Journal articles: 'Benefits of leadership'

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Lipley, Nick. "Leadership programme benefits confirmed." Nursing Management 9, no. 9 (February 2003): 4. http://dx.doi.org/10.7748/nm.9.9.4.s5.

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Ross, Colleen A. "The Benefits of Informal Leadership." Nurse Leader 12, no. 5 (October 2014): 68–70. http://dx.doi.org/10.1016/j.mnl.2014.01.015.

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McCarthy, Claudine. "Combined leadership role brings benefits, challenges." College Athletics and the Law 18, no. 4 (July 2021): 12. http://dx.doi.org/10.1002/catl.30896.

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McCarthy, Claudine. "Combined leadership role brings benefits, challenges." Student Affairs Today 24, no. 6 (August 8, 2021): 12. http://dx.doi.org/10.1002/say.30956.

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Lipley, Nick. "Research shows benefits of nurse leadership training." Nursing Management 10, no. 2 (May 2003): 4. http://dx.doi.org/10.7748/nm.10.2.4.s2.

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Harrison, Sarah, and Felicity Waters. "Leadership training brings benefits for older people." Nursing Standard 18, no. 43 (July 7, 2004): 6. http://dx.doi.org/10.7748/ns.18.43.6.s8.

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Kwan, Ho Kwong, Yang Chen, Guiyao Tang, Xiaomeng Zhang, Randy Ki-Kwan Chiu, Hong Kit Yim, and Xiangfan Wu. "Benefits of Empowering Leadership Behaviors for Actors." Academy of Management Proceedings 2020, no. 1 (August 2020): 18614. http://dx.doi.org/10.5465/ambpp.2020.18614abstract.

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Hayward, Simon. "Connecting leadership development to bottom line benefits." Strategic HR Review 10, no. 1 (January 4, 2011): 28–34. http://dx.doi.org/10.1108/14754391111091788.

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FORKNER, D. JUNE. "Benefits and Liabilities." Nursing Management (Springhouse) 27, no. 11 (November 1996): 39???41. http://dx.doi.org/10.1097/00006247-199611000-00009.

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Angood, Peter, and Diane Shannon. "Unique benefits of physician leadership – an American perspective." Leadership in Health Services 27, no. 4 (October 6, 2014): 272–82. http://dx.doi.org/10.1108/lhs-03-2014-0020.

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Purpose – This paper aims to present the argument that effective physician leadership is needed to improve the quality and efficiency of healthcare delivery in the USA and around the world. Design/methodology/approach – This paper is based on an in-depth literature review, interviews with physician leaders and a study of the competencies required for physicians to successfully lead healthcare organizations. Findings – The paper finds that a clear need exists for training to improve specific leadership competencies among physicians, regardless of their career stage or career path. Research limitations/implications – Limited research has been conducted on the value of physician leadership and its impact on quality outcomes and patient safety. Practical implications – This paper establishes the need for physician leadership in healthcare organizations. Social implications – This paper will influence public attitudes within the healthcare sphere on the value that physician leaders can bring to healthcare. Originality/value – This paper fulfils a need for more study on the impact that physician leadership brings to quality and patient care, and establishes the need for physician leaders to obtain specific leadership competencies.

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M, Birasnav, Rangnekar S, and Dalpati A. "Transformational leadership, interim leadership, and employee human capital benefits: an empirical study." Procedia - Social and Behavioral Sciences 5 (2010): 1037–42. http://dx.doi.org/10.1016/j.sbspro.2010.07.232.

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Kim, Myoung Soo, Ji Hye Seok, and Bo Min Kim. "Mediating role of the perceived benefits of using a medication safety system in the relationship between transformational leadership and the medication-error management climate." Journal of Research in Nursing 25, no. 1 (September 24, 2019): 22–34. http://dx.doi.org/10.1177/1744987118824621.

