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The Family and Consumer Sciences Research Journal (FCSRJ) is a multidisciplinary journal that includes Professional Issues as one of eight topic areas. This paper examined 28 professional issue papers published in FCSRJ between 2009 and 2022. The following eight categories emerged: Early Leaders in Family and Consumer Sciences (FCS); Understanding FCS; Accreditation and Standards; Collaboration, Funding, and Leadership; Current Leaders; Mentoring Students; Mastering the Art of Publishing; and Approaches to Quantitative and Qualitative Research. Overall, this study highlights the potential for diverse voices and formats to enrich the discourse surrounding professional issues. [ABSTRACT FROM AUTHOR]

BACKGROUND: This paper presents the process taken by a nonprofit educational organization to create authentic evaluation tools for Food Education in K‐12 schools. Development was a collaborative effort between organization staff and teachers during an Evaluation Summit. The program background, development of the Summit, and plans for post‐Summit work continuation are described. The Summit included 14 teacher participants (3‐4 per grade band in preK‐1, 2‐5, 6‐8, 9‐12). METHODS: The process of tool development was captured via direct observations and analysis of artifacts (eg, participants' brainstorming chart paper, online development documents) to identify themes in successful approaches and challenges. Additional post‐Summit activities were also captured via surveys and artifacts. Outcomes of this work are outlined, including the challenges in carrying out the creation of authentic assessments that accurately reflect the classroom teaching experience, and the value of in‐person community building in the Food Education space. RESULTS: Key findings relate to the importance of in‐person collaboration amongst teachers, centering students in evaluation, and equity and accessibility in tool development. CONCLUSIONS: Although outlining challenges and outcomes was not an a priori goal of this work, it provides important information for others working in the education nonprofit space—especially as it pertains to new approaches to classroom evaluation. [ABSTRACT FROM AUTHOR]

Background: With the growing integration of technology in education, the adoption of blended learning (b‐learning) has gained attention. B‐learning combines traditional classroom teaching with online components, holding potential to enhance student outcomes and educational efficiency. Yet, current research predominantly concentrates on higher education institutions in urban areas, creating a void in understanding its impact on K‐12 education, particularly in rural settings. Objectives: This qualitative study aims to propose recommendations for successful implementation of blended learning in rural K‐12 areas by addressing the key stakeholders influencing its adoption and identifying the main factors affecting its success. Methods: We performed a content analysis of grey literature documents detailing the implementation of b‐learning in K‐12 education. Additionally, interviews with crucial stakeholders such as teachers, principals, and experts in rural schools in South America provide insights into the challenges and prospects of b‐learning adoption in these contexts. Results and Conclusions: The study identifies pivotal stakeholders for effective b‐learning implementation, outlining their roles and addressing challenges inherent in rural settings. Recommendations for enhancing b‐learning's implementation in developing countries are also proposed. The research underscores the significance of involving diverse stakeholders such as governmental bodies, school leaders, educators, students, and families to ensure a holistic and efficient approach to blended learning. Lay Description: What is currently known about this topic: Blended Learning Definition and Benefits: Blended learning combines face‐to‐face and online instruction, enhancing student engagement and personalization by providing diverse learning pathways.Growth in K‐12 Implementation: Blended learning gained traction in K‐12 education, boosting academic outcomes, driven by recognition of learner diversity and potential in meeting students' needs.Contextual Challenges: Implementation challenges arise in low‐income households and rural areas, including limited access to technology and internet connectivity, impacting student engagement and success. What does this paper add: Focusing on Rural Dynamics: This study helps to fill a gap by investigating blended learning in rural K‐12 settings, spotlighting key players and success drivers in these unique contexts.Recommendations from Various Sources: By combining interviews and grey literature, this research generates comprehensive, practical recommendations grounded in both empirical insights and real‐world perspectives.Insights into Rural Hurdles: This paper extends the discussion on blended learning by addressing specific rural barriers, proposing family involvement, private sector partnerships for training, and tailored pedagogical strategies. Implications for practice or policy: Leadership and Collaboration: Effective school leadership and collaboration with local governments are pivotal for fruitful blended learning implementation, ensuring defined roles, responsibility, and accountability.Adaptable Curriculum Design: An adaptable, centralized curriculum aligns with recommendations, fostering efficient tracking of student progress and enabling customized learning.Engagement‐Centric Pedagogies: Recommendations spotlight interactive, student‐centered teaching methods, tailored to diverse student needs, nurturing active participation and elevated learning outcomes. [ABSTRACT FROM AUTHOR]

There is little documented information on how Systems Engineering (SE) teams are structured with respect to the various SE subdisciplines. This paper provides five possible role‐based structures to aid in filling this knowledge gap and in helping projects structure their own SE teams for success. The five structures range from a simple, single‐role structure to an advanced embedded SE with lead. The paper defines, illustrates, and presents key advantages and disadvantages for the structures. It also presents two real‐world examples to show the value of organizing or reorganizing SE teams to these structures. One focuses on large‐sized and complex waterfall project with a separate SE team restructuring for efficiency and growth opportunities and the other focuses on a medium‐sized and complex Agile project where the SE team restructures for better design definition and schedule efficiencies. Both show how a restructuring helped improve the overall quality of work, the integration with others in the project, and the overall understanding of the systems. [ABSTRACT FROM AUTHOR]

Mergers in higher education are large‐scale, complex organisational change processes seeking to integrate former independent institutions into a new organisational entity. Mergers are often justified by reference to broad overarching goals such as quality, relevance, and efficiency. In practice, mergers entail attempts at organisational integration which can be inhibited by several obstacles, increasing and large internal distances can be such a hindrance to integration. In this paper, we explore how different forms of distance to leadership in the context of higher education can be conceptualised, and how experiences of different forms of distance interrelate. This paper shows that geographical distance can also mask other conceptualisations of distances and that geographical distance can also interact with other forms of distances. The empirical basis consists of data from a large‐scale research project addressing the organisational transformations taking place in Norwegian higher education due to mergers between 2016 and 2017. [ABSTRACT FROM AUTHOR]

This paper intends to evaluate the relationship between corporate social responsibility (CSR), ethical leadership (EL), job satisfaction (JS), and affective commitment (AC). Filtered and entered Statistical Package for the Social Sciences and Amos is a powerful structural equation modeling software helping support research and theories, the data were gathered from 432 participants in Vietnam's hospitality sector. According to study findings, CSR and EL positively impact AC and JS among employees. Moreover, JS is also a vital component that has influenced employees' AC. The study results have managerial implications for improving JS and strengthening the correlation of employees' AC. [ABSTRACT FROM AUTHOR]

