Background:The healthcare environment is becoming increasingly complex with physicians undertaking more leadership roles. The majority of physicians are not prepared to take up these roles, despite evolving evidence that good clinical leadership yields better clinical outcomes for both patients and healthcare organizations. Further, few residency programs explicitly embed leadership training for their students despite their positions at the forefront of healthcare delivery. This deficit ultimately leaves a multilevel healthcare “leadership” gap in a sector that depends heavily on the education process to improve clinical outcomes. A pre-study survey of residency graduates at the Aga Khan University, Nairobi (AKU,N) undertaken by Lance Mayabi revealed a perceived need for clinical leadership training to aid in preparing the graduates in their future careers. Objective:To explore further this perceived need for clinical leadership training, the residents’ understanding of clinical leadership and preferred modalities for clinical leadership training delivery to residents in various residency programs within AKU, N Methods:This was a phenomenological qualitative survey designed to explore the perceived need for clinical leadership training, the understanding of clinical leadership and the preferred modes of delivery of this training. Survey Monkey, an online survey tool was used to administer a questionnaire. A total of 106 invitations were sent out to both alumni and residents of AKU, N between October 2015 and January 2016 to participate in this survey. Results were analysed using the Framework (thematic) analysis described by Ritchie and Spencer. Results:There were 60 respondents of whom the majority felt that they were clinical leaders and that residency had prepared them to be clinical leaders by providing opportunities, autonomy and experiences to practice clinical leadership. There were however various barriers to clinical leadership like the lack of formal leadership training, lack of good role models, inexperience, poor institutional policies and apathy. The residents’ definition of clinical leadership was varied but there was a clear distinction between leadership and management. Clinical leadership as defined by residents is skills based, patient care oriented, leading by example, and provision of guidance to a team of colleagues within a clinical setting. The majority of respondents felt that formal training would aid them in becoming better clinical leaders by providing structure, creating awareness of the available leadership opportunities and improving their competency. The formats of delivery of this training were varied but online curriculum and tailor-made to individual needs were most preferred. Conclusion:The study revealed that the residency programs at AKU,
اسلامی عقاید اور دیگر مذاہب اعتراض نمبر۷۴ ڈریپر صاحب (معرکہ علم و مذہب) میں لکھتے ہیں ، بحیرہ راہب نے بصریٰ کی خانقاہ میں محمد ﷺ کو نسطوری عقاید کی تعلیم دی۔آپ کے نا تربیت یافتہ لیکن اخاذ دماغ نے نہ صرف اپنے اتالیق کے مذہبی بلکہ فلسفیانہ خیالات کا گہرا اثر قبول کیا۔بعد میں آپ کے طرز عمل سے اس امر کی شہادت ملتی ہے کہ نسطوریوں (عیسائیوں کے ایک مذہبی فرقہ کا نام ہے) کے مذہبی عقاید نے آپ پر کہاں تک قابو پا لیا تھا۔( سیرت النبی۔ج ۱ ص۱۱۸) جواب:بحیرہ راہب والی روایت پیچھے درج ہوئی ہے جس سے کوئی ادنیٰ سا اشارہ بھی نہیں ملتا جس سے ظاہر ہو کہ آپؐ نے راہب سے تعلیم حاصل کی۔ حجر و شجر کا سجدہ کرنا، بادل کا سایہ کُناں ہونا ، مہر ِ نبوت کا ذکر کرنا اور بوسہ دینا، درخت کی شاخوں کا جھک کر آپ پر سایہ کرناوغیرہ یہ وہ باتیں ہیں جو راہب نے کہیں اور سب سے بڑھ کر ببانگ دہل یہ کہا کہ ’’ تمام جہانوں کے پروردگار کی طرف سے رسول ہیں، اللہ تعالیٰ ان کو تمام عالم کے لیے رحمت بنا کر مبعوث کرے گا اور یہ تمام عالم کے سردار ہیں‘‘ لیکن یہ نہیں کہتا کہ اس کی تعلیم کی ذمہ داری میری ہے ۔میں اسے تعلیم دوں گا ، مجھے ان کی تعلیم کے لیے حکم دیا گیا ہے۔ اس قسم کی کوئی بات راہب نہیں کہتا ‘مگر ادھر مستشرقین ہیں کہ ان کی جان پر بنی ہوئی ہے وہ یہی رٹ لگائے جاتے ہیں کہ اس راہب سے آپﷺ نے مذہب کے اسرار و رموز سیکھے۔اسے کہتے ہیں مدعی سست گواہ چست۔ دوم:آپ ؐ کی اس وقت عمر مبارک قریباََ ۱۲ سال تھی۔ اس عمر کے لڑکے کو راہب نے مذہب کے تمام حقائق اور...
This research is a conceptual paper that examines the impact of the presence of the Covid-19 vaccine on investor sentiment and the performance of the global stock market after being hit by high concerns due to the pandemic. The results showed that each stage of vaccine development received high appreciation from stock investors, especially after vaccine candidates passed clinical trials in humans. Investors' positive sentiment towards the vaccine program boosted stock market performance. However, the sentiment of this vaccine cannot stand alone, it needs government policy support to truly restore market confidence in the recovery of social and economic conditions, including the stock market. This research combines secondary data published from high-ranking journals that can be used to help develop future tests.
The aim of the study is to re-examine the direct impact of transactional and transformational
leadership styles on employee creativity and then after the application of mediating variable
of organizational trust. The study has catered Pakistan?s Telecom sector to explore out the
areas of leadership and its consequences on employees with perspective of creativity. The
impact of mediating variable (Organizational trust) has also checked. Normally
organizational trust is considered as positive entity, but the results extracted are not as per this
perception. From total 300 usable employee survey, responses received were 210. Ten were
excluded due to incomplete information. Rest 200 constituted a 67% percent response rate.
Contributors including the sample were functioning in three types of jobs: R&D (49%),
strategic marketing (30%), and functional professions (21%). The average age of the
participants was 30.4 years. The average organizational tenure was 3.62 years. Among the
200 respondents, 139 were male; 61 were female. Reliability of extracted data was as per
requirement. For Regression check, Preacher F. Hayes Test was used.
For the process of results, it was proposed in hypothesis that both Transactional and
transformational leaderships have positive relationship with employee creativity in presence
of organizational trust. Extracted results have proved the first part that direct impact of
Transactional leadership on dependent variable i-e Employee Creativity is positive. However,
after tool application, results do not validates the hypothesis regarding positive output of the
employee creativity with mediating variable. However, direct impact of transformational
leadership on employee creativity has obtained significant and even after the inclusion of
organizational trust as mediating variable the relationship has improved and showed full
mediation. In results, the direct impact of transformational leadership on employee creativity
is more than the explicit impact of transactional leadership on employee creativity.