Developing a leadership competency model for Chinese oncologists using the Delphi method.

A model of hospitality leadership competency for frontline and director-level managers: Which competencies matter more?

PurposeThis paper was written for the attention of organisations wanting to develop leaders and create leadership programmes and it aims to highlight the fact that a leadership competency model will have an adverse effect on potential leaders.Design/methodology/approachResearch has been carried out through analysing existing literature on leadership and reading autobiographies and biographies on leaders. Furthermore, the author has over 20 years' hands‐on experience of creating and leading development programmes and has used his personal experience from these courses to add to his findings.FindingsThere are numerous successful management development models and tools. Many organisations have subsequently wanted to use leadership competency models to achieve the same positive results for helping to develop leaders. There are two main areas of research into leadership; focussed and broad‐based. Focussed research has consisted of concentrating on existing leaders and looking at their behaviours and styles. This produces models of the “ideal” leader in different categories, such as leader‐as‐hero, or leader‐as‐explorer. Broad‐based research has looked at different styles leaders use and picked the “best” qualities. These qualities are then used as a programme to follow and complete. These blueprints are unsuccessful however as they hinder individuals rather than allow them to develop. The whole concept of a leader is that they stand out from the crowd rather than following others. By trying to follow existing models, these individuals end up copying rather than leading. The most important element of a leader is integrity; it is not taking on a role, but is instead about the person.Originality/valueThis article will be of great value to organisations wanting to develop leaders. It will demonstrate that following a competency model will act as more of a hindrance than a help, and that the organisation needs to encourage the individual to develop his or her self‐awareness rather than copying existing blueprints.

This study employed a quantitative research approach, focusing on numerical responses to establish competencies for adaptive leadership in the Public Safety Officers Advanced Course (PSOAC). A survey questionnaire gathered substantial quantitative data, analyzed through Exploratory Factorial Analysis (EFA) and Confirmatory Factorial Analysis (CFA). The study identified four criteria for designing the leadership competence model: Persuasive Vision, People Development Management, Resiliency, and Reflective Practice. The CFA results confirmed the well-fitting model, supported by NFI (.908), IFI (.982), TLI (.970), and CFI (.981) indices above .900, with a RAMSEA value of .046. The adaptive leadership competency model aims to establish clear competencies for the PSOAC, with potential ease of acquisition if the Philippine Public Safety College administration supports its implementation. Recommending the inclusion of this model in a standardized Program of Instruction (POI) can empower Police Captains to respond effectively to 21st-century public safety and security challenges.

Traditional management development programs based on an educational model have not been effective at meeting organizational demands for improved performance results. In addition, many organizations find themselves saddled with outdated management and leadership development programs that need to be redesigned. However, the redesign process often appears too expensive and time-consuming to undertake, leaving organizations stuck with ineffective programs. This article reports on the complete redesign of a management development program for a 70,000+ employee public sector organization into a results-driven, competency-based training program. It presents a streamlined process that other organizations can implement as well as provides the competency model and instructional framework that can be adopted or adapted to other organizations.

Delphi consensus on core criteria set selecting among health-related outcome measures (HROM) in primary health care

There is a growing need to identify blue space characteristics that optimize stress reduction. Few studies have directly linked specific variables of blue spaces to stress-reduction. To address this gap, this study aimed to develop a framework identifying priority blue space variables for stress reduction. A scoping review first compiled a comprehensive list of potentially influential factors. Using the Delphi technique, a qualitative study then evaluated the most significant of these variables through private interviews with eleven (11) BlueHealth experts. The experts, drawn from diverse disciplines, were asked to rate the importance of various blue space characteristics on a 6-point scale. The analysis revealed that factors such as size, colour/clarity, biodiversity, and time spent in the blue space may be the most critical for stress reduction. Experts highlighted the complex interrelationships between these variables, noting that the optimal design of blue spaces requires a delicate balance to maximize the stress-reducing potential. While further experimental validation is warranted, this expert-informed framework provides a solid foundation for designing blue spaces that support mental health and well-being. By prioritising the key variables and understanding their relative importance, architects, urban planners, and policymakers can make more informed decisions when creating or retrofitting blue spaces. The findings of this study come at a critical time, as the global mental health crisis continues to escalate, with depression and stress projected to be leading concerns by 2030. Integrating this evidence-based framework into the design of blue spaces holds the potential to mitigate the negative impacts of the built environment and contribute to the overall well-being of individuals and communities.

