Authenticity in occupational therapy leadership: a case study of a servant leader

Authentic leadership: the influence of work and non-work domain contextual factors

Purpose

The purpose of this paper is to examine the impact of both work and non-work domain contextual factors (meaningful work, mentoring support, family support and challenging life events) on authentic leadership (AL).

Design/methodology/approach

Prior to survey-based study, a qualitative interview-based research was carried out with seven senior leaders in India. In the final study, data collected from 201 senior and middle-level managers and 554 followers were used to examine the influence of each of the contextual factors on AL.

Findings

Results suggest that except mentoring support, all other factors have a significant positive influence on AL. The implications of the results for authentic leadership development are discussed.

Originality/value

This is the first study where meaningful work, mentoring support, family support and challenging life events are empirically examined in the context of AL.

Leadership in occupational therapy: self-perceptions of occupational therapy managers

ABSTRACT The development of leaders in occupational therapy is a major priority of the profession's Centennial Vision. This study examined the leadership characteristics of 53 occupational therapy clinical managers. A demographic measure and the Leadership Practices Inventory (LPI) collected data via a non-experimental survey. The means for the five LPI leadership categories ranged from 7.5 to 8.7 on a frequency scale of 1 equaling almost never to 10 equaling almost always. No significant associations were found between respondent demographics and LPI scores. Respondents' reported leadership capabilities reflect their power to influence and lead the profession in a demanding and ever-changing healthcare environment.

A model of mentorship in occupational therapy: the leadership of a. Jean ayres

Over a period of 30 years, Dr. A. Jean Ayres conducted and disseminated research related to the theory and practice of sensory integration. The Center for the Study of Sensory Integrative Dysfunction was established to promote Ayres' research with 66 faculty members recruited by 1982. To describe how Dr. Ayres may have influenced the occupational therapy profession, a survey was conducted to document the scholarly/leadership productivity of Sensory Integration faculty. Of the 66 faculty members, 48 were located and sent survey packets. The return rate was 79% (n = 38). Respondents documented their productivity in eight categories and answered 18 questions about their leadership qualities. Ninety-seven percent of respondents indicated that Ayres had professionally influenced them. Fifty-one percent of respondents had doctorate degrees with 78% reported having academic teaching experience. This group of 38 professionals had produced 438 peer-reviewed articles, 707 nonpeer-reviewed publications, and 265 grants. Ayres' legacy is continued with the scholarly work of the Sensory Integration faculty who received professional mentorship.

Authentic Leaders Creating Healthy Work Environments for Nursing Practice

Implementation of authentic leadership can affect not only the nursing workforce and the profession but the healthcare delivery system and society as a whole. Creating a healthy work environment for nursing practice is crucial to maintain an adequate nursing workforce; the stressful nature of the profession often leads to burnout, disability, and high absenteeism and ultimately contributes to the escalating shortage of nurses. Leaders play a pivotal role in retention of nurses by shaping the healthcare practice environment to produce quality outcomes for staff nurses and patients. Few guidelines are available, however, for creating and sustaining the critical elements of a healthy work environment.

In 2005, the American Association of Critical-Care Nurses released a landmark publication specifying 6 standards (skilled communication, true collaboration, effective decision making, appropriate staffing, meaningful recognition, and authentic leadership) necessary to establish and sustain healthy work environments in healthcare. Authentic leadership was described as the “glue” needed to hold together a healthy work environment. Now, the roles and relationships of authentic leaders in the healthy work environment are clarified as follows: An expanded definition of authentic leadership and its attributes (eg, genuineness, trustworthiness, reliability, compassion, and believability) is presented. Mechanisms by which authentic leaders can create healthy work environments for practice (eg, engaging employees in the work environment to promote positive behaviors) are described. A practical guide on how to become an authentic leader is advanced. A research agenda to advance the study of authentic leadership in nursing practice through collaboration between nursing and business is proposed.

A Model Mentor: Virginia Scardina, MA, MEd, OTR/L, FAOTA

The purpose of this study was to document the influence Virginia (Ginny) Scardina, MA, MEd, OTR/L, FAOTA, occupational therapist extraordinaire, had on individuals whom she mentored. Scardina's influence was documented in a former unpublished qualitative study that conducted interviews with two of her former colleagues and six former students. This study, through the voices of five original participants and a second layer of data analysis, identified Scardina as a model mentor who was a master teacher. As a master teacher Scardina believed that, "You've got to teach to learn." Furthermore, Scardina, as a model mentor, facilitated growth in others by, "Bringing out the best," in them. Scardina's skills as a model mentor are discussed in relationship to the role of a mentor who supports, challenges others, and provides vision. Fieldwork and academic educators can learn from Scardina while reflecting upon their own influence and role in mentoring others.