Transformational Leadership of Clinical Nutrition Managers

Arensberg, Marybeth Foltz; Schiller, Martin; Vivian, Virginia M.; Johnson, Wayne; Strasser, Steven

doi:10.1016/s0002-8223(96)00012-0

Cited by 24 publications

(15 citation statements)

References 24 publications

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“…Self-other agreement is a complex areas of evaluation, with the literature typically reporting limited correlation between the ratings by self and others (MacKie, 2015). In the allied health field, Arensberg and colleagues found that subordinate dietitians rated their leaders significantly lower in measures of transformational leadership qualities using the Leadership Behaviour Questionnaire than how leaders rated themselves (Arensberg et al, 1996). MacKie, however, found that other raters (particularly managers) reported a higher level of change after a leadership coaching program than the participants, noting that participants overestimated self-scores at baseline (MacKie, 2015).…”

Section: Discussionmentioning

confidence: 99%

Developing allied health leaders to enhance person-centred healthcare

Bradd

Travaglia

Hayen

2018

JHOM

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Purpose: This article presents finding from a mixed methods study investigating leadership development of allied health practitioners within a large public healthcare organisation in Australia. Design/methodology/approach: The South Eastern Sydney Local Health District Allied Health Leadership Development Program was undertaken with an allied health cohort (n=16) between May 2014 and March 2015 and comprised all-day workshops, action learning sets and individual coaching. Using experiential learning, the program tested whether practice development methods and action learning approaches developed the leadership skills of participants compared with a control group (n=17). Descriptive statistics were collected to evaluate participant and program outcomes. Leadership, workplace culture and engagement measures were analysed as part of the study. Findings: The Allied Health Leadership Development Program received high ratings by participants. They reported enhanced skills in leading self and others through mechanisms such as critical reflection and facilitation, and greater confidence managing change and with engaging staff, colleagues and patients in decision-making affecting the quality and safety of healthcare. Statistically significant differences were found with transformational leadership elements, leadership outcomes, and measures of workplace culture and engagement after program completion for intervention group participants, compared with the control group. Research implications: Results provide new empirical evidence about the effectiveness of using practice development for allied health leadership development. Practical implications: This low-cost leadership program can be replicated by other organisations. Originality/value: Outcomes from an allied health leadership development program have not been previously reported in the literature.

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Section: Discussionmentioning

confidence: 99%

Developing allied health leaders to enhance person-centred healthcare

Bradd

Travaglia

Hayen

2018

JHOM

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“…According to authors Barker, Foltz Arensberg, and Schiller (1992), "the cry for dietetics leadership has been heard for decades" (p.v). This "cry," manifested through leadership-development initiatives and literature, generally calls for investigation of the issue for continued progress toward solutions (Arendt & Gregoire, 2005a;Arendt & Gregoire, 2005b;Calabro, Bright & Bahl, 2001;Derelian, 1995;Dodds & Polhamus, 1999;Foltz Arensberg, Schiller, Vivian, Johnson, and Strasser 1996;Gregoire & Arendt, 2004).…”

Section: Overview and Backgroundmentioning

confidence: 99%

Leadership Characteristics of Dietetic Professionals in Ohio

Weaver

Graham²,

Manchester³

et al. 2008

Journal of the American Dietetic Association

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“…This revealed that the respondents understood the system of how people interacted within departments. Schiller et al (1993) and Arensberg et al (1996) also investigated dietitians' self perception of their leadership roles and found that they did not demonstrate strong leadership qualities in the conceptual elements of "system" and "power". Individuals who were highly involved in the decision making process possess more of Deming's quality managerial traits ( Table 5).…”

Section: *Fs Refers To Foodservicementioning

confidence: 99%

Identifying Managerial Traits for Quality Management in Foodservice and Clinical Nutrition Services1

Chong，Yu-kyeong

Unklesbay

Dowdy

2000

Foodservice Res Int

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A survey instrument, based on Deming's management theory, was developed and distributed to evaluate the managerial traits for quality in hospital foodservice departments. There were responses from 78 foodservice managers and supervisors (FS group) and dietitians and supervisors (CN group) from seven participating teaching hospitals. Analyses included descriptive statistics, correlations, ANOVA, and cluster analyses for the demographic and managerial traits. No significant differences were found for managerial traits between the FS and CN groups. Seventy percent of respondents were rated in the “not‐sure‐manager” category, versus Deming manager or non‐Deming manager (“traditional”). Those respondents who perceived themselves to be highly involved with decision making in the department, had higher ratings for psychology traits; whereas, those with low involvement had good knowledge skills about how to achieve consumer satisfaction. Implications are given about how this survey instrument can be used in foodservice departments where quality concerns are paramount.

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Transformational Leadership of Clinical Nutrition Managers

Cited by 24 publications

References 24 publications

Developing allied health leaders to enhance person-centred healthcare

Developing allied health leaders to enhance person-centred healthcare

Leadership Characteristics of Dietetic Professionals in Ohio

Identifying Managerial Traits for Quality Management in Foodservice and Clinical Nutrition Services1

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