Using two different samples under Chinese setting, this study tested the validity of construct-oriented entrepreneur's leadership competency situational judgment tests (LC-SJT) and compared the differences of leadership competencies between Chinese technology entrepreneurs and middle/senior managers. Results of confirmatory factor analysis supported the three-dimensional leadership competency model. Concurrent validity of LC-SJT relative to self-reported task performance, interpersonal facilitation, job dedication, and overall performance were 0.31, 0.26, 0.44, and 0.42. Chinese technology entrepreneurs performed worse in interpersonal competency, problem-solving competency and overall leadership competency than middle/senior managers; no significant difference existed in character competency. These results suggested the necessity in leadership competency development of Chinese technology entrepreneur to ensure new venture success. Implications of technology entrepreneur research to Chinese "building innovation-oriented country" strategy were also discussed.

This research aims to define competencies and propose a new competency model based on expert opinions. Using the Delphi technique, a qualitative research approach was employed. Data were collected through three rounds of Delphi surveys from 29 experts at universities with doctoral programmes in the field of Curriculum and Instruction (CI), who hold doctoral degrees in this area. In the first round, open-ended questions enabled experts to identify key competencies for CI. The subsequent rounds refined these competencies into a 7-point Likert scale questionnaire. Content and descriptive analysis were applied to the first round, while measures of central tendency and dispersion analysed the second and third rounds. The study culminated in a model encompassing 22 competencies: 5 in knowledge, 10 in skills, and 7 in attitudes and values. The knowledge domain includes sub-competencies such as possessing and deepening knowledge. The skills domain covers areas like teamwork and leadership, knowledge dissemination, independent working, problem-solving, and critical thinking, along with innovative and analytical thinking. The attitudes and values domain comprises professional sensitivity, lifelong learning, and commitment to ethical principles and values. This competency model aligns with the European Qualifications Framework (EQF) and the National Qualifications Framework for Higher Education in Türkiye (NQF-HETR), offering a robust framework for CI doctoral programmes. This model not only enhances the quality of CI education but also ensures alignment with international standards.

Top Management and Leadership Antecedents of Corporate Sustainability Performance: A Scoping Review

PurposeThis paper aims to identify crisis leadership competencies in the facility management (FM) sector in Thailand.Design/methodology/approachThe Delphi technique was used in three rounds of opinion evaluation from 24 Thai FM experts, based on which a large-scale questionnaire survey instrument was developed and administered. Of the 350 questionnaires distributed, 290 usable questionnaires were obtained (82.85 per cent response rate). Factor analysis was used to reveal important leadership competencies for managing facilities in crisis situations.FindingsThe Delphi technique identified 32 potential FM crisis leadership competencies. Of these, principal component analysis revealed 29 significant competencies. These competencies were grouped, using factor loadings, into five different competencies: emergency preparedness; crisis communication; emotional intelligence; leadership skills; and problem-solving. Emergency preparedness was found to be the most important leadership competency in FM crisis management.Research limitations/implicationsThis study is limited to the experiences of FM experts in Thailand. Its empirical results can help human resource managers to develop appropriate training programs and policies for FM practitioners, as well as to help junior FM practitioners develop competencies essential for leaders in the FM sector.Originality/valueThis is a novel empirical study of leadership competencies in a growing business sector in Thailand (FM) and possibly other countries in the Asian region. Leaders in FM can benefit from recognizing the leadership competencies that are critical during crisis management.

Objective To develop a systematic, scientific and objective competency model for clinical nurse specialist in critical care. Methods Literature research, focus group interview and the Delphi method were adopted to develop the competency model. The weight of each indicator was determined by the analytic hierarchy process. Results The effective response rates of two rounds of expert consultation were 100% and 93.8%, the expert authority coefficients were 0.86 and 0.88, and the coordination coefficients were 0.258~0.360 (P<0.05) and 0.332~0.367 (P<0.05) , respectively. The final competency model included 6 first-level indexes, 18 second-level indexes and 83 third-level indexes. Conclusions The constructed competency model for clinical nurse specialist in critical care is scientific and reliable, which can provide reference for selection, training, evaluation and management of specialists in the future. Key words: Critical care; Clinical nurse specialist; Competency; Delphi method

Competency model is widely used in enterprises, and effective evaluation of leadership competency is the basis and prerequisite for their selection, training, performance management and personal development. Based on a systematic review of relevant literatures, this study proposed a leadership competency evaluation model based on fuzzy information, and designed a solution algorithm. Taking the leadership competency evaluation of A company as a case, this study carried out the identification of individual advantage characteristics of leadership competency, and performed its individual agent evaluation and democratic agent evaluation. The results show that the algorithm can effectively identify the advantage characteristics of leaders. It also helps to explore the inherent strength structure of leadership competency and provides technical methods for individual growth and improvement.