Aim: This paper discusses the development and progression of the advanced practice nurse practitioner role in Africa. Background: Providing adequate primary health care is problematic in Africa. The World Health Organization and International Council of Nurses proposed that nurses, specifically advanced practice nurse practitioners with the requisite skills in disease prevention, diagnosis and management, can be key to solving the primary care issue. Sources of evidence: This paper utilized publications from PUBMED, CINAHL, policy papers, websites, workgroups, conferences, and the experiences and knowledge of authors involved in leading and moving forward key events and projects. Discussion: Four African countries have formally adopted the advanced practice nurse practitioner role, with significant interest from countries throughout Africa, and ever‐increasing requests for assistance regarding initiation, development and integration of advanced practice roles. Initiatives to advance the roles have been supported by the International Council of Nurses Nurse Practitioner/Advanced Practice Nurse Network and Global Academy of Research and Enterprise. Next steps and projects for future role development are discussed. Conclusions: There is a progression towards the adoption of the advanced practice nurse practitioner role in Africa, and further mechanisms are suggested to allow full uptake and utilization. Implications for nursing practice: Prioritization and investment in initiatives implementing nurse practitioner/advanced practice nurse roles in Africa allows nurses to pursue further education, advanced role and leadership opportunities consistent with Nursing Now goals. Implications for health policy: Implementation of nurse practitioner/advanced practice nurse roles increases the primary care workforce, consistent with recommendations and priorities in the World Health Organization Global Strategic Directions for Nursing and Midwifery 2021–2025 helping countries ensure that nurses optimally contribute to achieving universal health coverage and other population health goals. [ABSTRACT FROM AUTHOR]

As organizations have recognized their cause/solution relationship with the environment, increasing attention is being given to the role of employees make in achieving green organizational objectives. Even though, business sustainability initiatives are often led by leaders; employee green behavior (EGB) plays a vital role in success of such initiatives. The current paper focuses on relatively less researched topic of EGB. It uses a narrative review approach to develop a multi‐level conceptual framework that draws upon the connectivity of leadership influence at firm and team levels, and how this influences individual level EGB. The paper offers a holistic approach to influencing effective green strategies in organizational contexts. By doing so, it contributes to the larger debate on different dimensions, mechanisms, and levels of environmentally responsible behavior in organizational settings and opens up new avenues for multi‐level and cross‐layer empirical research. [ABSTRACT FROM AUTHOR]

Over the past few decades, scholars have extensively investigated the topic of leadership, contributing to the development of diverse leadership theories and contemporary managerial practice. However, the emergence and renewed focus on societal grand challenges warrant an alternative approach to leadership such as sustainability leadership. Despite the critical importance of sustainability leadership in addressing these global concerns, scholarly research in this field of inquiry, by and large, remained scant and fragmented, lacking conceptual coherence and theoretical integration. While the existing literature provides insights into sustainability leadership characteristics, competencies, behaviors, and actions, it failed to integrate a holistic understanding of how these aspects are connected and affect each other. Accordingly, the purpose of this review paper is to provide conceptual synthesis and critical appraisal of the extant literature on sustainability leadership. Drawing on a systems theory perspective on paradox, we developed an integrative multilevel sustainability leadership framework, which demonstrates the linkages between individual‐level mechanisms (micro), organizational‐level mechanisms (meso), and societal context (macro). The framework explicates the key underlying mechanisms of sustainability leadership functioning embedded in paradoxical tensions to address complex and multifaceted sustainability issues. The paper concludes by offering implications for research and managerial practice and avenues for future research. [ABSTRACT FROM AUTHOR]

Background: Telehealth for paediatric speech and language therapy became one of the most salient modes of service delivery during the COVID‐19 pandemic. Evidence for speech and language therapy services via telehealth in comparison to face‐to‐face delivery demonstrates promising outcomes, and studies have begun to explore practitioner and client experiences. However, across the literature, many critical elements of services are overlooked, and there is a need to frame the evidence base within a theoretical model that can draw out practical implications that consider the range of factors having an impact on clinical implementation in real‐world contexts. The APEASE (Acceptability, Practicability, Effectiveness, Affordability, Side‐effects, and Equity) criteria offer such a model. The current study explored practising UK speech and language therapists' (SLTs) clinical experience of telehealth through the lens of the APEASE criteria and aimed to identify recommendations for future service provision from the practitioner perspective. Methods: An online survey structured using the APEASE criteria was developed in collaboration with the UK Royal College of Speech and Language Therapists. Quantitative data were analysed using descriptive statistics and qualitative data were analysed using reflexive thematic analysis. Results: Four hundred and thirty‐eight qualified and practicing UK paediatric SLTs completed the survey. Telehealth was broadly acceptable and practicable to SLTs yet there remains some uncertainty about its efficacy and cost‐effectiveness compared to face‐to‐face interventions and how equitable it is for different population groups. SLTs reported that effective implementation of telehealth services was dependent upon several contextual factors; affordability was a perceived barrier to clients having access to telehealth resources, intervention via telehealth was perceived as more acceptable than assessment, and whilst many SLTs welcomed aspects of telehealth, there were concerns about the physical and mental health consequences for practitioners. Six themes for the future development of telehealth in paediatric speech and language therapy were identified: (1) balanced and tailored services; (2) technology and equipment; (3) information and communication; (4) capacity building; (5) monitoring and evaluation; and (6) leadership and governance. Conclusions: Outcomes highlight promising, concerning and uncertain aspects of telehealth in paediatric speech and language therapy. SLTs value a flexible and tailored approach to service delivery and recommend that effective leadership, clear communication, ongoing policy and guidance development, upskilling of users and careful evaluation of impact are required to ensure optimal implementation. The APEASE criteria offer a valuable opportunity to enhance and streamline practice and research to ensure sustainable implementation of telehealth in the paediatric speech and language therapy services of tomorrow. WHAT THIS PAPER ADDS: What is already known on this subject: The COVID‐19 pandemic led to the increased use of telehealth as a main mode of service delivery in paediatric speech and language therapy. Pre‐COVID‐19, evidence for the use of telehealth in this field included small‐scale experimental studies that reported on children with particular disorders and explored telehealth outcomes in comparison to face‐to‐face delivery. The realities of at‐scale clinical practice were not well‐represented, and critical elements of service such as cost‐effectiveness were often overlooked in the paediatric literature. Furthermore, despite emerging global evidence for temporary telehealth responses to the crisis in speech and language therapy, the long‐term and future use of telehealth remains unclear. What this paper adds to existing knowledge: The current study applied the lens of the APEASE (Acceptability, Practicability, Effectiveness, Affordability, Side‐effects, and Equity) criteria, which were used in this case to consider socioeconomic, ecological and cultural factors to capture an overarching understanding of the use of telehealth in paediatric speech and language therapy, and to inform the role of telehealth in future, longer‐term and at‐scale service development. Results indicated emerging trends in UK paediatric speech and language therapists' (SLTs') perceptions of telehealth and SLTs perceived a hybrid approach to service delivery, combining mostly face‐to‐face services with some telehealth, was likely to continue in the future. We identified six themes to guide the future development of telehealth in paediatric speech and language therapy services: (1) balanced and tailored services; (2) technology and equipment; (3) information and communication; (4) capacity building; (5) monitoring and evaluation; and (6) leadership and governance. What are the potential or actual clinical implications of this work?: UK SLTs believe that speech and language therapy services using telehealth should be reflective, tailored and flexible to meet the requirements and circumstances of the children, young people and families served, as well as the physical and emotional needs of practitioners. SLTs recommend that this service development is clearly communicated to all stakeholders and suggested that those using telehealth should be supported through appropriate training, and ongoing effectiveness should be monitored. Telehealth is here to stay and the APEASE criteria offer a unique opportunity to ensure sustainable models of service delivery; to support co‐ordinated leadership at the local, national and international levels and the development of policy and clinical guidance. [ABSTRACT FROM AUTHOR]