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Background Evidence indicates that applying technology to medication safety will improve the quality of medical services and enhance the medication-error management climate. The perceived benefits of using the medication safety system are an important factor for adopting a system. Aims The purpose of this study was to investigate the mediating role of the perceived benefits of using a medication safety system in the relationship between transformational leadership and the medication-error management climate. Methods A total of 153 staff nurses from 11 secondary or tertiary hospitals in Korea were included. Descriptive statistics, t-tests, analysis of variance, Pearson correlations and multiple regression analyses were used. Results Transformational leadership was significantly correlated with the perceived benefits of the system use ( r = .17, p = .032) and medication-error management climate ( r = .55, p < .001). The perceived benefit of using the medication safety system was a mediator between transformational leadership and the medication-error management climate. Conclusions When chief executive officers construct and implement a medication safety system in their hospitals, transformational leadership can enhance the perceived benefits of system use, which is an important factor that contributes to a positive medication-error management climate.

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Parker, Pamela J. "Quantify technology???s benefits." Nursing Management (Springhouse) 35, no. 2 (February 2004): 41–44. http://dx.doi.org/10.1097/00006247-200402000-00013.

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Buchan, James. "Focus on the benefits." Nursing Management 2, no. 9 (February 1996): 22–23. http://dx.doi.org/10.7748/nm.2.9.22.s16.

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Weaver, John. "The Benefits of Military Experience in National Leadership." Public Administration Review 77, no. 3 (February 17, 2017): 326. http://dx.doi.org/10.1111/puar.12752.

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Pressley, Thomas A. "Educational leadership: benefits of stepping outside the classroom." Advances in Physiology Education 41, no. 3 (September 1, 2017): 454–56. http://dx.doi.org/10.1152/advan.00083.2017.

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Although most educators have their greatest impact in the classroom, the increased need for diverse learning activities has created new opportunities for leadership. Moreover, many Tenure and Promotion Committees are finding that it is no longer sufficient to consider only lecture hours when evaluating a faculty member’s contributions to the teaching mission of an institution. Accordingly, the career path for an educator in a college or professional school is evolving. A newly recruited faculty member may start out with traditional classroom responsibilities, but activities other than lecture, such as flipped classrooms, online resources, and peer-to-peer teaching, may be quickly added to the mix. As faculty members gain experience, they often progress to positions of curriculum design or program review within an institution. Similarly, there is a need for administrators who have participated in a variety of learning activities, and schools frequently recruit for these positions from faculty with such exposure. Many senior faculty members leverage this expertise to regional or national levels by authoring textbooks and online materials or serving on advisory boards, review committees, and governance in professional societies and funding agencies. Excelling in these leadership opportunities can have a profound effect on the success of promotion and tenure applications, and they reward a skill set that extends beyond the teaching and organization needed in the classroom.

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TU, Yidong, Xinxin LU, Wei GUO, and Zhen WANG. "What Benefits Do Ethical Leaders Gain? Ethical Leadership, LMX Mean and Leaders’ Benefits." Acta Psychologica Sinica 46, no. 9 (2014): 1378. http://dx.doi.org/10.3724/sp.j.1041.2014.01378.

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Pounder, James. "Quality teaching through transformational classroom leadership." Quality Assurance in Education 22, no. 3 (July 1, 2014): 273–85. http://dx.doi.org/10.1108/qae-12-2013-0048.

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Purpose – The purpose of this paper is to indicate that transformational classroom leadership has substantial benefits in terms of enhancing the quality of the classroom experience and associated educational outcome in the context of growing criticism of university teaching quality. It also aims to recommend the focus of future research to realise these benefits. Design/methodology/approach – The paper comprises a comprehensive review of literature on the outcomes of transformational leadership in a classroom context and identifies weaknesses in the research thus far. It then indicates an approach to capitalising the potential of this instructional innovation. Findings – Transformational classroom leadership has substantial benefits in terms of enhancing the quality of the classroom experience for both students and teachers. Research limitations/implications – This paper produces substantial arguments in favour of transformational classroom leadership as a means of enhancing teaching quality and educational outcomes. Nevertheless, the paper also recognises that research, thus far, has yet to indicate a systematic way forward to affecting its implementation. Practical implications – The transformational classroom leadership approach advocated in this paper has practical benefits for both students and teachers, especially at the university level. Originality/value – This paper draws attention to the potential benefits of transformational classroom leadership as a means of enhancing the quality of the classroom experience particularly for students. It also indicates a way forward designed to realise the benefits of this instructional approach.

