ライフサイエンスコーパス: leadership

1 al but least recognized skills in scientific leadership.

2 women can more easily fall from positions of leadership.

3 enges in achieving gender parity in academic leadership.

4 eful blending of managerial and facilitative leadership.

5 today's environment, including departmental leadership.

6 y resuscitation measures and inferior female leadership.

7 t effect on patient care through better team leadership.

8 and transparency, and strengthened normative leadership.

9 t little is known about the whys and hows of leadership.

10 e the empirical link between personality and leadership.

11 p in a terrorist faction, or direct links to leadership.

12 (500 ICUs); 99% of respondents were nursing leadership.

13 n and malignant esophageal disease under his leadership.

14 g civil society advocacy, and keen political leadership.

15 y, there remains a sex disparity in surgical leadership.

16 the Society to participate in its volunteer leadership.

17 ors to directly assess the predation cost of leadership.

18 s built by crowdsourcing the Allergy Academy leaderships.

19 4) recognition and clear communication from leadership; 5) acknowledgment of and strategies for addr

20 Most fellows indicated having strong program leadership (75.2%), positive work-life balance (69.2%),

21 ng and resource adequacy, adjusted staffing, leadership ability and level of implicit rationing of nu

22 f Rationing of Nursing Care), perceptions of leadership ability and staffing resources (Practice Envi

23 tural interventions that hold medical school leadership accountable are needed to achieve and maintai

24 ve question entails behavioral plasticity in leadership across social contexts.

25 We show that unselfish leadership actions make the biggest difference for rule

26 d WHO for nurses to move to higher levels of leadership, advocacy, and policy making (ie, national ca

27 included individual factors, supervision and leadership and 'other' factors (i.e., funding, planning

28 he author also evaluates the role of program leadership and administration during this health crisis.

29 With leadership and community mobilization, TB control is imp

30 ease Control and Prevention (CDC) to provide leadership and coordination in integrating new technolog

31 ent nexus; (3) remake, do not simply revise, leadership and coordination; and (4) make interventions

32 Overall, our models shed light on why leadership and decision-making hierarchies are widesprea

33 th the community, to strengthen service user leadership and ensure that the content and delivery of m

34 retic notion of transfer entropy to quantify leadership and followership in coordination from their m

35 , involve negative consequences for the UK's leadership and governance of health, in both Europe and

36 The building blocks of this framework (leadership and governance, health workforce, health serv

37 nancing, workforce, information systems, and leadership and governance.

38 particularly in education and research, but leadership and health systems stewardship within LMICs a

39 also potentially significant private sector leadership and industry innovation occurring in the abse

40 e with hospital, governmental, and community leadership and international agencies.

41 , I will examine the characteristics of good leadership and leadership training required to succeed a

42 am, indicating the important role that local leadership and local champions play in the success of qu

43 tstanding scientific discovery and inspiring leadership and mentorship in promoting fundamental resea

44 The Leadership and Operations Center (LOC) is responsible fo

45 The LC, in collaboration with the ARLG Leadership and Operations Center, developed procedures f

46 f a successful collaboration with the ARLG's Leadership and Operations Center, Diagnostics and Device

47 As publication activity reflects both leadership and participation in academia, we examined te

48 simulation-based leadership training on team leadership and patient care during actual trauma resusci

49 t flocks and found individual consistency in leadership and speed.

50 ns for their programs and initiatives, their leadership and strategic investment in these priorities

51 atory-based research by providing scientific leadership and supporting standard/specialized laborator

52 was reached through review by working group leadership and the National Cancer Institute Clinical Tr

53 tates and globally and in guiding government leadership and the private sector on back-to-work polici

54 ardized processes, coordination, distributed leadership, and collective learning was used to facilita

55 eas format and usability of CPGs, resources, leadership, and organizational culture were external fac

56 district and facility level, local community leadership, and parent teacher association groups.

57 tions of ARVSPs, suggest resources for ARVSP leadership, and provide a summary of published, successf

58 cience communication, moral decision-making, leadership, and stress and coping.

59 teristics of the organizational context, the leadership, and the behaviours of nurses, influenced pat

60 We posit that such forms of leadership are particularly important when resource user

61 d vaccines, coupled with visionary political leadership, are still our best chance to change the unac

62 advocacy role of civil society and political leadership around poverty and stunting reduction since t

63 .78, 95% CI 0.65-0.93, P = 0.0059], clinical leadership (aRR 0.86, 95% CI 0.74-0.9932, P = 0.0401), a

64 sians and were equally motivated by work and leadership as South Asians.