Leadership roles must incorporate representation from all involved individuals for the resulting decision‐making process to reflect the interests and expertise of a diverse organization. Many resources have rightly focused on developing historically underrepresented racial and ethnic (HURE) leaders. Though numbers of Black and Hispanic dental school deans have increased, more work is needed for these and other HURE groups such as American Indians. Asians are not classified as HURE. As an aggregated group they have robust presence in the dental workforce in North America, the United Kingdom and Australia. The assumption is they are fine, so the group is ignored. Previous research indicates Asians are almost invisible in leadership roles in dentistry, and while the "Glass Ceiling" phenomenon for women persists, Asian women face even greater obstacles to leadership. This paper explores cultural factors contributing to the "Bamboo Ceiling", such as Confucian values emphasizing collectivism and deference to authority. It examines challenges faced by Asian women at the intersection of gender and race. The impact of the "Model Minority Myth" compounds these challenges, leading to overlooking diverse needs. The importance of dispelling these harmful myths is underscored. This paper provides strategies to combat them, urging proactive efforts from minorities and management. By shedding light on the "Bamboo Ceiling" and the "Model Minority Myth", this paper aims to reassess existing norms, current policies and procedures pertaining to equitable representation and leadership opportunities for Asian women in academic dentistry, community oral health, research, and in dental corporations. [ABSTRACT FROM AUTHOR]

This study focuses in testing the power of reciprocity and leadership as collective action incentive structures and cooperation economic benefits in explaining collective action initiation in the context of a post‐communist transition economy. The paper is based on a structured survey targeting Albanian export‐oriented farmers. Different from most previous studies, this paper uses both regression analysis and machine learning procedure which is better suited for analysing non‐linear relationships. The empirical findings are at odds with common sense that non‐cooperation is the dominant strategy, because the presence of tolerant reciprocators and leadership resources provide promising incentive structures for collective action development. [ABSTRACT FROM AUTHOR]

Aim: This paper highlights a new role of Advanced Practice Nurse/Nurse Practitioner as the clinical planning lead in the development of a unique model of care and service delivery for children living with health complexity, in the context of a LEADS leadership framework and related capabilities. Background: The LEADS in a Caring Environment Framework is an effective tool for leadership development and systems change. An experienced Advanced Practice Nurse/Nurse Practitioner hired into a leadership role contributes to system change for a complex population across a large geographic area. Sources of evidence: World Health Organization, Canadian Nurses Association and other websites, academic databases (PubMed and CINAHL) and relevant books were explored, and the expertise and knowledge of the authors and the redevelopment project team were utilized. Discussion: The Advanced Practice Nurse/Nurse Practitioner (first author) shares and reflects on her own lived experience as a leader in the planning for programmes and services at the new centre utilizing the five LEADS domains and related capabilities. Conclusion: The utilization of the LEADS in a Caring Environment Capabilities Framework showcases the strengths and skills of an Advanced Practice Nurse/Nurse Practitioner shifting from direct clinical care to successfully leading system‐level change. By incorporating the LEADS framework into practice, in any setting or role, Advanced Practice Nurse/Nurse Practitioners can both evaluate and develop their leadership skills while positively effecting system transformation. Implications for nursing practice: The LEADS framework fosters ongoing professional development and can be used to measure the added value of Advanced Practice Nurses within an organization. Implications for nursing policy: Advanced Practice Nurses improve outcomes within the health care system. Leaders must consider this evidence in health workforce planning, ensuring that Advanced Practice Nursing roles become fully integrated and are supported in the context of national and regional health systems. [ABSTRACT FROM AUTHOR]

This document is a collection of abstracts from the International Journal of Psychology, covering a wide range of topics related to leadership, workplace well-being, and human resources. The studies and research papers explore various aspects of leadership, including identity leadership, emotional intelligence, and leadership qualities in different cultural contexts. They also examine the impact of workplace factors on employee well-being, such as supervisor incivility, mindfulness, and digital connectivity. Additionally, the document includes studies on gender equality, safety behavior in the construction industry, emotional labor, and the well-being of university staff after the COVID-19 pandemic. The findings provide valuable insights for understanding and improving leadership practices and promoting employee well-being in diverse workplace settings. [Extracted from the article]

We are all leaders in our organizations in some form. As leaders, we often face elements outside our control. As systems engineers, we often think of technical uncertainties, which we attempt to predict, manage, and mitigate, but as leaders many of the uncertainties we experience are not technical in nature. They involve elements, such as people, and incorporate unknown and known unknowns. This work uses academic literature and subject matter experts to develop and propose a framework to provide leaders with a tool to help achieve their goals with the uncertainties they face as leaders. This paper 1) describes our methodology to develop the framework, which is based‐on a semi‐structure literature review and stakeholder analysis and 2) proposes a framework to help leaders overcome uncertainties they face while influencing others. [ABSTRACT FROM AUTHOR]

Technical Leadership is a relatively new subject that has not been adequately addressed in literature. Behaviors and skills of effective technical individuals and leaders are defined and cited often, including various shape models of individuals. However, a Systems Thinking approach for combining these two mindsets has not been documented. This paper's goal is to provide a background on effective technical and leadership behaviors and skills, relate them to the various shape‐based models of individuals, and ultimately present a novel W‐shaped model describing an effective Technical Leader whose foundation is a Systems Thinking mindset. [ABSTRACT FROM AUTHOR]