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Scheuer, Cara-Lynn, and Catherine Loughlin. "Seizing the benefits of age diversity: could empowering leadership be the answer?" Leadership & Organization Development Journal 42, no. 3 (February 17, 2021): 495–515. http://dx.doi.org/10.1108/lodj-12-2019-0516.

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PurposeAcknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration model (CEM) of workgroup diversity as a linchpin in the relationship between empowering leadership and performance in age-diverse work groups. While prior research has focused almost exclusively on the impact of transformational leadership in diverse contexts, few studies have found the positive effects of transformational leadership to be diminished in certain age-diverse contexts. Consequently, the authors investigate whether empowering leadership may be a better approach in this context due to its emphasis on accommodating and participative behaviors.Design/methodology/approachUsing survey data gathered from work group members across a wide array of industries (N = 214), the authors test for the moderating effects of empowering leadership on the relationship between age diversity and work group performance and its indirect relationship via information elaboration (while controlling for transformational leadership).FindingsEmpowering leadership positively moderated the direct relationship between age diversity and work group performance and the indirect relationship via information elaboration, whereas transformational leadership had the opposite effect. “Coaching” and “showing concern/interacting with the team” drove the positive effects of empowering leadership, and “personal recognition” and “intellectual stimulation” predicted the negative effects of transformational leadership.Practical implicationsThis research offers insights into how managers can lead age-diverse work groups more effectively (i.e. by utilizing an empowering as opposed to a transformational leadership approach, with a particular emphasis on “coaching” and “showing concern/interacting with the team” behaviors).Originality/valueThe study identifies an “alternative” moderating contingency to the age diversity–performance relationship (empowering leadership).

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Heath, Hazel. "Reviews of costs and benefits." Nursing Management 4, no. 7 (November 1997): 7. http://dx.doi.org/10.7748/nm.4.7.7.s11.

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Sims, Cynthia M. "The Diversity Intelligent Servant Leader: Developing Leaders to Meet the Needs of a Diverse Workforce." Advances in Developing Human Resources 20, no. 3 (June 9, 2018): 313–30. http://dx.doi.org/10.1177/1523422318778009.

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The Problem The ability of organizations to realize diversity remains problematic. To meet the needs of the modern workforce, new diversity and leadership approaches are required. The Solution Diversity intelligence, a promising new human resource development (HRD) tool, leads to enhanced inclusion and equitable treatment in the workplace. Several propositions herein advance that diversity intelligence is an antecedent to the compassionate love servant leadership model. The author describes the potential value diversity intelligent servant leaders provide to society, organizations, leaders, and especially employees with protected class status. This article addresses the implications of the propositions to theory and explores the intersection of servant leadership and diversity and inclusion research streams, practice describes how organizations and HRD professionals can benefit from and implement these arguments, and social impact discusses the benefits society can accrue when all organizational members are engaged, productive and valued. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as leadership and diversity and inclusion scholars and practitioners.

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Seidman, Gabriel, Laurie Pascal, and John McDonough. "What benefits do healthcare organisations receive from leadership and management development programmes? A systematic review of the evidence." BMJ Leader 4, no. 1 (February 4, 2020): 21–36. http://dx.doi.org/10.1136/leader-2019-000141.

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IntroductionLeadership and management training/development programmes have gained increasing institutional attention in healthcare organisations, and they have a wide variety of formats and approaches. However, limited evidence exists about effects of these programmes for the organisations that sponsor them. A minority of healthcare systems in the USA measure the impact of these programmes on organisational metrics such as staff turnover or cost savings. This systematic review sought to answer the question, ‘What evidence exists that leadership and/or management development and training programs yield benefits for health care organizations?’ These benefits could include return on investment, improved productivity/cohesion/teaming, or increased use of specific management skills (eg, strategic planning) that would directly benefit the organisation.MethodsWe followed Preferred Reporting Items for Systematic Reviews and Meta-Analyses guidelines to conduct a systematic review of the relevant literature. We conducted two searches in PubMed and one in ABI/Inform, a business literature database. All articles included for the study were further categorised according to their relevance for answering the research questions, using predefined criteria based on their methodology and reported findings.ResultsOur search included 2462 studies, of which 55 met criteria for inclusion. We identified four potential organisation-level benefits to leadership and management training programmes: benefits to other staff (besides those who participate in the programmes), improved patient safety and satisfaction, tangible benefits from projects that were part of the programme and improved ability/confidence using leadership-related skills by programme participants. However, the research base on this topic is limited.ConclusionAlthough this research identified potential benefits of leadership and management programmes at the organisation level, additional research is needed to make definitive conclusions about their impact.