65 Investment and leadership at all levels to intervene on the multiple ca

66 Leadership at the board and executive levels across the

67 sertiveness, which consistently mediated the leadership attainment gap between East Asians and South

68 ms and scope of the problem, we compared the leadership attainment of the two largest Asian subgroups

69 Masur Senior Leadership Award is a tremendous honor.

70 scitations were video recorded and coded for leadership behaviors and patient care.

71 as a significant difference in post-training leadership behaviors between the intervention and contro

72 t between training and patient care suggests leadership behaviors mediate an effect of training on pa

73 rsuing since starting in August 2009 and the leadership behaviors we have adopted that enable our col

74 test for post-training group differences in leadership behaviors while controlling for pre-training

75 anagers' clinical leadership was enhanced by leadership behaviour based on the clinical and scientifi

76 managers' habitus influences their clinical leadership behaviour in patient safety practices.

77 ir professional background on their clinical leadership behaviour remains unclear.

78 levels of risk theme demonstrated engendered leadership beliefs, that is, when clinical judgment prov

79 e absence of integration of African data and leadership by African institutions.

80 ire that evaluated seven factors (empowering leadership by physicians, interdisciplinary reflection,

81 Second, leadership by postreproductively aged females is especia

82 r greater awareness of adolescent health and leadership by professional associations.

83 e of such warfare in some human societies is leadership by self-serving individuals that reap the ben

84 Leadership can be effective in promoting cooperation wit

85 ading Edge Endowment Fund (LEEF), Don Rix BC Leadership Chair in Genetic Medicine, National Institute

86 levance for guideline committees, laboratory leadership, clinicians, and patients.

87 urgeons are deserving of additional national leadership consideration as organized medicine pursues a

88 r Institute Clinical Trials Planning Meeting leadership council.

89 Survey questions focused on course leadership, curricular structure, course content, and ed

90 n offensive and defensive warfare: by strong leadership, discipline, rewards and punishments, strong

91 ing workforce diversity, (2) to enhance ASCO leadership diversity, and (3) to integrate a focus on di

92 onal practices, including factors related to leadership (e.g., leaders who communicate a culture of q

93 dy used National Nursing Home Survey data on leadership education and certification and Nursing Home

94 disciplinary workshops and meetings, the NCI leadership embarked on a bold program to systematically

95 decision-making, communication/teamwork, and leadership emerged.

96 ology capable of unveiling the mechanisms of leadership emergence in a human group when leader or fol

97 nance-style leaders; and (iii) sex biases in leadership emergence in modern society.

98 The results indicate that leadership emergence is due both to contextual factors,

99 Drawing on evolutionary theory of leadership emergence, in which dominance and prestige ar

100 g patient safety culture, team building, and leadership engagement.

101 Government leadership, evidence-based programming, country-driven c

102 The CHIC steering committee-consisting of leadership from the four major cooperative trial groups

103 omplements FCTC actions with strengthened UN leadership, full engagement of all sectors, and increase

104 e activities of the Antibacterial Resistance Leadership Group (ARLG) in the area of antibacterial ste

105 ve Committee of the Antibacterial Resistance Leadership Group (ARLG) is to advance knowledge in the p

106 The Antibacterial Resistance Leadership Group (ARLG) Laboratory Center (LC) leads the

107 nd implementing the Antibacterial Resistance Leadership Group (ARLG) scientific agenda by engaging th

108 (SDMC) provides the Antibacterial Resistance Leadership Group (ARLG) with statistical and data manage

109 The Antibacterial Resistance Leadership Group (ARLG), with funding from the National

110 d identified by the Antibacterial Resistance Leadership Group (ARLG).

111 Therefore, the Antibacterial Resistance Leadership Group has identified diagnostics as 1 of 4 ma

112 The Antibacterial Resistance Leadership Group proposes a strategy called MASTERMIND (

113 The Antibacterial Resistance Leadership Group strives to overcome these challenges th

114 rmaceutical Development (IQ) Drug Metabolism Leadership Group.

115 s, 13 members, and 3 additional members of a leadership group.

