses.
Design/methodology/approach
The authors used samples of 334 supervisor–subordinate pairs from a manufacturing company.
Findings
The study finds that supervisors’ harmonious family environment has a positive influence on subordinates’ responses (job satisfaction, work-to-family enrichment and task performance) through the effect of supervisors’ positive working model and caregiving behavior. On the contrast, supervisors’ conflicting family environment has a negative influence on subordinates’ responses through the effect of supervisors’ negative working model and aggressive behavior.
Originality/value
Existing studies mainly explore the influence of organizational environment on supervisors’ treatment of their subordinates. However, few have examined the relationship between supervisors’ early family environment and their treatment of their subordinates.
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Offermann LR, Thomas KR, Lanzo LA, Smith LN. Achieving leadership and success: A 28-year follow-up of college women leaders. THE LEADERSHIP QUARTERLY 2020. [DOI: 10.1016/j.leaqua.2019.101345] [Citation(s) in RCA: 9] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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Bouland-van Dam SIM, Oostrom JK, De Kock FS, Schlechter AF, Jansen PGW. Unravelling leadership potential: conceptual and measurement issues. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1080/1359432x.2020.1787503] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
Affiliation(s)
- Sophie I. M. Bouland-van Dam
- Department of Management & Organization, School of Business & Economics, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands
| | - Janneke K. Oostrom
- Department of Management & Organization, School of Business & Economics, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands
| | | | | | - Paul G. W. Jansen
- Department of Management & Organization, School of Business & Economics, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands
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Carroll B, Firth J. Leading or led? A critical exploration of youth leadership development. MANAGEMENT LEARNING 2020. [DOI: 10.1177/1350507620917849] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/12/2022]
Abstract
Leadership development for youth is an increasingly large global business that has to date lacked sustained critical scrutiny. Our inquiry is based on application, interview and reflection data from participants in a university-based leadership programme, capturing them at the point they transition to early work lives. We argue that leadership has become such a prevalent career and work discourse that the leadership development that happens in youth offers a unique window into new organisational workers, the leadership development industry and a complex leadership theoretical terrain. A set of five ‘leading’ discourses – separate, suspended, small, self and semi – were identified that invite critical inquiry. While youth leadership scholars have previously noted the suspended and separate discourses, we empirically refine those and offer the other three (small, self and semi) as important to current contestations between leaders, leadership and leadership development. In doing so, we question whether current leadership development for youth creates substantive leadership capacity in individuals, organisations or society.
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Walker DOH, Reichard RJ. On Purpose: Leader Self‐Development and the Meaning of Purposeful Engagement. JOURNAL OF LEADERSHIP STUDIES 2020. [DOI: 10.1002/jls.21680] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
Affiliation(s)
- Dayna O. H. Walker
- Lam Family College of BusinessSan Francisco State UniversitySan FranciscoCAUSA
| | - Rebecca J. Reichard
- Division of Behavioral and Organizational SciencesClaremont Graduate UniversityClaremontCAUSA
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Kwok N, Shen W, Brown DJ. I can, I am: Differential predictors of leader efficacy and identity trajectories in leader development. THE LEADERSHIP QUARTERLY 2020. [DOI: 10.1016/j.leaqua.2020.101422] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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Leader development across the lifespan: A dynamic experiences-grounded approach. THE LEADERSHIP QUARTERLY 2020. [DOI: 10.1016/j.leaqua.2020.101382] [Citation(s) in RCA: 20] [Impact Index Per Article: 5.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/28/2023]
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Abstract
This study addresses the question of how leaders can contribute to their own meaningful work and to the meaningful work of their employees. Based on 42 interviews with leaders, including 27 life story interviews, our article examines the extent to which leaders give meaning to leadership practices that are regarded by the existing literature as factors contributing to meaningful work. This article provides new insights into the concept of meaningful leadership that complements meaningful work theories. Our first contribution is identifying new components of meaning related to leadership activity: moral exemplarity, self-awareness, personal or professional support, community spirit, shared work commitment and positive attitude towards individuals and situations. Second, we also delineate the dynamics of meaningful leadership related to leaders’ past experiences and employees’ meaningful work. We contend that awareness of these components and dynamics can help leaders encourage employees’ meaningful work while making sense of their own leadership activity.
