ライフサイエンスコーパス: leadership

1 (500 ICUs); 99% of respondents were nursing leadership.

2 n and malignant esophageal disease under his leadership.

3 urces and staffing, and a lack of supportive leadership.

4 s benefited immeasurably from his remarkable leadership.

5 today's environment, including departmental leadership.

6 equity, evidence, accountability, and global leadership.

7 are, and thus have an important role in team leadership.

8 m into the American Neurological Association leadership.

9 ublic schools demand a bold brand of teacher leadership.

10 , Echo, was high on elements associated with leadership.

11 and transparency, and strengthened normative leadership.

12 stresses are important, combined with local leadership.

13 nd focus on areas that required unique NHLBI leadership.

14 yle may also be related to satisfaction with leadership.

15 rgely consistent across different domains of leadership.

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

17 y resuscitation measures and inferior female leadership.

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

19 s built by crowdsourcing the Allergy Academy leaderships.

20 ) intensification of political attention and leadership; (2) promotion of parent voice, supporting wo

21 (54.2% vs 4.3%, p = 0.001), and had surgeon leadership (40.9% vs 13.0%, p = 0.067).

22 immediately after the separation, a unified leadership, a strongly supportive membership, and a skil

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

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

25 countries, effective political and surgical leadership, access to country-specific surgical disease

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

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

28 Leadership and accountability for child survival should

29 ture, including efforts in planning, policy, leadership and advocacy, workforce training and developm

30 I celebrate how good leadership and an effective staff enabled its energetic

31 , women have been well represented in ASCB's leadership and as symposium speakers at the annual meeti

32 ramework that places a firm focus on African leadership and capacity building as guiding principles f

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

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

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

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

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

38 has implications for the origin of coercive leadership and for reproductive skew theory.

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

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

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

42 Key components of the toolkit are local leadership and integration of social and ecological well

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

44 and equipment; management issues (including leadership and interpersonal relations among staff), and

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

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

47 ortant thinking and research on the roles of leadership and national culture in understanding organiz

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

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

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

51 da-setting, policy formulation and adoption, leadership and partnership, implementation, and evaluati

52 care requires fresh thinking about clinical leadership and responsibilities to ensure that the uniqu

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

54 cross-border externalities, and fostering of leadership and stewardship) versus country-specific aid.

55 ountability systems would support government leadership and stewardship, constrain the influence of p

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

57 findings reveal a clear relationship between leadership and stress, with leadership level being inver

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

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

60 s central to means-end reasoning involved in leadership and to the construction of ideologies that ra

61 e.g., temperament, emotions, aggression, and leadership), and psychological well-being.

62 munity is fragmented, does not have unifying leadership, and is missing guiding institutions.

63 erstanding, cultural solidarity, enlightened leadership, and opportunities for participation and fres

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

65 for quality of care, nurse manager ability, leadership, and support, and nurse-physician relations).

66 overcome bottlenecks for scale-up; national leadership, and technical capacity to integrate and impl

67 The mechanisms behind leadership are therefore important for understanding its

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

69 supporting the hypothesis that meritocratic leadership arises spontaneously between dyadically inter

70 .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

71 Support from academic and administrative leadership, as well as national organizations, will be n

72 Masur Senior Leadership Award is a tremendous honor.

73 the Cardiac Arrest Simulation test score and Leadership Behavior Description Questionnaire for leader

74 lls was independently associated with better leadership behavior.

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

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

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

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

79 ed to investigate associations between SCNs' leadership behaviours and worker and patient-related saf

80 Previous studies tended to focus on the leadership behaviours of nurses in relation to staff job

81 e findings indicate the relevance of several leadership behaviours of SCNs for ensuring a safer ward

82 e aim of the two studies was to identify the leadership behaviours of senior charge nurses that are (

83 Second, leadership by postreproductively aged females is especia

84 5 behaviors (communication, cooperation, and leadership), calibration improved most rapidly across th

85 e influence of voice pitch on perceptions of leadership capacity is largely consistent across differe

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

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

88 ds but must be accompanied by organizational leadership commitment to sustaining the lean culture in

89 regional momentum would benefit from global leadership, commitment, and support.

90 most frequently accomplished with vigilance, leadership, communication, and/or coordination.

91 , cultivation of relationships with the NIDR leadership, consulting of members on an NIDR expert pane

92 Improved team leadership, coordination, collaboration, engagement, and

93 nsus process and submitted for review to the leadership council of the Society of Critical Care Medic

94 r Institute Clinical Trials Planning Meeting leadership council.