116 Nonverbal leadership has been mostly investigated in the case of a

117 ort the Society's broad mission, the current leadership has undertaken a strategic plan that initiate

118 While most empirical studies of leadership have focused on behaviour of individuals expl

119 d that phenotypic selection for high and low leadership (HL and LL, respectively) over three filial g

120 IDSA leaders reflect on their paths to IDSA leadership, hoping to help guide members seeking to part

121 influence ICU telemedicine effectiveness: 1) leadership (i.e., the decisions related to the role of t

122 n the different functions and expressions of leadership; (ii) the appeal of dominance-style leaders;

123 reticulata) to quantify the heritability of leadership in a cooperative context, and determine the b

124 We believe editorial roles are markers of leadership in a field.

125 for Health Research (NIHR) Collaboration for Leadership in Applied Health Research and Care (CLAHRC)

126 s College London, and NIHR Collaboration for Leadership in Applied Health Research and Care North Tha

127 ry Research Programme, and Collaboration for Leadership in Applied Health Research and Care South Lon

128 (HTA) programme, and NIHR Collaboration for Leadership in Applied Health Research and Care South Wes

129 titute for Health Research Collaboration for Leadership in Applied Health Research and Care, UK Medic

130 and predates the imperative of ID physician leadership in ASP.

131 ation, life cycle environmental impacts, and Leadership in Energy and Environmental Design (LEED).

132 ascular community to build on its pioneering leadership in evidence-based medicine through major init

133 "looking down on" followers is intrinsic to leadership in humans, but that the expression of contemp

134 Religious leadership in Israel, with its formidable political infl

135 The major cost of leadership in moving animal groups is assumed to be pred

136 The mechanisms underlying the emergence of leadership in multi-agent systems are under investigatio

137 Drawing on recent work on leadership in organizational behavior, we propose that v

138 managers' habitus influenced their clinical leadership in patient safety practices.

139 Biology Sandra Masur Senior Award recognizes leadership in scientific accomplishments and in mentorin

140 Also, ASCO could provide needed leadership in the cancer community on this issue.

141 Opportunities for leadership in the specialty of infectious diseases (ID)

142 In this paper we study the emergence of leadership in the specific scenario of a small walking g

143 specific mechanisms driving the emergence of leadership in this context.

144 nge the stillbirth trend include intentional leadership; increased voice, especially of women; implem

145 fic mentoring which focused on strengthening leadership, increasing the volume and equity of communit

146 anding assumption in social behavior is that leadership incurs costs as well as benefits, and this tr

147 Leadership, infrastructure, and culture are key institut

148 reatest discordance were regarding physician leadership, interdisciplinary reflection, and not avoidi

149 Leadership is also a prominent research topic in the bio

150 gagement with local government and community leadership is an essential mechanism to provide details

151 under-representation of women in boardrooms, leadership is an important theme in current human social

152 ical descriptions of health systems, and how leadership is best applied in medical communities and so

153 r societies with writing systems, hereditary leadership is documented as one of the hallmarks of earl

154 Thus, leadership is driven by the "social susceptibility" of t

155 gages frontline providers and administrative leadership is essential for success.

156 Strong leadership is needed worldwide and in countries.

157 faster and become better navigators, even if leadership is not initially due to navigational ability.

158 Leadership is required to instil the values needed to ca

159 ed to rise to positions of national surgical leadership is scarce and merit alone does not always yie

160 f job satisfaction such as working shift and leadership, job performance, organizational commitment,

161 y in the school-wide network, the higher his leadership-job placement will be.

162 It is also recommended that SER leadership learn from existing associations and scientif

163 tfalls in diverse representation within IDSA leadership led to concentrated efforts to enhance transp

164 at often interact with systems hardware: (1) leadership, management, and governance processes and (2)

165 Here we investigate how the structure, leadership, movement dynamics, and foraging performance

166 ences, including variation in the structure, leadership, movement dynamics, and functional capabiliti

167 ID and CCM program leadership nationwide must recognize these trends and th

168 ation of women in HF guidelines and HF trial leadership need to be addressed.

169 e to meet emerging scientific, clinical, and leadership needs; and (4) develop and position a new too

170 y stakeholders (physicians, nurses, hospital leadership, nurse managers, information technology staff

171 cally distributed using Survey Monkey to the leadership of 27 identified critical care organizations

172 epartment of Epidemiology in 1970, under the leadership of Abraham Lilienfeld.