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Yuan Y, Chen Q, Sun X, Liu Z, Xue G, Yang D. Development and Preliminary Validation of the Youth Leadership Potential Scale. Front Psychol 2019; 10:2310. [PMID: 31681104 PMCID: PMC6811702 DOI: 10.3389/fpsyg.2019.02310] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/17/2019] [Accepted: 09/27/2019] [Indexed: 11/30/2022] Open
Abstract
To address the need for a valid and reliable scale of youth leadership potential based on the development theory of leadership, the current study developed the Youth Leadership Potential Scale (YLPS) and investigated its factor structure and psychometric properties in a sample of 696 students (grades 7–9) in China. Exploratory structural equation modeling (ESEM) identified a five-factor solution comprising leadership information, leadership attitude, communication skills, decision-making skills, and stress management skills. ESEM within confirmatory factor analysis demonstrated an adequate fit for this structure. The scale showed good composite reliability and measurement invariance across different gender and grade/age groups. The scale also showed sufficient concurrent validity with the Coping Self-Efficacy Scale, the Chinese Roets Rating Scale for Leadership, and the Leadership Skills Inventory. Furthermore, criterion-related validity was supported by the relationship between YLPS scores and the length of student leadership positions. The results suggest that the YLPS is a valid and pragmatic measure for assessing youth leadership potential. The current study is the first to develop a youth leadership potential scale based on the development theory of leadership.
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Affiliation(s)
- Yue Yuan
- Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education (Beijing Normal University), Faculty of Psychology, Beijing Normal University, Beijing, China
| | - Qing Chen
- Yunnan Provincial Natural Gas Co., Ltd., Kunming, China
| | - Xiaomin Sun
- Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education (Beijing Normal University), Faculty of Psychology, Beijing Normal University, Beijing, China
| | - Zhenzhen Liu
- Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education (Beijing Normal University), Faculty of Psychology, Beijing Normal University, Beijing, China
| | - Gang Xue
- Department of Public Administration, Chinese Academy of Governance, Beijing, China
| | - Di Yang
- Department of Human Capital Management, New York University, New York, NY, United States
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We don't need more leaders – We need more good leaders. Advancing a virtues-based approach to leader(ship) development. THE LEADERSHIP QUARTERLY 2019. [DOI: 10.1016/j.leaqua.2019.101312] [Citation(s) in RCA: 14] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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22
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Reitan T, Stenberg SÅ. From classroom to conscription. Leadership emergence in childhood and early adulthood. THE LEADERSHIP QUARTERLY 2019. [DOI: 10.1016/j.leaqua.2018.11.006] [Citation(s) in RCA: 19] [Impact Index Per Article: 3.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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Crawford JA, Kelder JA. Do we measure leadership effectively? Articulating and evaluating scale development psychometrics for best practice. LEADERSHIP QUARTERLY 2019. [DOI: 10.1016/j.leaqua.2018.07.001] [Citation(s) in RCA: 18] [Impact Index Per Article: 3.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
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How feedback about leadership potential impacts ambition, organizational commitment, and performance. THE LEADERSHIP QUARTERLY 2018. [DOI: 10.1016/j.leaqua.2018.06.001] [Citation(s) in RCA: 16] [Impact Index Per Article: 2.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
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25
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van Droffelaar B, Jacobs M. Nature-Based Training Program Fosters Authentic Leadership. JOURNAL OF LEADERSHIP STUDIES 2018. [DOI: 10.1002/jls.21569] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
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Middleton ED, Walker DO, Reichard RJ. Developmental Trajectories of Leader Identity: Role of Learning Goal Orientation. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2018. [DOI: 10.1177/1548051818781818] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This study examines within-person change in leader identity (LI) over the course of a formal leader development program and how that change relates to learning goal orientation (LGO). Results of multilevel modeling of 299 data points from 39 leaders over 5 months indicate a positive, linear increase in LI across 12-time points. LGO was predicted and found to have both trait-like and state-like components. Trait-like LGO was positively associated with the mean change in LI over time, whereas state-like LGO was associated with within-person variance in LI over time. State-like, but not trait-like LGO positively related to differences in LI growth rates. However, we found larger rates of LI growth for leaders reporting lower levels of state-like LGO. This study adds to the body of research on leader development by providing a prospective and longitudinal test of LI development. Future research may investigate the aspects of leader training that most facilitate growth and change in LI.