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

96 Depending on what factors contribute to leadership, despotic decisions could either improve deci

97 A more nuanced debate about leadership development and greater diversity in the prov

98 Leadership development has been advocated as being cruci

99 To stimulate debate about the nature of leadership development in a range of health care setting

100 This has focussed attention on the leadership development of nurses and other health care s

101 Using Foucault's concept of episteme, leadership development policy is examined in context and

102 As part of the 2011 to 2012 Leadership Development Program (LDP) of the American Soc

103 glish NHS of late and fostered the growth of leadership development programmes founded on competency

104 , requiring lasting mentorship, coaching and leadership development, including individual commitment

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

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

107 Leadership education and certification were assessed sep

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

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

110 of behavioral change in these groups during leadership events.

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

112 s influence knowledge translation, including leadership, fidelity monitoring, and divergent stakehold

113 dy one demonstrated the relevance of the MPS leadership framework for nurses at hospital ward level.

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

115 mon conflation of the terms "dominance" and "leadership." From a theoretical perspective, if social r

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

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

118 tious Diseases, the Antibacterial Resistance Leadership Group (ARLG) is tasked with developing a clin

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

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

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

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

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

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

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

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

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

128 rmaceutical Development (IQ) Drug Metabolism Leadership Group.

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

130 Recently, leadership has been documented in a population of bottle

131 r, instead of being conflated, dominance and leadership hierarchies are completely independent of eac

132 s to food, our results imply that the stable leadership hierarchies in the air must be based on a dif

133 Our results suggest that the leadership hierarchies observed in previous studies coul

134 Arguably, his leadership, his students, and the establishment of immun

135 Training programs are leadership hubs, and should be targeted to develop futur

136 appropriate support, facilitation and strong leadership if these practices are to flourish.

137 nursing care achieves exemplary practice or leadership in 5 areas.

138 a potential mechanism for the maintenance of leadership in a highly dynamic fission-fusion population

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

140 titute for Health Research Collaboration for Leadership in Applied Health Research and Care for Birmi

141 titute for Health Research Collaboration for Leadership in Applied Health Research and Care for Cambr

142 titute for Health Research Collaboration for Leadership in Applied Health Research and Care programme

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

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

145 for Healthcare, and NIHR Collaborations for Leadership in Applied Health Research and Care.

146 f pediatric research have damaged our global leadership in biomedical research and hobbled economic g

147 jor component of a three year programme (the Leadership in Compassionate Care Programme, LCCP) seekin

148 the marketing based benefits that accrue to Leadership in Energy and Environmental Design (LEED) bui

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

150 ersity of amenities was derived by using the Leadership in Energy and Environmental Design's neighbor

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

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

153 Religious leadership in Israel, with its formidable political infl

154 ion, then social structure could also affect leadership in large, swarm-like groups, such as fish sho

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

156 l ways for intensive care clinicians to take leadership in reining in health-care costs.

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

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

159 iety, they should now move forward to assume leadership in the effort to integrate clinical evidence

160 OM recommendations and demonstrate the AHA's leadership in the field.

161 of the MD/PhD program is necessary to ensure leadership in translational research.

162 performance-based financing; and (3) dynamic leadership including innovation and community empowermen

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

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

165 of the size of the problem; strengthening of leadership, intersectoral collaboration, and resource mo

166 Leadership is a key consideration in improving nursing h

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

168 Good leadership is central to the provision of high quality n

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

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

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

172 Visionary political leadership is needed to curb the rise of MDR and XDR tub

173 Urgent global action and leadership is needed to help countries to more effective

174 Strong leadership is needed worldwide and in countries.

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

176 Leadership is required to instil the values needed to ca

177 tionship between leadership and stress, with leadership level being inversely related to stress.

178 l preferences that optimize group decisions, leadership may be an inevitable consequence of heterogen

179 estionnaires were distributed during nursing leadership meetings and were returned in person (in seal

180 ing of early career professionals and senior leadership members of American College of Cardiology com

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

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

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

184 idents and influence trends in the neurology leadership network.

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

186 atric sedation is no longer solely under the leadership of anesthesiologists.

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

188 Despite the leadership of cardiovascular medicine, very few guidelin

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

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

191 where Asian countries need to assume greater leadership of our global village councils.