This paper addresses the building of the Panama Canal (particularly from 1870‐1914) and looks at lessons that modern day Systems Engineers can apply from this significant infrastructure project. There were great successes and failures during the attempts to build a canal. The Systems issues include the importance of understanding the environment, recognizing the need to think beyond the physical object ‐ Panama Canal project had significant health issues, need for infrastructure / "realization systems", and even the need for a political revolution in Panama to enable it to be built. The importance of the organization building the system, and its leadership was also important. It is always instructive to look back at significant historical projects and learn the lessons (positive and negative). There is much to learn from a project and a system as big and important as the Panama Canal. [ABSTRACT FROM AUTHOR]

At a subnational level, studies typically find that embedded or local leaders are better at providing public goods relative to leaders appointed from other areas. This paper tests whether this finding holds in the context of the Socialist Republic of Vietnam. Specifically, it examines the impact of a cadre transfer policy whereby the central government assigns (nonresident) officials to provincial leadership positions rather than them being elected locally. Using data covering the period 2005–2017, changes in the development of provinces led by local (embedded) leaders versus nonlocal leaders are compared. Provincial development is measured using the incidence of headcount poverty as well as "vegetation" and "build‐up" indices constructed using satellite data. Using fixed‐effects modeling, findings suggest that improved provincial development is associated with nonlocal leaders. This finding is in contrast to those of existing studies including those examining embeddedness in other authoritarian states. [ABSTRACT FROM AUTHOR]

Flourishing is the highest good of all persons, but hard to achieve in complex societal systems. This challenge is borne out through the lens of the global nursing shortages with its focus on the supply of nurses to meet health system demands. However, nurses and midwives spend a significant part of their lives at work and so the need to pay attention to the conditions that facilitate flourishing at work is important. Drawing on ancient and contemporary philosophies, as well as critical, creative and embodied ways of knowing, enabling a flourishing practice ecosystem will be explored in this paper. [ABSTRACT FROM AUTHOR]

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The current paper highlights the fundamentals of employing the play state to lead people toward improved performance across a variety of leadership responsibilities. It offers perspective on the historical, sociological, and psychological characteristics of play and game design toward leading social change. Drawing from experience leading and researching a variety of game‐focused interventions to lead social change, the paper focuses on the play state's unique characteristics to encourage iterative problem solving, adjust to complex problems, and optimize performance as tools leaders can use. It helps illustrate how games and play can be used to shift perspective and find solutions more traditional approaches may not. The work references a myriad of examples across leadership initiatives in education, policy, health, and more. The paper is designed to help leadership employ the power of play to address complex problems. [ABSTRACT FROM AUTHOR]

The current paper examines how citizen science games, or games that build knowledge and enable the crowdsourcing of tasks, enable leadership. Specifically, the paper describes how both the creators and players of these knowledge‐building games are collectively engaged in the leadership process. Players are enacting leadership through collaboration, communication, and problem solving with other players, as well as alongside the creators of these games. The games' developers are also engaged in leadership in how they are framing and enabling problem solving and other collective activities. [ABSTRACT FROM AUTHOR]

Aim: Discussing the nurses' voice behaviour could support the managers in making the right decisions and solve problems. Design: This was a discursive paper. Methods: The discursive was based on reviewing the literature. Results: Nurses play a critical role in offering useful constructive advice, which leads to management figuring out and solving problems immediately for the purpose of bettering the working environment. Therefore, we assert that trust in leadership and the leader–leader exchange system also plays a critical role in enforcing voice behaviour. Trust is a crucial aspect of voice behaviour, and integrated trust in leadership and leader–leader exchange as a possible practical suggestion for the fostering of voice behaviour are proposed. Nurse managers must maintain a sense of reciprocal moral obligation in order to nurture value‐driven voice behaviour. It is important that open dialogue, active listening and trust in leadership exist. Nurse managers must consider ways to foster mutual trust, and support and enable nurses to use voice behaviour in everyday practice. [ABSTRACT FROM AUTHOR]

Aims: The aim of this study is to evaluate the nurses' experiences with the Nursing Crisis Meetings and to identify nurses' needs regarding the future governance structure. Design: Qualitative study. Methods: Two focus groups were conducted in February 2022 with participants of the Nursing Crisis Meetings (N = 15). We used thematic analysis to describe themes. Results: We identified five themes: opportunity to speak up, call for nursing leadership, call for control over practice and autonomy, development of a governance infrastructure and development of the professional nurse role. Conclusion: Nurses experienced the Nursing Crisis Meetings to be a positive and empowering infrastructure, which facilitates the unique opportunity to speak up and share experiences and concerns. This new infrastructure is a promising strategy to engage nurses during a pandemic and to build on a professional governance structure. Impact: This paper highlights the need for nurses to speak up and be engaged during the COVID‐19 pandemic and gives a practical example of how to put this infrastructure into practice. [ABSTRACT FROM AUTHOR]

Engaging people with lived experience of mental health system encounters in the design and actualization of continuing professional development initiatives for mental health professionals can have transformative systemic impacts. Yet, despite evidence that involving people with lived experience benefits mental health professional education, far less focus has been placed on how to engage people with lived experience in continuing professional development initiatives. Tensions persist regarding the role of lived experience perspectives in continuing professional development, as well as how to establish people with lived experience as partners, educators and leaders in a thoughtful way. We propose that meaningful and equitable partnerships with people with lived experience can be realized by engaging in critical reflexivity and by systematically challenging assumptions. This paper explores three topics: (1) the current state of engagement with people with lived experience in continuing professional development initiatives; (2) barriers to meaningful engagement and (3) recommendations for using critical reflexivity to support the involvement and leadership of people with lived experience in continuing professional development for mental health professionals. Patient or Public Involvement: This viewpoint manuscript was co‐designed and co‐written by people with diverse lived and learned experiences. Each author's professional roles involve meaningfully and equitably partnering with and centring the perspectives of those with lived experience of mental health system encounters. In addition, approximately half of the authorship team identifies as having lived experience of accessing the psychiatric system and/or supporting family members who are navigating challenges related to mental health. These lived and learned experiences informed the conception and writing of this article. [ABSTRACT FROM AUTHOR]

