Purpose
Leadership development is a significant organizational investment and is considered a foundation for a culture change process. In a highly disruptive environment, higher education administrators are investigating the potential benefits of this investment. Specifically, while the great recession was underway in 2010, and with a backdrop of continuous enrollment decline, a business school in a public university in the USA utilized an experimental design to test a globally recognized business model for leadership development and its impacts on leadership effectiveness. The paper aims to discuss these issues.
Design/methodology/approach
The intervention included a two-day training session followed by a year-long process for cementing in learning, while examining ensuing leadership effectiveness. Potential control variables in the model included measures of four dimensions of leadership fitness which were defined as the physical, socio-emotional, spiritual and mental dimensions. When the leadership development intervention showed promising results the business school forged ahead to implement a culture change process based on the leadership development intervention to foster teamwork and innovation.
Findings
As a longitudinal implementation and assessment process, subsequent results of the culture change process spurred year over year increases in enrollments, student retention, student placement, along with consistently escalating faculty research and academic program rankings. The culture change process spread organically from the business school throughout the university as a whole with similar positive impacts.
Research limitations/implications
Implications, including an assertion that leadership development is a viable tool for higher education’s organizational sustainment are discussed.
Originality/value
Future research opportunities of institutional outcomes in higher education due to a systemic investment in annual culture enhancement are also discussed.
Purpose -Most rescue squad members, both in the city and in rural areas, serve on a volunteer (unpaid) basis. It has been widely reported and observed that the number of Emergency Medical Technician (EMT) volunteers is falling in communities across the USA. Meanwhile, internationally, the need for emergency services volunteers is increasing as government support dwindles in these uncertain economic times. The purpose of this paper is to determine how to keep EMT volunteerism at desired levels and provide recommendations for increasing recruitment and retention. Design/methodology/approach -The paper examines what motivates people and why people volunteer in general, beginning with a discussion of citizenship participation and international EMS, then reviewing general and volunteer motivation theories, and finally focusing on volunteer EMT motivation/retention theories in particular. Research studies in two diverse locations (one urban, one rural) are then implemented to survey volunteer EMT motivations and priorities, to find what stimulates EMTs to join and continue to participate in rescue squad operations. Findings -Theoretical explanations and research results are analyzed to determine the implications for both recruitment and retention of volunteer EMTs. Originality/value -Based on these findings, the remainder of the article is dedicated to the practical application of strategies which are easily implemented and cost-effective for any volunteer EMT organization, regardless of locale or country of origin. Utilization of these strategies is both timely and relevant, because few communities' operational budgets can absorb the costs of hiring additional professional EMTs.
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