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Unformatted text preview: to leadership development.3 In spite of this “shift” Allied Health Care education continues to focus on
managerial skills and fails to differentiate between management and leadership. As an example, Richard Ray8 states in his
textbook on athletic training management [an allied health care profession] that, “this book is devoted primarily to principles and
techniques intended to improve the athletic trainer’s ability to be a transactional leader.” Transactional leadership is commonly
thought of as a trade off between superiors and subordinates (i.e., management). For example, the trade of money for
compliance can be seen as transactional leadership, no real skill is required by the “leader” it is positional authority or power
© The Internet Journal of Allied Health Sciences and Practice, 2004 Necessity of Leadership Development in Allied Health Education Programs 3 On the other hand, there is transformational leadership which is more akin to current leadership ideas, which encourages
subordinates to maximize their potential even if it means “showing up” the boss. Transformational leadership promotes
individuals and organizations by transforming current commitment to a set of higher ideals and values versus self-preservation.
One can view the difference between transactional and transformational leadership as similar to the differences between
management and leadership. As mentioned earlier, we come back to the idea that management is positional and based on title
while leadership is based on influence.
While teaching management and administration is important and a large part of what many allied health practitioners do in
clinical practice, it is remiss not to establish a difference between what is done as a manger and what is done as a leader.
Admittedly management can be easer to teach than leadership. John Kotter3 described it best, “most organizations are overmanaged and under-led.” Allied health and our specific disciplines need to address issues of leadership with the students in our
programs. In spite of this need, Brown3 reports that, “leadership development is an underutilized strategy at most universities.”
This can relate to the issue stated earlier that is difficult to succinctly define, yet much easier to identify when you see it
expressed in others.
LEADERSHIP COMPETENCIES: A STARTING POINT
In 1997 the Association of Schools of Allied Health Professions (ASAHP) set forth as one of their strategic plans, item 1.2.10
which states, “Cooperate with the National Network of Health Career Programs in Two-Year Colleges and the Health Professions
Network to implement an allied health leadership program.” This strategy resulted in the Coalition of Allied Health Leadership
which hosts annual “workshops” on leadership issues. The September 2003 workshop states on the application the “workshop
goals” which include:
· define aspects of leadership as it relates to allied health education and practice,
· identify personal leader...
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This document was uploaded on 04/03/2014.
- Fall '14