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What makes a good leader

Aimee van Wynsberghe, Scott Robbins
Many industry leaders and academics from the field of machine ethics would have us believe that the inevitability of robots coming to have a larger role in our lives demands that robots be endowed with moral reasoning capabilities. Robots endowed in this way may be referred to as artificial moral agents (AMA). Reasons often given for developing AMAs are: the prevention of harm, the necessity for public trust, the prevention of immoral use, such machines are better moral reasoners than humans, and building these machines would lead to a better understanding of human morality...
February 19, 2018: Science and Engineering Ethics
Federico Lega, Anna Prenestini, Matilde Rosso
Being largely considered a human right, healthcare needs leaders who are able to make choices and to set directions. Following the recommendations expressed by Gilmartin and D'Aunno's review and roadmap compiled in 2008, today, it is important to acknowledge researchers' contributions to outline this landscape. The realist review of 77 publications answered questions such as "what works, for whom, and in which circumstances" highlighting: the effectiveness and acceptance of transformational and collaborative approaches; professionalism, expertise, and good task delegation within operational teams; distributed leadership, relationships, and social responsibility at a systemic level...
May 2017: Health Services Management Research
Anne Horner
What makes a good nurse leader? Self-belief, a good sense of humour and resilience - that bounce back ability. There are always going to be challenges so it's about how you respond and engage your team.
November 1, 2016: Nursing Management (Harrow)
Jean Amiral, Claire Dunois, CĂ©dric Amiral, Jerard Seghatchian
In the past decade Direct Oral Anti-Coagulants (DOACs), targeting Thrombin or Factor Xa, have enormously facilitated the daily treatment of all relevant patients, including those requiring lifelong therapy. These DOACs have considerable advantages over the use of oral Vitamin K Antagonist (VKA) treatments, in view of having little interferences with food and other medications and also not requiring adjustment for age, gender or weight, with some well-defined exceptions. In this current What's Happening Section we focus on measurements of DiXaIs in plasma using anti-Xa assays, with the objective of providing a tribute to Professor Michel Meyer Samama, who was not only a real leader in this field but, in the past, both authors benefited from his wisdom, as a teacher who dedicated his scientific and professional life (among many other interests in hemostasis, thrombosis and fibrinolysis) to develop and promote methods and strategies for laboratory monitoring of anticoagulants...
October 2016: Transfusion and Apheresis Science
Sophie Blakemore
What makes a good nurse leader? A good nurse leader should be credible, visible, approachable and accessible to staff.
July 2016: Nursing Management (Harrow)
Roland M Valori, Deborah J Johnston
A modern endoscopy service delivers high volume procedures that can be daunting, embarrassing and uncomfortable for patients [1]. Endoscopy is hugely beneficial to patients but only if it is performed to high standards [2]. Some consequences of poor quality endoscopy include worse outcomes for cancer and gastrointestinal bleeding, unnecessary repeat procedures, needless damage to patients and even avoidable death [3]. New endoscopy technology and more rigorous decontamination procedures have made endoscopy more effective and safer, but they have placed additional demands on the service...
June 2016: Best Practice & Research. Clinical Gastroenterology
Elizabeth Smythe, Marion Hunter, Jackie Gunn, Susan Crowther, Judith McAra Couper, Sally Wilson, Deborah Payne
OBJECTIVE: to ponder afresh what makes a good birth experience in a listening manner. DESIGN: a hermeneutic approach that first explores the nature of how to listen to a story that is already familiar to us and then draws on Heidegger's notion of the fourfold to seek to capture how the components of a'good birth' come together within experience. SETTING: primary birthing centre, New Zealand PARTICIPANTS: the focus of this paper is the story of one participant...
June 2016: Midwifery
Marie Hutchinson, Debra Jackson, John Daly, Kim Usher
Intelligent, robust and courageous nursing leadership is essential in all areas of nursing, including mental health. However, in the nursing leadership literature, the theoretical discourse regarding how leaders recognise the need for action and make the choice to act with moral purpose is currently limited. Little has been written about the cognitions, capabilities and contextual factors that enable leader courage. In particular, the interplay between leader values and actions that are characterised as good or moral remains underexplored in the nursing leadership literature...
May 2015: Issues in Mental Health Nursing
John Fowler
No abstract text is available yet for this article.
June 11, 2015: British Journal of Nursing: BJN
Catrine Kostenius, Krister Hertting
The aim of this study was to elucidate Finnish, Norwegian, Russian and Swedish students' reflections and ideas on how interactive technology can be used to promote health in school. The data were collected in the northern part of these four countries, and 630 students aged 13-15 filled out the World Health Organization's 'Health Behavior in School-Aged Children' self-completion questionnaire with one additional open question, which is analyzed in this article (n = 419). The phenomenological analysis resulted in four themes: A sense of control, Balancing enjoyable options, Sharing with others and Learning made easier...
