The negative can be positive for cultural competence

The trend of globalization has provoked a wide discussion with regard to cultural competence. In studies regarding cultural competence, researchers have often focused on the positive aspect in order to acquire insights and implications for other practitioners. However, intercultural dynamics involve multiple individuals with diverse backgrounds, for whom these positive aspects convey only a part of their cultural competence. Whereas, in the literature, individuals' negative feelings are often treated as problems that need to be solved and cured, the purpose of this article is to elaborate on the need to include individuals' reactions and emotional feelings in research regarding cultural competence.     

The chasm: what can be done, and what should be done

The case study of growth hormone in short-stature children offers an example of the high cost of bioengineered therapies and the attendant ethical concerns. Despite uncertainties as to its efficacy, it is estimated that the annual U.S. expenditure for growth hormone, which costs about $20,000 per year for a 30 kg child, exceeds $375 million dollars. Ultimately, at this point in its evolution, the use of GH therapy illustrates the dilemma commonly created by new medical technology--the chasm between what can be done and what should be done. Unfortunately, the knowledge of what can be done precedes the understanding of what should be done.     

We can do it! Inclusive leader language promotes voice behavior in multi-professional teams

Although it is known that leaders can have a strong impact on whether employees voice work-related ideas or concerns, no research has investigated the impact of leader language on voice—particularly in professionally diverse contexts. Based on a social identity approach as well as on collectivistic leadership theories, we distinguish between implicit (i.e., First-Person Plural pronouns) and explicit (i.e., invitations and appreciations) inclusive leader language and test its effects on voice in multi-professional teams. We hypothesized that implicit inclusive leader language promotes voice especially among team members sharing the same professional group membership as the leader (in-group team members) while explicit inclusive leader language promotes voice especially among team members belonging to a different professional group (out-group team members). These hypotheses were tested in a field setting in which 126 health care professionals (i.e., nurses, resident and attending physicians), organized in 26 teams, managed medical emergencies. Behavioral coding and leader language analyses supported our hypotheses: Leaders' “WE”-references were more strongly related to residents' (in-group) and explicit invitations related more strongly to nurses' (out-group) voice behavior. We discuss how inclusive leader language promotes employee voice and explain why group membership functions as an important moderator in professionally diverse teams.     

We are our brothers' keepers.

An essential element of leadership for the physician executive is working with impaired physicians, whether their handicap is temporary or long-term, to make them fully contributing members of the health care team. Physicians must not only make themselves and their immediate staffs sensitive to the problem and its solutions, but also instill a helping environment for the overall organization.     

Testing whether reduced cognitive performance in burnout can be reversed by a motivational intervention

It has been suggested that the motivation to spend effort is decreased in burnout patients, resulting in reduced cognitive performance. A question that remains is whether this decreased motivation can be reversed by motivational interventions. We investigated this by examining the effect of a motivational intervention on cognitive performance. We presented 40 burnout patients in The Netherlands and 40 matched healthy controls with a complex attention task. As expected, in a first block of trials the performance of the burnout patients was poorer than that of healthy controls. Subsequently, we provided the participants with fake positive feedback about their performance and announced that we would financially reward those who performed best in a subsequent block of trials. Contrary to the healthy controls, the burnout patients did not improve their performance and experienced more aversion to spend effort. The study demonstrated that impaired cognitive performance in burnout patients could not be reversed by motivational interventions, which is in line with contemporary theories on burnout that state that physiological changes in burnout may underlie a relatively long-term decrease in motivation. The implication of these results is that in practice employers and therapists might need to accept that there could be a reduction in cognitive performance in employees with burnout.     

统一市场下的成份股票指数编制方法研究

本文通过因子分析、聚类分析等统计方法、在假定沪、深两市融合为一个市场的前提下,实证研究了编制成份股票价格指数的选股模型,使得该模型在最大程度上利用了上市公司的财务报告以及股票价格反映出的股票波动特性,保证样本股票覆盖到现有的各个行业,同时使该选股方法能够适应未来股市扩容发展的需要。本文的目的就是提出一个能够相对客观、全面地反映市场的宽基成份指数的编制模型。     

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欢迎，客座总编辑们！

让人惊心动魄的2008年过去了,我们依照惯例对2008年作了个简要的回顾,评出了年度最差企业家和年度最佳企业家。当我们审视所筛选出的一大串年度表现最差的企业家名单时,也曾一度犹豫：他们已经够失落的了,甚至悔恨不已了,是不是没有必要了？然而,使命感始终流淌于我们的血液中：他们必须为自己的行为负责,我们同时也是为了要鞭策和警示后来者!     

An introduction to the theory of constraint and how it can be applied to medical management

This overview of a new way of thinking about medical management problems could help physicians executives think about those problems differently.     

“Sorting Out” collective leadership: How Q-methodology can be used to evaluate leadership development

Q-methodology has proven to be an effective way to solicit participants' perceptions of outcomes. In this article, Q-methodology is described as a data collection tool that can be used to better evaluate the development of collective leadership. Additionally, this methodology provided a valuable tool for participants themselves (leadership development) and evaluators (evaluation development). In writing this article, we drew upon data from a longitudinal study of the Kellogg Leadership for Community Change (KLCC) initiative at six sites from 2002 through 2007 where multiple data collection strategies were employed, including Q-methodology.     

We are all in this together. Terrorism and the physician executive.

The threat of bioterrorism striking America is no longer a threat. It's real. Take a look at how the anthrax-laced letters and future acts of terrorism impact physician executives. Also consider some ways to prepare your physicians for a bioterrorism emergency.     

Radical Authentic Leadership: Co-creating the conditions under which all members of the organization can be authentic

Recently, in response to ethical challenges and loss of meaning within business, leadership theory and research has seen a proliferation of literature on ‘Authentic Leadership’. In this paper we argue that Authentic Leadership (AL), in the way it is currently theorized, is in danger of not reaching its stated objectives. We systematically address the “paradoxes” and shortcomings in current theory and suggest an extended focus of study. To do so, we draw on four existential authenticity themes: 1) inauthenticity is inevitable; 2) authenticity requires creating one's own meaning; 3) authenticity does not imply goal and value congruence, 4) authenticity is not intrinsically ethical. We systematically pursue the implications of these themes for the future development of Authentic Leadership theory and propose a more radical form of AL in which the focus of study shifts from the individual leader to understanding the conditions under which all members of the organization behave authentically. We suggest this is more likely to achieve the objectives of Authentic Leadership theory.     

Why We Don't Reinforce

No abstract available for this article.