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Fiset J, Boies K. Seeing the unseen: ostracism interventionary behaviour and its impact on employees. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2018. [DOI: 10.1080/1359432x.2018.1462159] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/17/2022]
Affiliation(s)
- John Fiset
- Faculty of Business Administration, Memorial University of Newfoundland, St. John’s, Canada
| | - Kathleen Boies
- Department of Management, John Molson School of Business, Concordia University, Montreal, Canada
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Gooding A, Block CK, Brown DS, Sunderaraman P. The trainee leadership blueprint: opportunities, benefits, and a call to action. Clin Neuropsychol 2018; 32:263-283. [DOI: 10.1080/13854046.2017.1386233] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
Affiliation(s)
- Amanda Gooding
- Department of Psychiatry, UC San Diego School of Medicine, San Diego, CA, USA
| | - Cady K. Block
- Department of Psychiatry and Behavioral Health, The Ohio State University College of Medicine at Wexner Medical Center, Columbus, OH, USA
| | - Daniel S. Brown
- Department of Neurology, University of Virginia Health System, Charlottesville, VA, USA
| | - Preeti Sunderaraman
- The Taub Institute and Sergievsky Center, Cognitive Neuroscience Division, Columbia University Medical Center, New York, NY, USA
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In search of missing time: A review of the study of time in leadership research. LEADERSHIP QUARTERLY 2018. [DOI: 10.1016/j.leaqua.2017.12.001] [Citation(s) in RCA: 29] [Impact Index Per Article: 4.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
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Söderhjelm TM, Larsson G, Sandahl C, Björklund C, Palm K. The importance of confidence in leadership role. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2017. [DOI: 10.1108/lodj-12-2016-0307] [Citation(s) in RCA: 5] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to understand the influence of leadership programmes on leaders and co-workers, as well as which mechanisms are involved in the process.
Design/methodology/approach
An analysis was done into 431 free-text answers to questionnaires given to 120 participants in two different leadership programmes and their co-workers six months after their participation, using a grounded theory inspired approach.
Findings
The result is a model, linking internal psychological and external behavioural aspects, with the central outcome that leaders gained more confidence in their leadership role through theoretical models learned, and reflection.
Research limitations/implications
The course participants as well as the co-workers seemed to experience a positive leadership development indicating a value of participating in the courses.
Practical implications
Confidence in leadership role seems important for having positive outcomes of leadership. Although this needs further research, it is something organisations should consider when working with leadership questions.
Social implications
The co-workers perceived their leaders to be calmer, more open for discussions, and willing both to give and receive feedback post training. There appears to be an increase in trust both in the leader and reciprocally from the leader in the co-workers.
Originality/value
Until now there has not been any systematic research into the effects on participants and co-workers following the programmes, despite the fact that over 100,000 have participated in the courses.
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Pitichat T, Reichard RJ, Kea-Edwards A, Middleton E, Norman SM. Psychological Capital for Leader Development. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2017. [DOI: 10.1177/1548051817719232] [Citation(s) in RCA: 15] [Impact Index Per Article: 2.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/31/2022]
Affiliation(s)
- Thiraput Pitichat
- Claremont Graduate University, Claremont, CA, USA
- Chulalongkorn University, Bangkok, Thailand
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Tuncdogan A, Acar OA, Stam D. Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes. LEADERSHIP QUARTERLY 2017. [DOI: 10.1016/j.leaqua.2016.10.011] [Citation(s) in RCA: 29] [Impact Index Per Article: 4.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Barney M, Fisher WP. Adaptive Measurement and Assessment. ANNUAL REVIEW OF ORGANIZATIONAL PSYCHOLOGY AND ORGANIZATIONAL BEHAVIOR 2016. [DOI: 10.1146/annurev-orgpsych-041015-062329] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
Adaptive approaches to measurement and assessment have been useful in organizational science for more than 100 years. Advances in psychometric theory and inexpensive computing power have propelled the field into a renaissance for every type of construct and level of analysis imaginable. Exciting innovations include the use of mobile computer-adaptive testing (CAT); expert systems (e.g., automatic item generation); and unobtrusive adaptive measurement in social media, intelligent tutoring systems, and virtual worlds. Adaptive approaches are setting the stage to better embed measurement and intervention into naturalistic organizational settings and portend substantial improvements in cross-level and longitudinal tests of organizational psychology and organizational behavior (OP/OB) hypotheses.