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Hulsheger, Ute Regina, Ivana Igic, Christopher James Lyddy, Ivana Igic, Chris Reina, Maree Roche, Megan Marie Walsh, and Andreas Wihler. "Benefits of Mindfulness for Leadership, Performance and Work Engagement." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 16542. http://dx.doi.org/10.5465/ambpp.2019.16542symposium.

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Dumont, Lisa Ann. "Developing a Leadership Network: The Benefits of Transforming Relationships." Journal of Physical Therapy Education 12, no. 3 (1998): 18–20. http://dx.doi.org/10.1097/00001416-199810000-00006.

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Niemes, Jim. "Royal Dutch Shell Quantifies the Benefits of Leadership Development." Journal of Organizational Excellence 21, no. 1 (2001): 35–40. http://dx.doi.org/10.1002/npr.1117.

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Beard, J., and A. Gulati. "Benefits of the Educational Leadership Programme for Surgeons (ELPS)." Bulletin of the Royal College of Surgeons of England 102, no. 7 (October 2020): 313–15. http://dx.doi.org/10.1308/rcsbull.2020.130.

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Wright, Michael. "The Importance of Decisive Leadership and Clear Direction During Crisis." International Journal of Entrepreneurship and Economic Issues 4, no. 1 (July 14, 2020): 35–38. http://dx.doi.org/10.32674/ijeei.v4i1.24.

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This essay considers the importance of strong leadership during critical incidents and crisis, including a decisive approach that seeks to understand problems through exploring data and stakeholder feedback, but ultimately leadership's willingness to take ownership, and finally action. This work also sets forth organizational benefits of establishing clear direction, as well as the downfall of failing to provide support.

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Wang, Ziling, Jackson Jinhong Mi, and Bin Liu. "Rebate Decisions and Leadership Strategy in Competing Supply Chain with Heterogeneous Consumers." Mathematical Problems in Engineering 2018 (December 26, 2018): 1–20. http://dx.doi.org/10.1155/2018/2598415.

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Rebate is a traditional type of promotion, and it can benefit manufacturers and retailers with expanded demands. However, the impact of leadership strategy in rebate competition on supply chain members and rebate decision is still somewhat unclear. Our paper focuses on a horizontal competition with respect to both rebate and leadership between two manufacturers selling substitutable products through a common retailer to consumers who are heterogeneous in their price sensitivity. Furthermore, we investigate the impacts of leadership strategy on profits and study rebate decision under different strategies. Our research indicates that Bertrand-Nash game benefits the retailer, but hurts manufacturers, while Stackelberg game benefits manufacturers but hurts the retailer, which shows no difference from previous studies. In addition, the sequential-move Stackelberg game could eliminate the classic prisoners’ dilemma in rebate decision, which is also influenced by fixed cost control.

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DEFEDE, JOHN P., BRENDA E. DHANENS, and NORMAN L. KELTNER. "Cost Benefits of Patient-Controlled Analgesia." Nursing Management (Springhouse) 20, no. 5 (May 1989): 34???37. http://dx.doi.org/10.1097/00006247-198905000-00014.

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Ligon, Kim, and Eula Das. "The benefits of automated nursing documentation." Nurse Leader 2, no. 5 (October 2004): 29–31. http://dx.doi.org/10.1016/j.mnl.2004.07.018.

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Efthimiou, Olivia. "Heroic ecologies: embodied heroic leadership and sustainable futures." Sustainability Accounting, Management and Policy Journal 8, no. 4 (September 4, 2017): 489–511. http://dx.doi.org/10.1108/sampj-08-2015-0074.

