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Article
Publication date: 1 October 2008

Michael Kendrick

The International Initiative for Mental Health Leadership (IIMHL) has a parallel branch that has a focus on issues for leaders in the disability sector (the International…

177

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The International Initiative for Mental Health Leadership (IIMHL) has a parallel branch that has a focus on issues for leaders in the disability sector (the International Initiative for Disability Leaders ‐ IIDL). This article was written by Michael Kendrick, an internationally renowned leader and speaker in the disability, mental health and aged care sector.

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International Journal of Leadership in Public Services, vol. 4 no. 3
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 11 May 2009

Michael Kendrick

The International Initiative for Mental Health Leadership (IIMHL) is a joint endeavour involving eight countries, and aims to facilitate the sharing of best practices and to…

91

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The International Initiative for Mental Health Leadership (IIMHL) is a joint endeavour involving eight countries, and aims to facilitate the sharing of best practices and to provide support and collaboration for leaders of mental health services to develop robust and effective managerial and operational practices. The ultimate aim is to improve services for people who use them. An article from the IIMHL is included in every issue of The International Journal of Leadership in Public Services.This paper describes the key learning outcomes that came from the examination of the experience of eight American community‐based agencies that altered their service practices from an exclusive reliance on group and fixed models of service, to models of service that were exclusively individualised for the entirety of the people they served. It examines the key lessons learned as to what drove this process and what did not, as well as what some of the critical comparative outcomes were. A significant core factor cited repeatedly was values‐based leadership from within the agency concerned and a key result was that individualised services for every person served were very cost competitive in the systems they were in.

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International Journal of Leadership in Public Services, vol. 5 no. 1
Type: Research Article
ISSN: 1747-9886

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63

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International Journal of Leadership in Public Services, vol. 4 no. 1
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 1 April 2007

Andy Smith

The article describes the Five Dimensions of Person‐Centredness, an evaluation tool developed specifically to explore supported living and inclusion‐orientated organisations. It…

150

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The article describes the Five Dimensions of Person‐Centredness, an evaluation tool developed specifically to explore supported living and inclusion‐orientated organisations. It explores some of the learning gained from using the evaluation process with four organisations in Scotland, and includes identification of common themes that make the difference when personalising support.

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Article
Publication date: 1 October 2008

John Dixon, Rainer Koch, Peter Conrad and Frank Schirmer

58

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International Journal of Leadership in Public Services, vol. 4 no. 3
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 1 May 1980

MICHAEL POPE and ERIC KENDRICK

The MSC recently approved and published the second and final report of Geoffrey Bostock's Training of Trainers Committee. Under the title of DIRECT TRAINERS it focuses on all…

210

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The MSC recently approved and published the second and final report of Geoffrey Bostock's Training of Trainers Committee. Under the title of DIRECT TRAINERS it focuses on all those who directly carry out training, whether on or off the job.

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Industrial and Commercial Training, vol. 12 no. 5
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 August 1968

L.J. Willmer, L.J. Winn and Edmund Davies

May 16, 1968 Building — Safety regulations — Roof of fragile materials — Safe means of access — Employee working from roof to knowledge of employers — Convenient but not necessary…

20

Abstract

May 16, 1968 Building — Safety regulations — Roof of fragile materials — Safe means of access — Employee working from roof to knowledge of employers — Convenient but not necessary to do so — Not proper place from which to work — Employers' failure to inspect roof to see that safe — Whether negligent — Fall of employee through roof — Whether employers in breach of statutory duty — Whether roof place where employee “has…to work” — “Have to pass over” — “Ladders” — Building (Safety, Health and Welfare) Regulations, 1948 (S.I. 1948 No. 1145), reg. 31(3) — Construction (General Provisions) Regulations, 1961 (S.I. 1961 No. 1580), reg. 7(1).

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Managerial Law, vol. 4 no. 5
Type: Research Article
ISSN: 0309-0558

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Book part
Publication date: 16 October 2023

Jennifer Aranda, Scott Chazdon, Jocelyn I. Hernandez-Swanson, Tobias Spanier and Ellen Wolter

Minnesota’s rural communities are becoming increasingly more racially, ethnically, and culturally diverse. The state shares territory with 11 Sovereign Nations and one in five…

Abstract

Minnesota’s rural communities are becoming increasingly more racially, ethnically, and culturally diverse. The state shares territory with 11 Sovereign Nations and one in five Minnesotans identifies as Black, Indigenous, People of Color (BIPOC) today, compared with just 1% in 1960. In collaboration with communities, University of Minnesota’s Extension Department of Community Development works to develop leadership capacity for residents to address inclusiveness, belonging, community climate and culture. The Welcoming and Inclusive Communities Program (WICP) focuses on measurement of community readiness within seven sectors combined with an educational stakeholder cohort experience leading to identification of challenges and best practices happening across a community. Curriculum includes exploring concepts of race and intersectionality and emphasizes the growth of leadership as participants work to promote equity and inclusion. Growing Local, another program in our community toolkit, is an intentional cohort series for BIPOC growth into leadership, more specifically, into decision-making arenas and positions of leadership, like their town/city/county committees, boards, and commissions. From learning the language of the oppressor (e.g., Robert’s Rules of Order) to understanding the dynamics and nuances of power-mapping and social capital, participants address the barriers facing BIPOC. This chapter highlights program design elements, assessments and evaluation, and lessons learned from program implementation to date. Scholars, researchers, practitioners, and leaders will find globally relevant and replicable tools to support the development of leaders who can shape their communities through the lens of inclusive leadership, increase and strengthen capacity to lead, build networks, and facilitate community-owned change.

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Inclusive Leadership: Equity and Belonging in Our Communities
Type: Book
ISBN: 978-1-83797-438-2

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Book part
Publication date: 28 January 2003

Loretta M. Flanagan-Cato

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Progress in Psychobiology and Physiological Psychology
Type: Book
ISBN: 978-0-12-542118-8

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Article
Publication date: 1 February 1986

R.P. Mohanty and S.C. Rastogi

To overcome the weaknesses of individual approaches to productivity management several viewpoints have to be integrated. Such an approach is appropriate for different…

310

Abstract

To overcome the weaknesses of individual approaches to productivity management several viewpoints have to be integrated. Such an approach is appropriate for different organisations or for different stages of one organisation within its life cycle according to variables in and around the problem area. It is then feasible to evolve appropriate productivity measures for the people and circumstances involved. Hence a systems view is much more desirable. Different people have different perceptions of the process of productivity management due to expectational, definitional, temporal, valuational and spatial incongruencies. Productivity measures can be classed broadly as quantitative (e.g. Input‐Output Indices) or qualitative (Appraisal Method). A critical review of these models and their limitations is presented. The need for an Action Research Model, which aims to contribute both to the practical concerns of people in a problematic situation and to the goals of the organisation by joint collaboration within a mutually acceptable framework, and its potential, is discussed and an example given.

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International Journal of Operations & Production Management, vol. 6 no. 2
Type: Research Article
ISSN: 0144-3577

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