September 2016: Health Promotion International
Katharina Kovacs Burns, Mandy Bellows, Carol Eigenseher, Jennifer Gallivan
BACKGROUND: Extensive literature exists on public involvement or engagement, but what actual tools or guides exist that are practical, tested and easy to use specifically for initiating and implementing patient and family engagement, is uncertain. No comprehensive review and synthesis of general international published or grey literature on this specific topic was found. A systematic scoping review of published and grey literature is, therefore, appropriate for searching through the vast general engagement literature to identify 'patient/family engagement' tools and guides applicable in health organization decision-making, such as within Alberta Health Services in Alberta, Canada...
2014: BMC Health Services Research
Andrew Prahl, Franklin Dexter, Michael T Braun, Lyn Van Swol
Because operating room (OR) management decisions with optimal choices are made with ubiquitous biases, decisions are improved with decision-support systems. We reviewed experimental social-psychology studies to explore what an OR leader can do when working with stakeholders lacking interest in learning the OR management science but expressing opinions about decisions, nonetheless. We considered shared information to include the rules-of-thumb (heuristics) that make intuitive sense and often seem "close enough" (e...
November 2013: Anesthesia and Analgesia
Cyril C Grueter, Bernard Chapais, Dietmar Zinner
Multilevel (or modular) societies are a distinct type of primate social system whose key features are single-male-multifemale, core units nested within larger social bands. They are not equivalent to fission-fusion societies, with the latter referring to routine variability in associations, either on an individual or subunit level. The purpose of this review is to characterize and operationalize multilevel societies and to outline their putative evolutionary origins. Multilevel societies are prevalent in three primate clades: papionins, Asian colobines, and hominins...
October 2012: International Journal of Primatology
John H Zenger, Joseph R Folkman, Scott K Edinger
Peter Drucker and other leadership thinkers have long argued that leaders should focus on strengthening their strengths. How should they do that? Improving on a weakness is pretty easy and straight forward: You can make measurable progress by honing and practicing basic techniques. But developing a strength is a different matter, because simply doing more of what you're good at will yield only incremental improvements. If you are strong technically, becoming even more of a technical expert won't make you a dramatically better leader...
October 2011: Harvard Business Review
Stacey M Conchie, Paul J Taylor, Ian J Donald
Although safety-specific transformational leadership is known to encourage employee safety voice behaviors, less is known about what makes this style of leadership effective. We tested a model that links safety-specific transformational leadership to safety voice through various dimensions of trust. Data from 150 supervisor-employee dyads from the United Kingdom oil industry supported our predictions that the effects of safety-specific transformational leadership are sequentially mediated by affect-based trust beliefs and disclosure trust intentions...
January 2012: Journal of Occupational Health Psychology
Heidi Stensmyren
No abstract text is available yet for this article.
March 30, 2011: Läkartidningen
Ikujiro Nonaka, Hirotaka Takeuchi
In an era of increasing discontinuity, wise leadership has nearly vanished. Many leaders find it difficult to reinvent their corporations rapidly enough to cope with new technologies, demographic shifts, and consumption trends. They can't develop truly global organizations that operate effortlessly across borders. And they find it tough to ensure that their people adhere to values and ethics. The authors assert that leaders must acquire practical wisdom, or what Aristotle called phronesis: experiential knowledge that enables people to make ethically sound judgments...
May 2011: Harvard Business Review
Francesca Gino, Gary P Pisano
What causes so many companies that once dominated their industries to slide into decline? In this article, two Harvard Business School professors argue that such firms lose their touch because success breeds failure by impeding learning at both the individual and organizational levels. When we succeed, we assume that we know what we are doing, but it could be that we just got lucky. We make what psychologists call fundamental attribution errors, giving too much credit to our talents and strategy and too tittle to environmental factors and random events...
April 2011: Harvard Business Review
Jeff Weiss, Aram Donigian, Jonathan Hughes
CEOs and other senior executives must make countless complex, high-stakes deals across functional areas and divisions, with alliance partners and critical suppliers, and with customers and regulators. The pressure of such negotiations may make them feel a lot like U.S. military officers in an Afghan village, fending off enemy fire while trying to win trust and get intelligence from the local populace. Both civilian and military leaders face what the authors call "dangerous negotiations," in which the traps are many and good advice is scarce...
November 2010: Harvard Business Review
Kim D Clark, Jacques Oosthuizen, Susan Beerenfels, Anne-Marie C Rowell
INTRODUCTION: Tambellup is a small rural town in the Great Southern region of Western Australia (WA), approximately 300 km south-east of state capital Perth. Tambellup has a much higher Aboriginal population than the national average and achieved very positive results for year one children in 2007 regional Australian Early Development Index testing. In 2009 the Great Southern GP Network (which has a facilitating role in providing early intervention strategies to families with young children at risk of disadvantage) requested that public health staff at Edith Cowan University, Perth, WA undertake an exploratory study to discover the factors protective of children's development in Tambellup...
July 2010: Rural and Remote Health
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