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Purpose The purpose of this paper is to demonstrate heroism as an embodied system of leadership and well-being. Heroic leadership is presented as a baseline for sustainable futures and global health. Design/methodology/approach This paper presents an embodied reading of heroic leadership and its sustainable development across five stages. It outlines its core functions, its grounding in self-leadership through physical and mental trauma and its holistic benefits, resulting in the development of the Heroic Leadership Embodiment and Sustainable Development (HLESD) model. The efficacy of HLESD is demonstrated in an empirical case study of heroism promotion and education: the Hero Construction Company and the Heroic Imagination Project. Findings Heroic leadership is revealed as an emergent, dynamic and distributed form of sustainable development. Research limitations/implications This paper demonstrates the critical connections between heroism, sustainability, embodied leadership and well-being and how they stand to benefit from each other, individuals and communities at large. Social implications The implementation of HLESD in educational, counselling and broader contexts in consultation with a wide range of professionals stands to offer significant benefits to pedagogies, clinical practice, holistic therapies and twenty-first-century societies, at both the community and policy level. Originality/value The emerging field of heroism science and the use of heroic leadership as an interdisciplinary tool is a novel approach to well-being, which holds immense potential for the imagining and fostering of sustainable personal and collective futures.

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Schiefelbusch, Richard L. "Integration — Who Benefits?" Australasian Journal of Special Education 11, no. 1 (May 1987): 4–9. http://dx.doi.org/10.1017/s1030011200021655.

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Old ideas give way slowly; for they are more than abstract logical forms and categories. They are habits, predispositions, deeply engrained attitudes of aversions and preference.John Dewey, 1909One of the most difficult tasks faced by the collective leadership of a nation is the design and maintenance of its schools. Leaders must decide what is to be taught, by whom, and who to teach. The membership of the teacher and the student groups, in turn, help determine how the subject matter is to be taught. Thewhat, who, andhowissues are further complicated by rapid changes in cultural values and priorities, political and economic issues and legal interpretations. These complications require strenuous policy discussions and often agonizing reappraisals as the nation’s political leaders interact with their constituents, including groups representing parents, educators, scientists and economists.

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Tafvelin, Susanne, Henna Hasson, Stefan Holmström, and Ulrica von Thiele Schwarz. "Are Formal Leaders the Only Ones Benefitting From Leadership Training? A Shared Leadership Perspective." Journal of Leadership & Organizational Studies 26, no. 1 (May 11, 2018): 32–43. http://dx.doi.org/10.1177/1548051818774552.

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Leadership training most often involves training of formal leaders, and little is known about the potential benefits of leadership training for other members of an organization. Using theories of shared leadership, the current study examined outcomes of transformational leadership training that targets both formal and informal leaders (i.e., both vertical and shared leadership). The training was set in a Swedish paper pulp factory and involved formal and informal leaders participating in 20 days of training over a period of 16 months. Based on employee survey data collected both pre- and postintervention our analyses revealed that both formal and informal leaders significantly improved their transformational leadership behaviors. Interestingly, the improvement in transformational leadership behaviors of formal and informal leaders tended to predict employee efficiency and well-being in different ways. Improvements in formal leaders’ transformational leadership were related to employee well-being, while informal leaders’ increases in transformational leadership were associated with efficiency. The results point toward the benefit of a shared leadership perspective on leadership training and indicate that improvements in transformational leadership may affect employees differently depending on who in the organization displays them.

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Klemm, Rebecca, and Evelyn Jaffe Scbreiber. "Paid and Unpaid Benefits." JONA: The Journal of Nursing Administration 22, no. 3 (March 1992): 52–56. http://dx.doi.org/10.1097/00005110-199203000-00016.

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Desselle, Shane. "Consumer Preferences for Pharmacy Benefits Design and Methods to Fund a Medicare Prescription Drug Benefit." Journal of Managed Pharmaceutical Care 1, no. 3 (April 19, 2002): 15–35. http://dx.doi.org/10.1300/j234v01n03_04.

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Pekmezi, Dori, Lisa Cadmus-Bertram, and Beth Lewis. "Perspectives on the benefits of leadership training for career growth among three mid-career behavioral scientists." Translational Behavioral Medicine 10, no. 4 (August 2020): 896–901. http://dx.doi.org/10.1093/tbm/ibaa061.