173 hemical Society (DChG) under the charismatic leadership of August Wilhelm von Hofmann, who attracted

174 medical students, real life female physician leadership of cardiopulmonary resuscitation is not assoc

175 Despite the leadership of cardiovascular medicine, very few guidelin

176 That is, until the JBC-then under the leadership of Dr.

177 Individual patient data were provided by the leadership of each trial.

178 of the habitus which influenced the clinical leadership of nurse middle managers in patient safety pr

179 ences in pulse oximeter availability and the leadership of senior doctors in advocating for pulse oxi

180 The quality officers, chairs, and leadership of the 9 surgical departments in our Division

181 been an area of active introspection for the leadership of the Infectious Disease Society of America

182 Tabor's governance and leadership of the JBC, and within the American Society f

183 al interim data by the sponsor, the academic leadership of the study recommended termination of the t

184 Here, we show that leadership of this kind can also explain the evolution o

185 We show that leadership of this kind, when combined with inequalities

186 The QI package included improving hospital leadership on intrapartum care, building health workers'

187 of Foods Data Systems (INFOODS) has provided leadership on the development and use of food compositio

188 hing strategies; context-specific variables; leadership opportunities for resident in the case; and s

189 s and measles, and was enriched with several leadership opportunities.

190 incentives for global agreement, coordinated leadership, or aggregated information about the populati

191 = -0.38 and r = -0.40, for coordination and leadership; P < 0.05).

192 Our results thus imply strong benefits of leadership particularly when groups experience time pres

193 By analysing leadership patterns of all-male African savannah elephan

194 lly modifiable factors within the domains of leadership, perceived value, and organizational structur

195 ditionally, female-only teams showed a lower leadership performance in different domains and fewer un

196 regard to cardiopulmonary resuscitation and leadership performance.

197 stigators, and offer cardiovascular division leadership perspectives regarding K awards in the curren

198 ey stakeholders (national nephrology society leadership, policy makers, and patient organization repr

199 eved to move Israel to a model international leadership position in health care, education, and resea

200 ation), with women also under-represented in leadership positions (vertical segregation).

201 sentation of women in critical care academic leadership positions and identify targets for improvemen

202 Blackwell graduated, the number of women in leadership positions has remained low until recently.

203 Rationale: Gender gaps exist in academic leadership positions in critical care.

204 Yet, most leadership positions in scientific societies are held by

205 More women are now rising to leadership positions in surgery, both in academics and w

206 s been made in the advancement of women into leadership positions in surgery.

207 te school social networks and placement into leadership positions of varying levels of authority.

208 umber of under-represented minority women in leadership positions remains an opportunity for improvem

209 In academia, however, fewer women reach top leadership positions than those in the political arena.

210 xpansion of opportunities in ID, pathways to leadership positions within the Infectious Diseases Soci

211 ppear disproportionately underrepresented in leadership positions, a problem known as the "bamboo cei

212 of professional development to be elected to leadership positions, be recognized for their work, and

213 e hurdles that impair their development into leadership positions, it is worth considering the divers

214 s confirm increases in female membership and leadership positions, slower but encouraging signals for

215 ikely than South Asians and whites to attain leadership positions, whereas South Asians were more lik

216 uited directly out of graduate programs into leadership positions.

217 ds of students who were placed directly into leadership positions.

218 ial networks strongly predict placement into leadership positions.

219 ups are not likely to advance to decanal and leadership positions.

220 nce in their careers from training to senior leadership positions.

221 ddressed during the conference: diversity in leadership positions; mentoring; modernizing the curricu

222 iews with individuals involved in global ECD leadership, practice, and advocacy, as well as peer-revi

223 ' communication (pre = 1.75 vs post = 3.43), leadership (pre = 2.43 vs post = 4.20), and decision-mak

224 -placing men are low-placing, despite having leadership qualifications comparable to high-placing wom

225 maintain group cohesion, favoring effective leadership rather than group fragmentation.

226 Higher leadership ratings were associated with sufficient infor

227 HUM leadership recognised its value to improve health-care d

228 f these recommendations and their effects on leadership, resources, cohort infrastructure, and traini

229 overnance that is capable of taking a strong leadership role and making it attractive to all partners

230 The health care sector has a leadership role in adopting policies to contribute to im

231 ca's domestic health policies and its global leadership role in areas such as security and developmen

232 Surgeons serve a vital leadership role in driving quality and patient safety in

233 hoc reactions, did not support the clinical leadership role of nurse middle managers.

234 American Heart Association has an important leadership role to encourage and support public policies

235 surgeons (eg, level of comfort, experience, leadership role) and the context (eg, patient safety, ca

236 Chairs regarded their previous leadership roles within the department as invaluable to

237 Through its normative and public health leadership roles, the World Health Organization (WHO) pl

238 Women are grossly underrepresented in leadership roles, with currently no female heads of unit

239 es, and (vi) support for porous and changing leadership roles.

240 w societies can successfully include ECRs in leadership roles.