Aim: To describe activities and professional characteristics of nurses in expanded roles in acute care in Germany and achieve a greater understanding of the current situation of advanced practice nursing. Background: Advanced practice nursing plays an important role in meeting increased demands in healthcare and promoting high‐quality care. Introduction: In Germany, advanced practice nursing is still at an early stage with a lack of studies describing the scope of practice of nurses in expanded roles. Methods: We conducted a cross‐sectional‐study using a paper‐and‐pencil questionnaire. In a nationwide convenience sample, we surveyed nurses with an academic degree, who work in an acute care hospital and take over expanded roles in direct patient care. Reporting followed the STROBE checklist. Results: Of 108 eligible nurses, 84 (77%) completed the survey. The majority had a Master's degree (63.1%) and the average work experience was 18.2 years. Participants carried out activities in all the domains that were queried (direct clinical practice, guidance and coaching, consultation, leadership and research) with differences within and between domains. Foci were on direct clinical practice and coaching and guidance. Discussion: In Germany, qualifications are nearing the international standard of advanced practice nursing. Results suggest that participants partly undertake activities within the scope of registered nurses' practice that do not correspond fully to their formal qualifications. Conclusion and implications for nursing and/or health policy: In order to foster the role development of expanded practice nurses in Germany, political efforts are needed in terms of training (e.g. specific Master's programmes), funding of corresponding positions in practice and control mechanisms (e.g. professional registration). [ABSTRACT FROM AUTHOR]

Given the exponential increase in the number of refugees and displaced people worldwide, it has become critical to examine the experiences of refugees; particularly their identity, since it is an important marker of their adjustment to the new context. Besides other factors impacting their identity and adjustment, the role of the leader is important as it can impact the construction of refugee identities. This paper explores the construction and negotiation of Tibetan refugee identities through the identity entrepreneurship of the Dalai Lama, the spiritual and erstwhile political leader of the Tibetans. It is postulated that leaders are entrepreneurs of identity who shape identity construction and negotiation. With an emphasis on the social, political, and historical context, three kinds of sources are analysed using a discourse‐historical approach to understand how leaders function as entrepreneurs of identity across the various contexts and negotiate identity construction across the shifting contexts. First, 12 speeches by the Dalai Lama on 10 critical events in Tibetan history since 1959; second, six speeches by the Dalai Lama for Tibetan Uprising Day (1961–2009); and third, two international interviews (CNN, 2009; BBC, 2012). The analysis demonstrates that the identity entrepreneurship of the Dalai Lama has strong elements of protection towards the ingroup, that is, the Tibetan refugees, through the crafting of a collective sense of identity for Tibetans. The study sheds new light on the nature of refugee leadership, acknowledging the impact of the shifting nature of identity, from a native citizen to refugee; and the leader's identity entrepreneurship in these evolving and often malleable contexts. [ABSTRACT FROM AUTHOR]

This paper asserts that whiteness is a major ideological framework that is subtlety interwoven into our institutional structures and is a major organizing principle in the workplace. Efforts to increase racial equity, inclusion, and belongingness within the workplace and throughout society at large are ineffectual and virtually impossible without addressing the deleterious effects of whiteness. Addressing these pervasive subtleties in the workplace requires more than changing the complexion of an organization; instead, it also involves devoting ample attention to promoting widespread cultural change by being intentional about dismantling whiteness. An illustrative list of four preliminary steps for shifting the racial paradigm by attending to the ideology of whiteness in the workplace is provided. [ABSTRACT FROM AUTHOR]

In this paper, we ask whether female top law enforcement officials can steer justice provision on the ground. While prior research has documented that female street‐level bureaucrats advance the interests of their female clients, we know little about how female leaders influence the distribution of street‐level outcomes. This study draws on juvenile justice and inquires whether youth arrests and prosecutions vary as a function of the sheriff's and state attorney's sex. We expect counties and circuits led by female sheriffs and state attorneys to experience fewer youth arrests and prosecutions than those led by men, especially among female and minority offenders. Data from Florida's 67 counties between 2015 and 2020 reveal that women's leadership is associated with less severe outcomes for all young offenders, not just females. We also find that gender and feminine leadership theories hold more explanatory power in this context than representative bureaucracy and gendered organizational socialization. [ABSTRACT FROM AUTHOR]

Promoting employee green behavior (EGB) through leadership is considered a crucial way to achieve corporate environmental sustainability goals. However, there is still a gap in understanding how paternalistic leadership with Eastern characteristics affects EGB. Drawing on the social exchange theory, this paper explores how the two different dimensions of paternalistic leadership, benevolent leadership and authoritarian leadership, affect employee green behavior, and examines the mediating role of psychological ownership. The study uses Mplus 8.3 to analyze 474 leader‐subordinate paired data. The results revealed three key findings: (1)There is a notable distinction between the benevolent and authoritarian dimensions of paternalistic leadership concerning their pathways and strengths on driving EGB. (2) Benevolent leadership directly promotes employee task‐related green behavior while influencing employee eco‐civic engagement behavior and eco‐helping behavior through psychological ownership. (3) Authoritarian leadership directly promotes employee task‐related green behavior, eco‐civic engagement behavior and eco‐helping behavior. Based on the above findings, this study offers practical guidance to corporate managers on effectively utilizing the benevolent‐authoritarian style of dual‐dexterous leadership to incentivize EGB conducive to corporate green transformation. [ABSTRACT FROM AUTHOR]

The increase in scientific knowledge, oral healthcare, new dental hygiene workforce models, and the latest clinical skills, have elevated the need for doctoral prepared dental hygienists and dental therapists. These oral care providers need to be empowered with advanced preparation in education, research, and leadership. Therefore, the purpose of this paper is to present two curricular models for a doctorate of philosophy and a doctorate of oral health practice recognizing that students may have different goals and interests in educational pursuits. The doctoral program models support the conduct of research and scholarship, which supports the research infrastructure of the profession and emphasizes the dissemination of scholarly works. Creation of doctoral programs for dental hygienists and dental therapists provides opportunities to broaden choices and strive for autonomy throughout their careers. These programs may support the development of additional scholars and advanced practitioners who can contribute to the scientific body of knowledge and create policies and pathways to improve population oral health. [ABSTRACT FROM AUTHOR]

While women's higher education enrollments and graduation rates have outpaced those of men in the United States and most countries around the world, women are less frequently included in academic leadership roles, including the higher education presidency. This paper asks what predicts whether and when a higher education institution has its first woman president, conceptualizing this event as a milestone of gender equality. We use a national probability sample of 234 four‐year U.S. universities and colleges, constructing a novel longitudinal dataset from 1980 to 2018. Employing event history analysis, we examine the potential mechanisms associated with when an institution has its first woman president over time. Our findings suggest that the demographic diversity of faculty and students, gender‐ and diversity‐supportive structures, and the broader environment in which institutions are embedded predict the likelihood that a woman will advance to the level of the presidency. In particular, the presence of gender studies programs and a higher proportion of women in state legislatures increase the likelihood that an institution will have its first woman president. At a time of growing challenges facing U.S. higher education, coupled with greater opportunities from having more diverse students and faculty, universities and colleges increasingly recognize the benefit of women leaders. [ABSTRACT FROM AUTHOR]

