17. Transformational, Transactional and Passive-Avoidant Leadership Characteristics of a Surgical Resident Cohort - Analysis Using the Multifactor Leadership Questionnaire

The Impact of Youth Sports on Leadership Styles in the Hospitality Industry

“…Hotel leaders can reward employees work performance with additional job tasks and other incentives to promote productive behavior among employees in the work environment (Horwitz et al, 2008).…”

“…Lodging leaders can understand employees' needs, and attempt to satisfy those needs to transfer employees' behavior to meet the lodging firms vision (Horwitz et al, 2008).…”

“…Transformational leadership was introduced as an expansion to transactional leadership in the 1990's and gained recognition in lodging firms in the early 2000's; transformational leadership is still relevant in today's lodging firms (Horwitz et al, 2008;Bass & Avolio, 2004).…”

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

“…One definition of transformational leadership is that it emphasises satisfying basic needs and meeting higher desires though inspiring followers to provide newer solutions and create a better workplace (Eagly & Carli, 2003;Horwitz et al, 2008;Marturano & Gosling, 2008;Patiar & Mia, 2009). A strong component of transformational leadership is the concept of becoming a charismatic leader.…”

A Retrospective Study of Academic Leadership Skill Development, Retention and Use: The Experience of the Food Systems Leadership Institute

“…With subsequent seed funding from the W. K. Kellogg Foundation, the FSLI (The Food Systems Leadership Institute, n.d.) was then created in 2005 to provide intensive leadership education to food system leaders from academic institutions, as well as government stakeholders, and related industries (Bryan, 2008;Food Systems Leadership Institute, n.d.;O'Sullivan, 2008). Working from the initial competencies and recognizing leadership has long been acknowledged as a skill of fundamental importance for success in a variety of fields, including public health (Fernandez & Steffen, 2013;Halverson, Mays, Kaluzny, & House, 1997;Institute of Medicine, 1988;Institute of Medicine, 2003a;Institute of Medicine, 2003b;Umble, et al 2005;Uno & Zakariasen, 2010), medicine (Chaudry, Jain, McKenzie, & Schwartz, 2008;Cummings et al, 2010;Gifford, Zamuto, & Goodman, 2002;Horwitz et al, 2008;Lattore & Lumb, 2005;Levinson et al, 2002;Loop, 2009) and academia (Kekale, 2003;Sugden, Valania, & Wilson, 2013;Williams & Olsen, 2009), the FSLI Directors created a curricula aiming to build leadership skills that were not bounded by or limited to a specific profession. Of the 20 leadership competencies targeted in the FSLI program, (see Table 1) a majority also form the curricular core of the Maternal and Child Health Public Health Leadership Institute (Fernandez, Noble, Jensen, & Steffen, 2015;Maternal and Child Health Public Health Leadership Institute, n.d.), nearly half serve as the curricular foundation for the American College of Obstetricians and Gynecologists (ACOG) National Leadership Institute (ACOG Leadership Institute, n.d.; Fernandez, Noble, Jensen, & Chapin, in-press), and are also highly similar to the Maternal and Child Health Leadership Competencies (MCH Leadership Competencies, 2012), published by the Federal Maternal and Child Health Bureau.…”