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Affiliation(s)
| | - William P. Fisher
- LivingCapitalMetrics.com, Sausalito, California 94704
- BEAR Center, Graduate School of Education, University of California, Berkeley, Berkeley, California 94704
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Stein M. ‘Fantasy of Fusion’ as a Response to Trauma: European Leaders and the Origins of the Eurozone Crisis. ORGANIZATION STUDIES 2016. [DOI: 10.1177/0170840615622070] [Citation(s) in RCA: 7] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
In this paper I explore a new approach to the understanding of trauma. I call into question the widely held assumption that trauma tends to engender feelings of dejection, lethargy and helplessness. Instead, I argue that it can lead to a quite different, active and over-optimistic response that involves an attempt at fusion with those who have inflicted, or might yet inflict, trauma. Drawing on concepts from psychoanalysis, I introduce the term ‘fantasy of fusion’ to encapsulate this idea. This concept is illustrated by an examination of the role of European leaders in the crucial decision to launch the single currency, and an exploration of its ramifications in creating the conditions for the eurozone crisis. The contribution of this paper is threefold. First, calling into question the assumption that trauma leads to feelings of helplessness, this paper introduces and develops the novel idea of ‘fantasy of fusion’. Second, it sheds further light on the challenges of leadership. Third, it provides a new deep structure explanation for the origins of the eurozone crisis.
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Li WD, Wang N, Arvey RD, Soong R, Saw SM, Song Z. A mixed blessing? Dual mediating mechanisms in the relationship between dopamine transporter gene DAT1 and leadership role occupancy. LEADERSHIP QUARTERLY 2015. [DOI: 10.1016/j.leaqua.2014.12.005] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
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Metaphors for today’s leadership: VUCA world, millennial and “Cloud Leaders”. JOURNAL OF MANAGEMENT DEVELOPMENT 2015. [DOI: 10.1108/jmd-09-2013-0110] [Citation(s) in RCA: 53] [Impact Index Per Article: 5.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The purpose of this paper is to evidence the scenarios any leader is currently facing in front of three specific situations: a volatile, uncertain, complex and ambiguous world (VUCA); a generation that is changing the way to form relationships, work and knowledge transfer;and the possibility for a “Cloud Leadership” to overcome today’s reality of constant change, redirection, new frontiers and formatting.
Design/methodology/approach
– This paper seeks one theoretical entailment, so that the world today presented by Johansen (2012) from four perspectives needs to be considered from the perspective of leadership.
Findings
– The paper views leadership as “a Cloud.” It brings new insights to a social and organizational analysis of leaders today. The metaphorical language is creative in the formative accompaniment of the Millennials, it provides and clarifies the orientation in all areas where they interact.
Research limitations/implications
– Leaders leading Millennials face challenges with specific textures: convergence of traits, processes and outcomes with a leadership enriched by schools and theories immersed in a VUCA world where resiliency is a scarce commodity. Raising, building, taking advantage of the dynamism that each individual possesses, educating from the positive and toward the positive, is a benefit of a “Cloud Leader” in a VUCA world where Millennials have a strong presence.
Practical implications
– This paper offers a kind of vignette of leadership to illustrate the theories, skills, abilities and different approaches converging within leaders for these coming years: the immersion in a VUCA world, leading a workforce with more Millennial copartners present each day and the metaphors that can help us better understand them, and being a “Cloud Leader.”
Social implications
– Leadership is going to be a matter of discovering the positive energy in each person, to stimulate the best in every individual and develop the potential of everybody because this “energy” is a small assurance of the future. A leader who attempts to “bring out” the positive in each person, in every context in which he or she is immersed, a leader who seeks the best interventions possible according to his or her capabilities and resources, this is a leader we can call “a leader for the coming future: a Cloud Leader.”
Originality/value
– In this paper the author uses metaphors as an interesting method to say something with multimodal meanings under the “umbrella concepts” of Millennial generation, and leadership style. It is argued that scientific reasoning does not solely exist in the individual’s head, but emerges in conjunction with the expressed representations.