There are many social, environmental, and economic reasons for converting from defence manufacturing to civil production. Importantly, such a transformation could support more peace in the world while still ensuring the secure jobs that the defence sector has historically provided. The views of defence workers on such a transition are important to understanding how this change could effectively and equitably occur. To capture some of these views, the research project on which this paper is based involved interviewing 58 former and current defence sector workers in the United States and the United Kingdom and convening key leadership focus groups which included their trade union representatives. Though these workers' opinions were not entirely polarized and some interviewees had mixed and nuanced views, they loosely fell into three categories (a) opposed to defence diversification, (b) supportive of defence diversification, and (c) supportive in principle but thought that it would be unlikely to happen. The (a) category of defence workers primarily based their view on the idea that the defence sector is necessary for security and a feeling of pride in supporting this endeavor. The (b) category views were built on the perceived harm of the sector, the potential 'peace dividend' that would arise from transition, and feelings of guilt about working in the sector. The (c) group of workers identified the profit motive, worker attachment to defence jobs, technological issues, and the economic and political power of the defence companies as the key barriers to change. Proposals for effectively converting included economic incentives, government regulation, and organizing trade unions to push for change. A unified view was that workers want to be involved in discussions about these issues in their workplace and unions. [ABSTRACT FROM AUTHOR]

Many organisations struggle to achieve their true potential. In part it is a problem of organisational design, which is an outcome of a particularly common—command and control—leadership philosophy. The traditional linear hierarchical structure of organisations suggests that all knowledge and power concentrates at the top organisational layer, and that people in the lower layers need to be told what to do and when. These arrangements disempower people at the lower level, preventing them from providing the necessary feedback to pre‐emptively address emerging concerns. Systems and complexity thinking provide different ways of understanding organisations and their complex adaptive behaviours. In this paper, we first describe the key characteristics of complex adaptive organisations—their structure and dynamic behaviours—and then propose a three‐dimensional visualisation of a complex adaptive organisation that allows its members to clearly see and appreciate its interdependencies. [ABSTRACT FROM AUTHOR]

Talk by members of executive hospital boards influences the organizational positioning of nurses. Talk is a relational leadership practice. Using a qualitative‐interpretive design we organized focus group meetings wherein members of executive hospital boards (7), nurses (14), physicians (7), and managers (6), from 15 Dutch hospitals, discussed the organizational positioning of nursing during COVID crisis. We found that members of executive hospital boards consider the positioning of nursing in crisis a task of nurses themselves and not as a collective, interdependent, and/or specific board responsibility. Furthermore, members of executive hospital boards talk about the nursing profession as (1) more practical than strategic, (2) ambiguous in positioning, and (3) distinctive from the medical profession. Such talk seemingly contrasts with the notion of interdependence that highlights how actors depend on each other in interaction. Interdependence is central to collaboration in hospital crises. In this paper, therefore, we depart from the members of executive hospital boards as leader and "positioner," and focus on talk—as a discursive leadership practice—to illuminate leadership and governance in hospitals in crisis, as social, interdependent processes. [ABSTRACT FROM AUTHOR]

Educational technologies have experienced unprecedented prominence on university agendas with many institutions motivated to keep the lessons learned from the COVID‐19 sparked transition with regard to online teaching. In response to this renewed interest in ensuring the longevity of educational technologies in higher education, this systematic review analysed the various organisational factors—for example, leadership, infrastructure, strategy—considered essential in the literature for the successful implementation of educational technologies. Specifically, we reviewed 1614 papers published in five prominent educational technology journals in the last decade. From this sample, we identified 47 papers that discussed organisational factors. Drawing on these studies, we constructed an organisational framework, which outlines the different organisational factors, actors and processes involved in implementing educational technologies. The identified organisational factors are structured into three main categories: (1) Leadership and Strategy, (2) Infrastructure and Resources and (3) Recognition and Motivation. Our aim was to further the scholarly understanding of the organisational layer involved in digital change as well as provide concrete recommendations for practitioners. Practitioner notesWhat is already known about this topic Previous research has stressed the importance of taking organisational factors such as infrastructure, leadership, strategy and staff commitment into account when implementing educational technologies.However, review papers have failed to systematically organise these studies to create a comprehensive understanding of the organisational factors involved in implementing educational technologies and ensuring their longevity at an institution.There is currently a high level of interest in how educational technologies can be implemented in the higher education landscape, as many institutions are facing the question of what lessons they can learn from the crisis and how they can continue on their path of digitalisation.What this paper addsThis review paper addresses a gap in our scholarly understanding of the organisational layers involved in the implementation of educational technologies in higher education institutions (HEIs).This paper provides a framework on organisational factors, which influence the implementation of educational technologies in HEIs.This review paper demonstrates that bottom‐up and opinion leadership, support structures tailored to the need and time of faculty as well as recognition and incentives have the largest impact on a sustainable implementation of educational technologies in HEIs.Implications for practice and/or policyUniversities should create structures that enable innovation and creativity by promoting bottom‐up and opinion leadership as well as shared decision‐making processes as they are important for the successful implementation of educational technologies in HEIs.Besides providing a reliable and suitable infrastructure, institutional support and resources in terms of technical advice and training tailored to specific needs, should be in place when planning the implementation of educational technologies in HEIs.The additional workload instructors face when implementing digital teaching should be recognised and incentivised as it strengthens instructor engagement which is crucial for the implementation of educational technologies in HEIs. [ABSTRACT FROM AUTHOR]

This paper highlights how immersive educational experiences can help students understand the United Nations' Sustainable Development Goals (SDGs) and their relation to leadership. The paper provides an example of how a carefully designed faculty‐led program using original research can cultivate cross‐cultural competencies and build student knowledge and skills to support sustainability. Educators can use this paper as a guide to other immersive experiences to address the SDGs while developing student leadership capacity. [ABSTRACT FROM AUTHOR]

