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1 – 10 of 247Ya Luan Hsiao, Eric B. Bass, Albert W. Wu, Melissa B. Richardson, Amy Deutschendorf, Daniel J. Brotman, Michele Bellantoni, Eric E. Howell, Anita Everett, Debra Hickman, Leon Purnell, Raymond Zollinger, Carol Sylvester, Constantine G. Lyketsos, Linda Dunbar and Scott A. Berkowitz
Academic healthcare systems face great challenges in coordinating services across a continuum of care that spans hospital, community providers, home and chronic care facilities…
Abstract
Purpose
Academic healthcare systems face great challenges in coordinating services across a continuum of care that spans hospital, community providers, home and chronic care facilities. The Johns Hopkins Community Health Partnership (J-CHiP) was created to improve coordination of acute, sub-acute and ambulatory care for patients, and improve the health of high-risk patients in surrounding neighborhoods. The paper aims to discuss this issue.
Design/methodology/approach
J-CHiP targeted adults admitted to the Johns Hopkins Hospital and Johns Hopkins Bayview Medical Center, patients discharged to participating skilled nursing facilities (SNFs), and high-risk Medicare and Medicaid patients receiving primary care in eight nearby outpatient sites. The primary drivers of the program were redesigned acute care delivery, seamless transitions of care and deployment of community care teams.
Findings
Acute care interventions included risk screening, multidisciplinary care planning, pharmacist-driven medication management, patient/family education, communication with next provider and care coordination protocols for common conditions. Transition interventions included post-discharge health plans, hand-offs and follow-up with primary care providers, Transition Guides, a patient access line and collaboration with SNFs. Community interventions involved forming multidisciplinary care coordination teams, integrated behavioral care and new partnerships with community-based organizations.
Originality/value
This paper offers a detailed description of the design and implementation of a complex program to improve care coordination for high-risk patients in an urban setting. The case studies feature findings from each intervention that promoted patient engagement, strengthened collaboration with community-based organizations and improved coordination of care.
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Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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Previous cross‐cultural leadership research has provided limited information about Latin American leadership. In an effort to address this gap in the literature, this paper is…
Abstract
Previous cross‐cultural leadership research has provided limited information about Latin American leadership. In an effort to address this gap in the literature, this paper is designed to aid in understanding the similarities in Latin American leadership. The author proposes that the core of Latin American cultures is a common culture, which has a consistent effect on leader behaviors. Based on this common culture, it is proposed that leaders in most Latin American countries can be characterized as traditional leaders (El Patrón). In some countries, leadership is evolving toward a modern conceptualization of leadership, El Líder Moderno. Preliminary data supported the dominance of El Patrón and a movement in Mexico toward El Líder Moderno.
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Albert Puni, Sam Kris Hilton, Ibrahim Mohammed and Eric Sanford Korankye
Innovative climate has now become a necessity to developing creative behaviours amongst employees. Hence, this study examines the mediating role of innovative climate on the…
Abstract
Purpose
Innovative climate has now become a necessity to developing creative behaviours amongst employees. Hence, this study examines the mediating role of innovative climate on the relationship between transformational leadership and organizational performance in a developing context, Ghana.
Design/methodology/approach
The study employs quantitative research approach and cross-sectional survey design to collect data from 400 employees in 10 selected manufacturing companies in Ghana. The data were analysed using descriptive statistics, correlation and macro-PROCESS regression techniques in SPSS.
Findings
It is established that all the dimensions of transformational leadership have direct positive and significant effect on organizational performance. At the same time, innovative climate significantly mediated the causal relationship between all the dimensions of transformational leadership and organizational performance, thus creating indirect effect of transformational leadership on organizational performance which is greater than the direct effect.
Originality/value
This study provides new findings to bridge the gap in the general leadership literature by revealing that innovative climate is an effective mediator in the relationship between the dimensions of transformational leadership and organizational performance in a developing country context. Therefore, this study provides evidence for enhancing organizational performance with transformational leadership through innovative climate.
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Sharon L. Segrest, Eric J. Romero and Darla J. Domke‐Damonte
This conceptual paper explores how the construct of machismo can influence gender‐based discrimination across two cultures; Mexico and the US. First, the relevant literature on…
Abstract
This conceptual paper explores how the construct of machismo can influence gender‐based discrimination across two cultures; Mexico and the US. First, the relevant literature on machismo is reviewed and the construct clarified. Secondly, evidence is presented which indicates that masculine gender roles are not innate, but rather heavily influenced by cultural factors. Hofstede’s cultural dimensions are used to develop propositions about the effect of masculinity on gender‐based discrimination. We suggest propositions designed to explain how programs aimed at eliminating or reducing gender‐based discrimination might be impacted by high levels of cultural masculinity.
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Eric K. Kaufman and Hannah S. Carter
Agricultural leadership programs have been widely supported by both the public and private sector and have been praised for the “networking” they provide. However, is there any…
Abstract
Agricultural leadership programs have been widely supported by both the public and private sector and have been praised for the “networking” they provide. However, is there any community benefit? Could these programs be doing more? This paper provides some insight into these issues by looking at contributions of the related research. First, a connection is made between social capital theory and the value of networking. Then, agricultural leadership programs are discussed in terms of benefits they provide to participants and the communities that they serve. Finally, an application component is proposed for use in agricultural leadership programs as a way of improving the effectiveness for the communities that support them.
Denis Lajoie, Jean-Sébastien Boudrias, Vincent Rousseau and Éric Brunelle
Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator…
Abstract
Purpose
Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested.
Design/methodology/approach
Self-reported data were collected from 1,934 employees of a large public organization.
Findings
Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees.
Research limitations/implications
Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators.
Practical implications
The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors.
Originality/value
This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.
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Eric K. Kaufman, Richard J. Rateau, Keyana C. Ellis, Holly Jo Kasperbauer and Laura R. Stacklin
Needs assessment is the first step in developing a leadership education program. During the spring of 2008 researchers and program planners conducted focus groups sessions with…
Abstract
Needs assessment is the first step in developing a leadership education program. During the spring of 2008 researchers and program planners conducted focus groups sessions with representatives from Virginia’s agricultural community with the goal of assessing the leadership development interests and needs of that community. As one focus group participant shared, “I’ve had leadership programs all along… they didn’t use examples that were real in my world.” The findings of this qualitative study suggest that an agricultural leadership development program should focus on three areas: (a) knowledge of the changing industry; (b) relationship building across industry sectors; and, (c) practical, transferable skill development. The skill areas of interest include creative problem solving, political advocacy, and communication. These findings are similar to previous research on grassroots leadership development, yet they lead to important recommendations for further research and practice.
Eric K. Kaufman, Richard J. Rateau, Hannah S. Carter and L. Rochelle Strickland
One method to develop leaders is through leadership development programs designed specifically for an intended context. The International Leadership Association (ILA) provides…
Abstract
One method to develop leaders is through leadership development programs designed specifically for an intended context. The International Leadership Association (ILA) provides questions for designing programs such programs. This article reflects data collected during the process of developing a leadership program serving the broader agricultural community in Virginia. The International Association of Programs for Agricultural Leadership (IAPAL) reports that programs for leadership development in agricultural contexts typically include 12 seminars over two years, with less than one-third of the seminars agriculturally related. The profile includes sources of financial support and allocation of administrative duties. A survey of agricultural leaders reveals a strong desire for such programming. The stakeholders sought a program including emerging and experienced leaders with travel for on-site experiential learning. The findings have implications for the state and broad leadership development. Those who develop leadership programs for other contexts may benefit from the guiding questions and data.