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Abstract Participation in the Society of Behavioral Medicine (SBM) Mid-Career Leadership Institute was invaluable in navigating challenges and opportunities experienced by behavioral scientists at key mid-career transitions. Professionals are expected to take on more responsibilities at mid-career, often with minimal guidance and/or relevant training in the requisite leadership skills. The SBM Leadership Institute provided concrete practical strategies for managing time, work email, planning/goal setting, and conflict resolution. The purpose of this commentary is to review the impact of the SBM Leadership Institute on new leadership roles obtained by three SBM Leadership Fellows. Practices adopted as a result of the Leadership Institute will be discussed (e.g., right sizing the workload, “inbox zero,” starting with priority work, and single tasking). The use of these strategies resulted in increased productivity and reduced work stress. Furthermore, one-on-one executive career coaching and participation in our learning community cultivated the direct, effective communication skills needed to take on new leadership roles/projects (e.g., transitioning to department chair, running for SBM board, launching ACSM Exercise is Medicine On Campus program). The leadership projects helped to push Fellows out of their comfort zones and provided excellent opportunities for networking and increased involvement in organizations and professional societies. In sum, the SBM Leadership Institute helped instill the confidence and focus needed to surmount midcareer obstacles and accelerate into the next career phase.

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SIMPSON, ROY L. "Creating a Paradigm Shift in Benefits Realization." Nursing Management (Springhouse) 24, no. 6 (June 1993): 14???16. http://dx.doi.org/10.1097/00006247-199306000-00003.

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FRICK, TRISHA, ANDREA REIN, and VALERIE PARKS. "Benefits of an Automated Narcotic Retrieval System." Nursing Management (Springhouse) 24, no. 7 (July 1993): 57???59. http://dx.doi.org/10.1097/00006247-199307000-00012.

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QUINTERO, JUAN R. "Achieve cost benefits with innovative care management." Nursing Management (Springhouse) 33, no. 4 (April 2002): 35–43. http://dx.doi.org/10.1097/00006247-200204000-00015.

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Lee, N. ‐J. "Learning from abroad: the benefits for nursing." Journal of Nursing Management 5, no. 6 (November 1997): 359–65. http://dx.doi.org/10.1046/j.1365-2834.1997.00032.x.

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Penson, Jenny, and Immy Holloway. "Fringe benefits: alternative medicine in patient care." Nursing Management 9, no. 8 (September 1, 1989): 9–10. http://dx.doi.org/10.7748/nm.9.8.9.s3.

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Shannonhouse, Laura R., Mary Chase Breedlove Mize, M. Elizabeth Lewis Hall, Jamie D. Aten, David C. Wang, Edward B. Davis, and Daryl R. Van Tongeren. "The Behaviors, Benefits, and Barriers of Humanitarian Aid Leader Humility." Journal of Psychology and Theology 47, no. 3 (May 15, 2019): 143–59. http://dx.doi.org/10.1177/0091647119847539.

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This study explores how humility is contextualized in the culture of faith-based humanitarian aid leadership. Consensual Qualitative Research was used to synthesize the personal and observational experiences of 13 humanitarian aid leader exemplars. Characteristics and behaviors of humble leaders are discussed, along with the benefits of humble leadership on aid workers, local partners, and recipients of humanitarian aid services. A theistic dimension of humility is noted along with an outcome pathway for humble practice which considers barriers native to the humanitarian aid context.

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Shakeel, Fahad, Peter Mathieu Kruyen, and Sandra Van Thiel. "Ethical leadership." International Journal of Public Leadership 16, no. 1 (December 24, 2019): 88–108. http://dx.doi.org/10.1108/ijpl-09-2019-0060.

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Purpose The purpose of this paper is to offer a review of the selected literature in ethical leadership synthesizing findings from 45 articles selected from journals on leadership, public administration, organizational behavior, psychology and ethics. Design/methodology/approach Four themes are addressed: the conceptualization of ethical leadership theories, the existence of popular measurement instruments for ethical leadership, findings on ethical leadership in the public sector and outcomes of ethical leadership in terms of benefits and negative consequences. Findings The definition by Brown et al. (2005) is the most frequently used definition, even though recent criticism states that this definition may be too narrow. Ethical leadership is usually measured by means of a survey; however, there are at least three different questionnaires in use. In the public sector, ethical leadership has been linked to both positive outcomes and negative consequences. Research limitations/implications This paper only includes selected academic articles and does not include published books. Originality/value Based on our findings, the authors present recommendations for future research, among others into a broader conceptualization of ethical leadership and the use of mixed methods.