Critical care (CC) pharmacists have been contributing to patient outcomes, team effectiveness, education, research and quality improvement for approximately 50 years. Current CC specialists are evolving the practice, science and scholarship into new and exciting areas as described in the series of articles collected for a special series in this journal. To summarize past accomplishments and contemplate how next level achievements may develop, brainstorming by experienced CC specialists, researchers, educators, and scholars was done to establish a foundation for this paper and three of that group summarized it into an overview of the challenges of the past and opportunities that are shaping the future. A small group of CC pharmacists identified need and opportunity to improve patient care in a limited number of settings but subsequent CC pharmacists have expanded into numerous specialties and subspecialties. Comprehensive medication management of CC patients and survivors of their critical illness is now a standard, but delivery may be influenced by new technology and equipment. Improved quality of care and outcome measures are being developed and measured. The imperative to move practice forward and adopt new practices while maintaining a core set of guideline‐based practices may be facilitated by technology such as wearable devices, personalized medicine, machine learning or artificial intelligence. However, these new tools may create new obstacles. Similar changes in education and expansion into administrative roles afford new opportunities and challenges. CC pharmacists have created a solid foundation, but continued growth in number and expansion of roles requires the next generation to continue to push ahead and continue to demonstrate value in key areas. [ABSTRACT FROM AUTHOR]

This paper critiques the recent use of Marshall Sahlins' model, which opposes big men to chiefs to establish a contrast between Austronesian and Non‐Austronesian communities in Oceania. By reviewing Sahlins' model and drawing upon Oceania‐wide ethnographic work, I argue that the two opposed paradigms underlying Sahlins' model of leadership, namely achievement and ascription, are in fact entangled in practices and in ideologies. I contend that the cooccurrence of 'achievement' and 'ascription' is widely supported by ethnographies of Oceania; that these two features can simultaneously characterize a single leadership position; and that this dual aspect of leadership is conveyed in Remote Oceania by the indigenous concept of mana. This suggests that the historical analysis of leadership in Oceania should move beyond this the achievement/ascription dichotomy. Thus, instead of mapping the region in terms of their absence or presence, it is more productive to analyse how these features articulate, or to focus on other aspects of leadership in Oceania such as the relation between leaders and deities or ancestors. [ABSTRACT FROM AUTHOR]

Background: Community‐based health interventions have been implemented as a key strategy for achieving improved health outcomes in Ghana. Effectiveness, however, largely depends on the successful implementation of patient–public engagement (PPE). Although several PPE studies have been conducted in Ghana, little research has been done to understand the specific role of PPE in the context of implementing community‐based health programmes. This paper, therefore, examines the extent of PPE implementation in three selected community‐based health programmes (Community‐based Health Planning and Service [CHPS], Community‐based Maternal and Child Health and Buruli Ulcer) to understand their specific effects on health outcomes. Methods: Three focus groups, involving 26 participants, were held in three districts of the Ashanti region of Ghana. Participants were mainly health service users involving community health committee members/volunteers, residents and health professionals. They were invited to participate based on their roles in the design and implementation of the programmes. Participants focused on each of Rifkin's spider‐gram components. Data were transcribed and analysed descriptively using NVIVO 12 Plus. Results: PPE implementation was found to be extensive across the three programmes in specific areas such as organisation and resource mobilisation. PPE was more restricted in relation to community needs assessment, leadership and management, particularly for the CHPS and Buruli Ulcer programmes. Conclusion: Findings suggest that benefits from community‐based health interventions are likely to be greater if PPE can be widely implemented across all dimensions of the spider‐gram framework. [ABSTRACT FROM AUTHOR]

This paper examines research in the area of leadership and the fourth industrial revolution (4IR) by scoping literature through a systematic approach. The purpose of this study is to identify trends and gaps relating to issues addressed, theoretical and conceptual approaches, methodologies, geographical representation of research, and future research directions in the area. In all, 45 articles were sampled through a predetermined selection criteria and analysed using descriptive statistics. The results indicate that four major issues investigated in multiple sectors dominate the area. Besides, a number of theories were found to have been used in understanding the topic, while in terms of methodology, there appears to be a fair distribution of papers using qualitative and quantitative approaches but an imbalance between cross‐sectional and longitudinal designs. Again, most of the studies were conducted at the meso and micro levels and were produced in Asia, Europe, Africa, North America, Australia, and South America in that ranking order. Overall, it was realised that because of the emerging nature of the 4IR phenomenon, research work in the area is now rising, requiring further research output to address the gaps identified through this study. [ABSTRACT FROM AUTHOR]

Traits and/or behavior theory of leadership has a long tradition but the popular understanding of it may lead to fallacious positions. The current paper provides a critique, stemming from logic, of a reductionist approach to leadership in popular sources. The reductionist approach is manifested in propositions such as "possession of trait and/or behavior X makes one a leader." First, the logical fallacy of the undistributed middle is explained. Second, the paper presents the appearance of the fallacy of the undistributed middle in leadership training and popular leadership materials. The paper demonstrates that popular unchecked traits and/or behavioral understandings of leadership generate misleading and logically flawed statements about leadership. The understanding of leadership built on such statements both originates and increases the ambiguity of the term leader and it likely results in ineffective training programs and actual performance on the job. [ABSTRACT FROM AUTHOR]

Research on women in leadership positions has largely focused on the board or top management team (TMT) leadership level, showing that increased female representation at these levels can benefit organizational performance. However, the strategic implications of female representation at middle management have been largely neglected. The current study addresses this issue in relation to High Performance Work System (HPWS) improvement and organizational performance (profitability). By analyzing the multi‐wave (2009, 2011, and 2013) Workplace Panel Survey (WPS) data collected from 1101 organizations in South Korea, we found a gender diversity advantage at middle management; that is, a higher level of gender diversity of middle management translated into a higher level of organizational performance due to HPWS improvement. However, this advantage appeared only in the presence of a high level of subordinates' gender diversity. Our findings have important implications for gender diversity and strategic human resource management. [ABSTRACT FROM AUTHOR]

Relational analytics—the leveraging of data on workplace relationships—acts as a complement to traditional people analytics and moves scholars and practitioners closer to an understanding of the realities of the modern workplace. This article serves as a primer for relational analytics by highlighting the potential of the perspective for human resources, the levels of analysis that can be used to study relational analytics, and some of the common theoretical perspectives employed in this area. We introduce the 15 articles in the special issue by positioning them within broader trends we see in the field of relational analytics. Finally, we provide commentary on challenges and future directions in relational analytics with a focus on how the articles in this special issue may serve as examples of best practices and inspiration for future research and practice. [ABSTRACT FROM AUTHOR]

Leadership coaching—a relational process by which a professional coach works with a leader to support their development—is a common component of learning and development portfolios in organizations. Despite broad agreement about the importance of the coaching relationship, relational processes remain undertheorized, failing to account for the growth and intertwining of coach‐leader self‐concepts as they engage in a generative and co‐creative coaching process. To address these shortcomings, we reconceptualize the relational process within coaching as one of relational self‐expansion and theorize that the communication channel and communication quality impact relational self‐expansion which, in turn, influences coaching effectiveness. Our hypotheses are tested in a field experiment featuring random assignment to experimental conditions (communication channels) in which a coaching intervention was deployed in five organizations. Using structural equation modeling, we demonstrated that communication quality and relational self‐expansion during the coaching process positively predicted coaching effectiveness. Contrary to expectations, communication quality did not differ by channel (phone, videoconference, face‐to‐face) nor did it predict relational self‐expansion. [ABSTRACT FROM AUTHOR]

