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The Association of Pathology Chairs’ Pathology Leadership Academy: Experience From the First 2 Years

机译:病理学协会主席的病理学领导学院:前两年的经验

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摘要

Leadership development and succession planning are critical to ensure continued strength of academic pathology. The Association of Pathology Chairs developed the Pathology Leadership Academy to prepare future academic leaders. The purpose of this report is to describe: (1) Pathology Leadership Academy’s development and curriculum, (2) how Pathology Leadership Academy has met leadership development needs for individuals and academic departments in its first 2 years, (3) Pathology Leadership Academy’s future directions based on program feedback. Results were analyzed from pre- and postprogram needs assessment surveys of pathology chairs and from evaluations from Pathology Leadership Academy participants in the first 2 years. Pathology Leadership Academy curriculum was developed from topics identified as priorities in the chairs’ survey. Twenty-eight (90%) of 31 responding participants were very satisfied/satisfied with Pathology Leadership Academy. Of the 18 responding chairs who sent a participant to Pathology Leadership Academy, 11 (61%) reported that Pathology Leadership Academy met their faculty development goal. Of all responding chairs, 13 (32%) of 41 reported uncertainty as to whether Pathology Leadership Academy is meeting chairs’ goals. Chairs reported that Pathology Leadership Academy provided value to their faculty through preparation for a future leadership role, enhancing skills for a current role, and enhancing understanding of opportunities and challenges in academic medicine. Most chairs (27/43, 66%) said Pathology Leadership Academy should be offered again; 13 (32%) of 43 were uncertain, and 1 (2%) of 43 said no. Initial experience of Pathology Leadership Academy is positive and promising and provides opportunity for leadership succession planning in academic pathology. Pathology Leadership Academy will use participant and chair feedback for ongoing curricular development to ensure topics continue to address major needs of academic pathology.
机译:领导力发展和继任计划对于确保学术病理学的持续发展至关重要。病理学协会主席发展了病理学领导力学院,以培养未来的学术领导者。本报告的目的是描述:(1)病理领导学院的发展和课程,(2)病理领导学院在最初的两年中如何满足个人和学术部门的领导发展需求,(3)病理领导学院的未来方向根据计划反馈。从项目前和项目后对病理学椅子的需求评估调查以及病理学领导力学院参与者在前两年的评估中分析了结果。病理学领导力学院的课程是根据主持人调查中确定的优先主题而开发的。 31名回应者中有28名(90%)对“病理学领导力学院”非常满意/满意。在派遣参加者参加病理学领导力学院的18位响应主席中,有11位(61%)报告说病理学领导力学院达到了其教师发展目标。在所有主持人中,有41名中的13名(32%)报告说病理领导学院是否达到了主持人的目标尚不确定。主持人报告说,病理学领导力学院通过为未来的领导角色做准备,增强当前角色的技能以及增进对学术医学机遇与挑战的理解,为教师提供了价值。多数主席(27 / 43,66%)表示,应该再次提供病理学领导力学院。 43人中有13人(32%)不确定,43人中有1人(2%)说不。病理学领导力学院的初步经验是积极而有前途的,并为学术病理学中的领导力继任规划提供了机会。病理学领导力学院将利用参与者和主席的反馈进行持续的课程开发,以确保主题继续满足学术病理学的主要需求。

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