241 tion score increased from 3 to 3.71 (P=.01), leadership score increased from 2.77 to 3.86 (P<.001), t

242 ture related to competition, friendship, and leadership selection that also make relevant predictions

243 vernance sometimes disempowered departmental leadership, shifted traditional compensation models, red

244 ement activities targeting dialysis facility leadership, staff, and patients conducted from January t

245 was associated with a lower number of secure leadership statements (3 +/- 2 vs 5 +/- 3; p = 0.027).

246 ic identified options to help create the new leadership, strategic planning, coordination, and invest

247 blished IP programs, but they do not specify leadership structure to the same degree as ASP regulatio

248 es the relationships between nurse managers' leadership style and patients' perception of the quality

249 Studies have shown that leadership style is particularly relevant in relation to

250 We further suggest that species-typical leadership styles [16] and social and environmental effe

251 pectives by making a distinction between two leadership styles, prestige and dominance, that have con

252 nvolving stakeholders (5 reviews/overviews); leadership support (5 reviews/overviews); scope of imple

253 pondent characteristics, reported practices, leadership support and relationships with other provider

254 ished in facilities of any size and hospital leadership support for antibiotic stewardship appears to

255 American College of Cardiology, with senior leadership support, assessed the progress of this cohort

256 ers being more receptive than others to such leadership tactics.

257 We established leadership teams, coordinated protocols, and provided re

258 valuation of resident skills: communication, leadership, teamwork, problem solving, situation awarene

259 ations resulted in pronounced differences in leadership tendency with a moderate degree of heritabili

260 Three key tenets of effective surgery leadership that arose from these sessions deal with the

261 and resources, and strong statements by ACNP leadership that embrace diversity as a core value and su

262 journals (e.g., as a marker of epidemiology leadership), the situation merits immediate correction.

263 nd ethnic diversity within academic surgical leadership, the American College of Surgeon (ACS), Ameri

264 thesis that, when nurses were satisfied with leadership, they felt less burned-out and strained in in

265 ified by the country and regional nephrology leadership through the ISN.

266 ory efforts coupled with United Nations (UN) leadership to build international consensus on the futur

267 We call for regulatory and industry leadership to come together to establish a voluntary mor

268 in the technology design process and provide leadership to effectively incorporate the new tools into

269 d over the coming years and must demonstrate leadership to ensure the continued availability of and t

270 g gaps in global political and institutional leadership to meet the shifting challenge.

271 Clinical Practice Guideline Committee (CPGC) leadership to proceed with endorsement development.

272 r mothers and their babies must assert their leadership to reduce stillbirths by promoting healthy an

273 were randomized to a 4-hour simulation-based leadership training (intervention) or standard orientati

274 ed life support training, including team and leadership training and rapid response teams; measuring

275 areer viewpoints and turns the discussion to leadership training in the academic and pharmaceutical i

276 Simulation-based leadership training is thought to improve trauma care; h

277 no robust evidence supporting the impact of leadership training on clinical performance.

278 sess the clinical impact of simulation-based leadership training on team leadership and patient care

279 e the characteristics of good leadership and leadership training required to succeed as a cardiovascu

280 Leadership training resulted in the transfer of complex

281 ide decision making, CDC's pandemic response leadership turned to experts in modeling for assistance.

282 level quality indicators were regressed onto leadership variables in models that also held constant f

283 that achieved the highest consensus include leadership, visibility between patients and nurses, and

284 fect patient care were noted including: ward leadership, ward acuity, use of temporary staff and thei

285 The nurse middle managers' clinical leadership was enhanced by leadership behaviour based on

286 singly evident to many members that the IDSA leadership was less representative of the membership tha

287 s (nonleader condition); across experiments, leadership was marked by either behavioral or physical c

288 he panel consensus for the future of surgery leadership was optimistic while recognizing that the dem

289 instrument for change and strong managerial leadership was paramount to implement and sustain the ne

290 A pigeon's degree of leadership was predicted by its ground speeds from earli

291 Across all trauma resuscitations leadership was significantly related to patient care (b1

292 ance and prestige are seen as dual routes to leadership, we provide a situational and psychological a

293 , recruitment, professional development, and leadership were implemented.

294 The areas of team culture and leadership were poorly addressed.

295 e of the task, whereas they showed only weak leadership when the partner followed more.

296 rs of sustainable financing, governance, and leadership will be necessary to achieve access while pre

297 across countries; (4) strengthening national leadership, with prioritisation of laboratory services;

298 texts, and predicted spatial positioning and leadership within groups as well as differences in struc

299 risk reduction are not mediated by clinical leadership within the ward.

300 articipate in the inaugural Saunders-Watkins Leadership Workshop in May of 2018 at the National Insti