PurposeThe purpose of this paper is to develop a competency framework that incorporates the key leadership competencies required of female leaders working in male-dominated industries by putting particular emphasis on the male leaders’ point of view.Design/methodology/approachThis qualitative research combines a thorough literature review on important leadership competencies with ten in-depth, semi-structured interviews with male leaders from the Telecommunication and ICT industry, two typically male-dominated industries in Germany. All the interviews were transcribed and analysed through qualitative content analysis based on Mayring.FindingsFindings revealed that success of female leaders within male dominances is shaped by not only their exceptional professional expertise but also the complex mix of behaviours on a professional and interpersonal level.Practical implicationsThis study contributes to the academic debate on why only a few women reach the top of organisations in male-dominated industries by considering the perspective of male leaders. A competency model is proposed that incorporates both professional competencies and expected behaviours on a personal and interpersonal level and therefore enables leadership professionals to better understand the male leaders point of view on the complex mix of competencies expected from female leaders operating in male-dominated industries.Originality/valueThe need for more women in leadership has become a global business imperative, yet little is known about the competencies required to succeed in environments shaped by male leadership styles and the understanding that women are less capable leaders. Assessing the point of view of male leaders, who dominate these working environments, provides new and valuable insights into the complex issue of women in leadership for the academic debate and the practitioners’ point of view.

Background: Antibiotic resistance (AMR) is a worldwide health problem. Antimicrobial stewardship (AMS) promotes and monitors the appropriate use of this medication. Literatures exist on AMR/AMS competency model and its interventions but a comprehensive overview is lacking. Objective: Our review aims to systematically explore and map the existing literature on AMR/AMS competency model among healthcare professionals. It also seeks to examine and investigate competency assessment tools. Methods: A scoping review was conducted in two bibliographic databases in 2013-2023 and supplemented by manual searches. Two independent reviewers screened and characterized the reviews, with a third reviewer verifying any disagreements. The review included full-access English articles on AMR/AMS competency and interventions for healthcare professionals. A competency model and intervention were synthesized and proposed. Infectious disease specialists validated the final competency model. Results: Seventeen articles met the AMR stewardship competency inclusion criteria. Following expert consultation, seven domains were identified : Domain One: antimicrobials and antimicrobial resistance, Domain Two: the diagnosis of infection, Domain Three: antimicrobial use &amp; and prescribe, Domain Four: antimicrobial stewardship, antimicrobial stewardship principles, Domain Five: infection prevention and control, Domain Six: surveillance and interprofessional collaborative practice, and Domain Seven: person-centered care. We identified 34 articles that met the criteria for inclusion in our competency assessment tools. Additionally, we used the EPOC taxonomy to categorize five intervention types. These included enabling interventions (such as education or guidelines on antibiotic use), restrictive interventions (which require expert approval prior to the use of certain antibiotics), structural interventions (which involve the introduction of a new diagnostic test or clinical algorithm to guide prescriptions), bundle interventions (which include a combination of different interventions), and others, representing 39%, 6%, 15%, 39% and 6% respectively. Moreover, the outcomes were categorized into three groups; group one, knowledge, attitude, and belief; group two, prescription rate and behavior; and group three, others, representing 33%, 60%, and 6%, respectively. Conclusion: Our AMR/AMS competency comprises seven domains, key elements, and interventions. Additionally, we have explored how to measure proficiency. Our findings can contribute to the improvement of the AMR competence framework and support ongoing intervention efforts in the field.

This research developed from a co-produced project called Moving Social Work. The purpose of this ongoing project is to train social workers in how to promote physical activity for and to disabled people. The first stage of the project consisted of building evidence to design a training programme prototype. As part of this stage, a Delphi study was conducted to ask leading experts about what should be included in the prototype. Questionnaires were sent to participants until consensus was reached. In reflecting on the results, people involved in the study commented that there was more about the experts’ opinions than percentages of agreement. Our co-production partners resolved that the Delphi was insufficient and called for detailed conversations with the experts. In response to this call, follow-up interviews with 10 experts who participated in the final questionnaire round of the Delphi were carried out. The interviews were co-produced, dyadic and data prompted. Dialogical inquiry was used to frame and co-analyse data. The results illuminate the capacity of qualitative research to justify, rectify, complicate, clarify, concretize, expand and question consensus-based evidence. The implications of the results for Moving Social Work are discussed. Beyond the empirical border of the project, wider contributions to literature are presented. As part of these, two key statements are highlighted and warranted: dialogical inquiry supports the practice of co-produced research, and Delphi studies should be followed by a Big Q qualitative study.