192 ties Collaborative (CCSC), consisting of the leadership of the American Association of Critical-Care

193 ties Collaborative (CCSC), consisting of the leadership of the American Association of Critical-Care

194 e diagnosis of personality disorder than the leadership of the DSM-5 anticipated.

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

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

197 The leadership of the surgical community is actively engaged

198 Indeed, the leaderships of many professional scientific organization

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

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

201 There is no single formula for successful leadership or unique phenotype for successful leaders.

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

203 = -0.38 and r = -0.40, for coordination and leadership; P < 0.05).

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

205 g, feeding-back local data, fostering strong leadership (particularly at attending level), and instil

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

207 regard to cardiopulmonary resuscitation and leadership performance.

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

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

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

211 gths or lower costs, or for individuals in a leadership position.

212 Here we discuss the requirements for leadership positions in neurology and those personal qua

213 y the election of pediatric hepatologists to leadership positions in the American Association for the

214 Not examined is their involvement in leadership positions in the field.

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

216 he final model for specialty, academic rank, leadership positions, publications, and research time.

217 y only increases as policy makers advance to leadership positions.

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

219 Two important leadership posts in American neurology are the president

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

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

222 rime Time includes case management and youth leadership programs.

223 nd 179 supervisees completed the Multifactor Leadership Questionnaire and a demographic survey.

224 Higher leadership ratings were associated with sufficient infor

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

226 Restoration of academic excellence and leadership required that young German-speaking dermatolo

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

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

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

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

231 S health care system is in jeopardy, and its leadership role in medical research will decrease.

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

233 ment predictors for those in this first-line leadership role.

234 stribution pattern with the point guard in a leadership role.

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

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

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

238 the likelihood of success and fulfillment in leadership roles.

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

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

241 Intramural funds from the Leadership Sinai Centre for Diabetes.

242 Continuing education (280, 26.7%), leadership skills (197, 18.8%), and scientific developme

243 ar regressions were performed to examine how leadership skills affect quality of cardiopulmonary resu

244 There is an association between team leadership skills and cardiac arrest simulation test sco

245 ims to explore the relationship between team-leadership skills and quality of cardiopulmonary resusci

246 Less is known about the leadership skills of senior charge nurses that are effec

247 ip skills.Teams led by leaders with the best leadership skills performed higher quality cardiopulmona

248 Developing leadership skills should be considered an integral part

249 nd contribute to the evidence base for their leadership skills training.

250 f nursing work, as well as communication and leadership skills.

251 rship Behavior Description Questionnaire for leadership skills.

252 correlations elicited factors affecting team-leadership skills.Teams led by leaders with the best lea

253 Excessive turnover (both in project and ICU leadership), staff morale issues, lack of respect among

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

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

256 leaders as employing largely transformative leadership strategies, differences existed in leader-sta

257 leader-staff congruence in interpretation of leadership style and as related to the role of the leade

258 es and supervisors perceive the supervisor's leadership style may also be related to satisfaction wit

259 There is evidence that transformational leadership style promotes nursing excellence.

260 Only 3 topics (leadership styles, team building, and roles of innovatio

261 topics: negotiation and conflict resolution; leadership styles; health care legislation; principles o

262 d an unprecedented response, the failures of leadership suggest the need for innovative reforms.

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

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

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

266 el barriers to effective implementation: (1) leadership support for implementing quality improvement,

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

268 e associated with successful implementation: leadership support, engagement of front-line staff in pr

269 Leadership takes many forms and varies hugely according

270 liminary data on the usability of a standard leadership taxonomy (Yukl et al., 2002), and the related

271 liminary data on the usability of a standard leadership taxonomy, and the related MPS questionnaire,

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

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

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

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

276 hnology; the transgenic papaya story; and my leadership time at USDA in Hawaii.

277 , institute, or department, and stability of leadership to assure valuable experiential observations.

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

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

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

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

282 ations are bringing energy, perspective, and leadership to the process of translational research.

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

284 , involvement of multidisciplinary teams and leadership, use of designated skin champions, ongoing st

285 In study two, self ratings of leadership (using the MPS) from 15 senior charge nurses

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

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

288 Strong managerial leadership was crucial to enact the new practices and tu

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

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

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

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

293 neurology, the American Academy of Neurology leadership was ultimately savvier at political manoeuvri

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

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 agencies of the UAE and provide the nation's leadership with country-specific environmental health da

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

299 dress prescribing etiquette and use clinical leadership within existing clinical groups to influence

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