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Richards, Ali. "Exploring the benefits and limitations of transactional leadership in healthcare." Nursing Standard 35, no. 12 (October 22, 2020): 46–50. http://dx.doi.org/10.7748/ns.2020.e11593.

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DeRusso, Patricia A., William J. Greeley, and Joseph W. St. Geme. "Leading from the Middle: Benefits of a Physician Leadership Program." Journal of Pediatrics 219 (April 2020): 4–6. http://dx.doi.org/10.1016/j.jpeds.2019.12.016.

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Roos, Johan. "The benefits and limitations of leadership speeches in change initiatives." Journal of Management Development 32, no. 5 (May 17, 2013): 548–59. http://dx.doi.org/10.1108/02621711311328318.

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Lindebaum, Dirk, and Susan Cartwright. "Leadership effectiveness: the costs and benefits of being emotionally intelligent." Leadership & Organization Development Journal 32, no. 3 (May 10, 2011): 281–90. http://dx.doi.org/10.1108/01437731111123924.

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Rivas, M. Fernanda, and Matthias Sutter. "The benefits of voluntary leadership in experimental public goods games." Economics Letters 112, no. 2 (August 2011): 176–78. http://dx.doi.org/10.1016/j.econlet.2011.04.007.

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Ioannou, Christos C., Florence Rocque, James E. Herbert-Read, Callum Duffield, and Josh A. Firth. "Predators attacking virtual prey reveal the costs and benefits of leadership." Proceedings of the National Academy of Sciences 116, no. 18 (April 15, 2019): 8925–30. http://dx.doi.org/10.1073/pnas.1816323116.

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A long-standing assumption in social behavior is that leadership incurs costs as well as benefits, and this tradeoff can result in diversified social roles in groups. The major cost of leadership in moving animal groups is assumed to be predation, with individuals leading from the front of groups being targeted more often by predators. Nevertheless, empirical evidence for this is limited, and experimental tests are entirely lacking. To avoid confounding effects associated with observational studies, we presented a simulation of virtual prey to real fish predators to directly assess the predation cost of leadership. Prey leading others are at greater risk than those in the middle of groups, confirming that any benefits of leading may be offset by predation costs. Importantly, however, followers confer a net safety benefit to leaders, as prey leading others were less likely to be attacked compared with solitary prey. We also find that the predators preferentially attacked when solitary individuals were more frequent, but this effect was relatively weak compared with the preference for attacking solitary prey during an attack. Using virtual prey, where the appearance and behavior of the prey can be manipulated and controlled exactly, we reveal a hierarchy of risk from solitary to leading to following social strategies. Our results suggest that goal-orientated individuals (i.e., potential leaders) are under selective pressure to maintain group cohesion, favoring effective leadership rather than group fragmentation. Our results have significant implications for understanding the evolution and maintenance of different social roles in groups.

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Camiré, Martin. "Benefits, Pressures, and Challenges of Leadership and Captaincy in the National Hockey League." Journal of Clinical Sport Psychology 10, no. 2 (June 2016): 118–36. http://dx.doi.org/10.1123/jcsp.2015-0033.

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Leadership is often formalized within sport through captaincy, but researchers have yet to examine the realities of captaincy at the highest level of professional competition. The current study examined the benefits, pressures, and challenges of leadership and captaincy in the National Hockey League (NHL). One captain of an NHL team participated in two in-depth interviews, providing thorough descriptions of his first-hand experiences as an NHL captain, including (a) the techniques he uses to manage his media obligations, (b) his role as a communication bridge between players and coaches, (c) the composition of his leadership group, and (d) examples of interactions that occur during player-only meetings. The transition to captaincy was considered an especially challenging and pressure-filled period. Practical implications for sport psychology consultants are discussed in terms of how they can assist captains of elite competitive teams in setting realistic expectations for their leadership role.

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Journal articles on the topic 'Benefits of leadership'

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