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Leadership content and pedagogical strategies are fundamental to health professionals’ education. All health professionals must be able to lead effectively and thrive in today’s complex health systems. Students must be involved in meaningful didactic and experiential leadership development early in their academic progression, and educators are positioned to lead in this initiative. This paper describes pre-postfindings from an application of Kouzes and Posner’s Student Leadership Practices Inventory with students who completed an interdisciplinary undergraduate leadership development program and observers’ perspectives of these students’ leadership characteristics. Outcome data found positive change in pre-post data except for encourage the heart for the student participants and challenges others for the observers. Critical reflectionand authentic assessment of actions that occurred during the leadership program could have shifted students’ realization of behaviors they actually did not demonstrate as originally thought at the beginning of the program. Observers’ scores tended to be higher than students’ scores; however, minimal change in posttest scores could be attributed to not using the same observers for the pre and post assessments.

The aim of this paper is to determine the views of Jim Kouzes, the chairman emeritus of the Tom Peters Company, a leadership development firm.

The paper is an interview with Jim Kouzes..

Jim Kouzes has been cited by the Wall Street Journal as one of the 12 most requested “non university executive‐educated providers” to US companies. The interview covers his opinions on a range of issues.

The paper provides insights into the thinking of a prominent individual.

The key design considerations for putting together effective management development activities are briefly reviewed. The Managerial Problems Survey, one mechanism for operationalising these design considerations, is described, followed by a case study of how one organisation used these ideas. Several suggestions are then presented for how organisations and their managers can increase the relevance and benefits of management development efforts.

Examines how senior leaders in organizations can foster trust through business competence and people orientation. However, frontline leaders need to apply five fundamental strategies consistently to prevent senior leader efforts from being wasted. Also examines the place of trust in teams and how trust can be gained once it is broken.

The purpose of this case study is to illustrate how Dianne Savastano, founder and CEO of Healthassist, Inc., a US-based health-care advocacy firm, successfully led her clients and team through the COVID-19 pandemic of 2020. To gather the data for this case study, the authors interviewed the protagonists, the members of her team and two clients. The authors read Healthassist Newsletters and the firm’s documents; and in fact, they included one Newsletter and several documents in the Exhibits of the case study. The authors conducted a literature review for articles in newspapers and journals about the newly developing field of “health-care advocacy,” a field which Savastano helped to create.

The authors illustrate how Savastano, using the five practices of exemplary leadership by Kouzes and Posner, in The Leadership Challenge, led her team through the pandemic of 2020. This is a story of a woman leader, using traits such as warmth, empathy, analysis and decisiveness, keeps her small business afloat when so many other firms collapsed in 2020.

The authors conducted seven interviews and literature searches on the topics of health-care advocacy; women leaders; leading through a crisis; and COVID-19.

The case study illustrates how a woman founder and CEO can lead her firm through a crisis.

This is an example of how a woman leader managed through the 2020 pandemic.

CSS 3: Entrepreneurship

Customer relationship management, or CRM, is a new management concept ‐ a new approach ‐ to managing customers. CRM is about the management of technology, processes, information resources, and people needed to create an environment that allows a business to take a 360‐degree view of its customers. CRM environments, by nature, are complex and require organizational change and a new way of thinking about customers ‐ and about a business in general. Creating such an environment requires more than adequate management of the customer relationship or new technologies, it requires new forms of leadership as well. Customer relationship leadership, or CRL, is a new model that leaders can embrace to recreate or readjust their leadership styles in order to foster an atmosphere in their businesses to adopt and practice the principles of CRM. While CRM environments improve business performance, initiatives undertaken in this new management field require sound leadership as well. CRL is a recommended approach to bridge the gap between a CRM vision and its reality.

The primary purpose of this paper is to call leadership educators to intentionally engage in a conversation regarding how we ensure participants of our programs are learning what we hope they learn. To achieve this principal aim, this paper will (a) briefly examine pressures compelling our discipline to engage in intentional conversations regarding assessment and (b) provide an overview of ways and means of assessment activities.

The aim of this paper is to understand the importance of keeping library staff motivated during tough financial times.

The paper takes the form of a literature review and comments on this timely topic.

Library staff are feeling nervous over the economy with cuts in funding and the influx of job seekers as library staff become career counselors.

The paper's value is in drawing attention to how libraries are coping with keeping staff motivated and providing practical tips and information on resource materials.