Despite the great emphasis organizations and human resource management (HRM) research place on turnover issues, one turnover phenomenon has received only limited attention so far: joint leader–member turnover. This research examines supervisor‐initiated turnover (SIT) (i.e., employees' decision to quit their employer to follow a former supervisor to a new organization) and develops a comprehensive model of the SIT decision process, grounded on conservation of resources (COR) theory, that delineates the resource evaluation, conservation and investment deliberations of employees. We take a relational perspective and particularly focus on the leader–member relationship as an important antecedent of SIT and thereby respond to the call for more critical investigations of leader–member exchange (LMX) and corresponding HRM implications. Our three studies (survey, scenario experiment, and dyadic interview study) demonstrate that LMX positively affects SIT intentions (SITI) and that supervisor commitment represents an important mediating mechanism of the LMX–SITI relationship. Our interview study with 46 leader–member dyads identifies relational factors that promote or hinder SIT beyond the leader–member relationship. We discuss the theoretical contributions and practical implications for HRM. [ABSTRACT FROM AUTHOR]

This study explores how the motivational framing of a network training program may positively or (inadvertently) adversely impact participants' discomfort with strategic networking and motivation to network. We examine the impact of a "me‐focused" framing (i.e., on the personal career benefits that individuals can accrue through strategic networking) and a "we‐focused" framing (i.e., on the benefits to the team/organization of individuals' strategic networking) compared to a control group in two field‐based quasi‐experiments. In both studies, we found no difference between the two training frames in their effect on the two training outcomes when looking at participants' reactions, on average. However, in the second study, we find that individual differences in the way participants relate to others (i.e., the extent to which they endorse an individual or a collective self‐concept) change the impact of the framing on their discomfort with and motivation to network. The findings highlight the importance of considering the match or mismatch between training framing and self‐concept. In the we‐focused condition, a match was related to decreased networking discomfort, while a mismatch was related to increased discomfort and decreased motivation. In the me‐focused condition, a mismatch was counter‐intuitively related to decreased discomfort. These findings suggest that considering participants' reactions to training (i.e., change in discomfort and motivation), on average, may mask important differences in their response to network‐based training and that tailoring network training to participants' self‐concepts may be an important consideration for human resource management professionals. [ABSTRACT FROM AUTHOR]

Policy PointsThe implementation of large‐scale health care interventions relies on a shared vision, commitment to change, coordination across sites, and a spanning of siloed knowledge.Enablers of the system should include building an authorizing environment; providing relevant, meaningful, transparent, and timely data; designating and distributing leadership and decision making; and fostering the emergence of a learning culture.Attention to these four enablers can set up a positive feedback loop to foster positive change that can protect against the loss of key staff, the presence of lone disruptors, and the enervating effects of uncertainty. Context: Large‐scale transformative initiatives have the potential to improve the quality, efficiency, and safety of health care. However, change is expensive, complex, and difficult to implement and sustain. This paper advances system enablers, which will help to guide large‐scale transformation in health care systems. Methods: A realist study of the implementation of a value‐based health care program between 2017 and 2021 was undertaken in every public hospital (n = 221) in New South Wales (NSW), Australia. Four data sources were used to elucidate initial program theories beginning with a set of literature reviews, a program document review, and informal discussions with key stakeholders. Semistructured interviews were then conducted with 56 stakeholders to confirm, refute, or refine the theories. A retroductive analysis produced a series of context‐mechanism‐outcome (CMO) statements. Next, the CMOs were validated with three health care quality expert panels (n = 51). Synthesized data were interrogated to distill the overarching system enablers. Findings: Forty‐two CMO statements from the eight initial program theory areas were developed, refined, and validated. Four system enablers were identified: (1) build an authorizing environment; (2) provide relevant, authentic, timely, and meaningful data; (3) designate and distribute leadership and decision making; and (4) support the emergence of a learning culture. The system enablers provide a nuanced understanding of large‐system transformation that illustrates when, for whom, and in what circumstances large‐system transformation worked well or worked poorly. Conclusions: System enablers offer nuanced guidance for the implementation of large‐scale health care interventions. The four enablers may be portable to similar contexts and provide the empirical basis for an implementation model of large‐system value‐based health care initiatives. With concerted application, these findings can pave the way not just for a better understanding of greater or lesser success in intervening in health care settings but ultimately to contribute higher quality, higher value, and safer care. [ABSTRACT FROM AUTHOR]

Umberta Telfener is a highly respected figure known for her diverse contributions to various facets of family and systemic therapy. Her leadership style has earned her a reputation as somewhat of a 'cultural anthropologist,' reflecting her aptitude for creating connections, establishing relationships, and developing partnerships. Her unique 'Umberta style' is known for boundless energy, active leadership, and fierce commitment to challenging the status quo. Despite being in office for just a year at the European Family Therapy Association (EFTA), Umberta has conceived and developed numerous projects, establishing networks with practitioners, and systemic thinkers across the world. Rooted in classical philosophical training, her pursuit aligns with the systematic study of fundamental questions about existence, reason, knowledge, value, mind, and language. Umberta's role reminds one of a 'Chasqui,' a Quechua term for a 'messenger,' which aptly describes her agile networking skills. She actively communicates and shares vital messages, supporting the international community of systemic practitioners. This paper is based on an in‐person conversation held in July 2023 at Umberta's country home in Tuscany. Our discussion delves into her extensive professional experience, from training at the Philadelphia Child Guidance Clinic, being mentored by Boscolo and Cecchin in Milan, to her leadership role as the current EFTA president. Umberta reflects on early pioneers who influenced her thinking and her impactful work with systems. [ABSTRACT FROM AUTHOR]

Why develop leaders? What politics are implicit in our practice? This paper uses the history and practice of Popular Education as a comparative framework to survey the politics of intentional emergence leadership pedagogy, surfacing potential alliances for building social change movements. Using a case analysis, the article elucidates the ways the classroom embodies an opportunity to explore and enact a prefigurative politics of significant social change that upends traditional relationships to authority, hierarchy, and decision‐making. Exploring the opportunities and dangers of connecting the classroom to broader social movements, the article concludes by advocating that such connections could offer a firmer and more explicit stance to the question: why develop leaders? [ABSTRACT FROM AUTHOR]