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Daly M, Egan M, O'Reilly F. Childhood general cognitive ability predicts leadership role occupancy across life: Evidence from 17,000 cohort study participants. LEADERSHIP QUARTERLY 2015. [DOI: 10.1016/j.leaqua.2015.03.006] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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Day DV, Dragoni L. Leadership Development: An Outcome-Oriented Review Based on Time and Levels of Analyses. ANNUAL REVIEW OF ORGANIZATIONAL PSYCHOLOGY AND ORGANIZATIONAL BEHAVIOR 2015. [DOI: 10.1146/annurev-orgpsych-032414-111328] [Citation(s) in RCA: 177] [Impact Index Per Article: 19.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
Contemporary organizations face critical challenges associated with possessing and leveraging leadership capabilities. Researchers studying leadership development have responded to this practical imperative, although research on the topic is still in the early stages of scientific development. In assessing the state of the science in leadership development, we review an array of theoretical and research approaches with the goal of stimulating thoughtful intellectual discourse regarding fundamental questions, such as, what is leadership, and what is development. We highlight the breadth of this phenomenon by reviewing theory and research that has considered the development of leadership in individuals, dyads, and teams/organizations. Additionally, we describe a set of proximal and distal signs that indicate leadership may be developing, and we promote experiences, interventions, and interactions as factors that enhance the leadership development process.
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Affiliation(s)
- David V. Day
- Management and Organisations, The University of Western Australia Business School, Crawley, Western Australia 6009, Australia
| | - Lisa Dragoni
- Department of Human Resource Studies, ILR School, Cornell University, Ithaca, New York 14853
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Fitzsimmons TW, Callan VJ, Paulsen N. Gender disparity in the C-suite: Do male and female CEOs differ in how they reached the top? THE LEADERSHIP QUARTERLY 2014. [DOI: 10.1016/j.leaqua.2013.08.005] [Citation(s) in RCA: 78] [Impact Index Per Article: 7.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/27/2023]
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O'Connell PK. A simplified framework for 21st century leader development. THE LEADERSHIP QUARTERLY 2014. [DOI: 10.1016/j.leaqua.2013.06.001] [Citation(s) in RCA: 42] [Impact Index Per Article: 4.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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Day DV, Fleenor JW, Atwater LE, Sturm RE, McKee RA. Advances in leader and leadership development: A review of 25years of research and theory. LEADERSHIP QUARTERLY 2014. [DOI: 10.1016/j.leaqua.2013.11.004] [Citation(s) in RCA: 272] [Impact Index Per Article: 27.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
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Epitropaki O, Sy T, Martin R, Tram-Quon S, Topakas A. Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings. LEADERSHIP QUARTERLY 2013. [DOI: 10.1016/j.leaqua.2013.10.005] [Citation(s) in RCA: 133] [Impact Index Per Article: 12.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
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The role of self-regulation in developing leaders: A longitudinal field experiment. LEADERSHIP QUARTERLY 2013. [DOI: 10.1016/j.leaqua.2013.04.004] [Citation(s) in RCA: 32] [Impact Index Per Article: 2.9] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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Abstract
This article explores the value for the organization of assessing leaders’ mental complexity using a measure of developmental stage known as the Subject–Object Interview. We first describe the existing literature that uses constructive-developmental theory to explore leadership, focusing particularly on Kegan’s theory of Adult Development. We then describe our application of this theory to participants in a leadership development fellowship at the World Economic Forum. As in many organizational leadership contexts, the program makes “mental demands” on its participants to be predominately at Kegan’s Self-Authoring stage of meaning making. Fellows’ successes and struggles related to their developmental stage, although the nature of these relationships was not always straightforward. This finding underscores the importance of utilizing a developmental assessment that can provide rich and nuanced data as a tool for a leader’s personal development, as well as for insight into leadership development programs and processes.
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Affiliation(s)
| | - Annie Howell
- Independent Education and Leadership Development Consultant, Burlington, VT, USA
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Abstract
To address the potential shortage of nurse leaders, the profession must evaluate current strategies in both education and practice. While many new graduates dream of becoming a nurse practitioner or nurse anesthetist, few transition into practice with the goal of becoming a nurse leader. To increase the number of nurses capable of leadership, the profession must address 2 critical issues. First, effort must be made to augment faculty and students' conceptualization of nursing such that leadership is seen as a dimension of practice for all nurses, not just those in formal leadership roles. In so doing, leadership identity development would be seen as a part of becoming an expert nurse. Second, a comprehensive conceptual framework for lifelong leadership development of nurses needs to be designed. This framework should allow for baseline leadership capacity building in all nurses and advanced leadership development for those in formal administrative and advanced practice roles. The knowledge and skill requirements for quality improvement and patient safety have been explored and recommendations made for Quality and Safety Education for Nurses, but parallel work needs to be done to outline educational content, objectives, and effective pedagogy for advancing leadership development in nursing students at all levels.
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Affiliation(s)
- Elaine S Scott
- East Carolina Center for Nursing Leadership, East Carolina University, Greenville, NC 27858, USA.
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