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Calabrese, Thad. Running on Empty: The Operating Reserves of US Nonprofit Organizations. Nonprofit Management & Leadership 23(3): 281-302.
Light, Paul (ed.). The Federalist Papers Revised for Twenty-First-Century Reality. Co-sponsored by the School of Public Affairs at American University and the School of Policy, Planning, and Development at the University of Southern California, Public Administration Review, December 2011, Volume 71.
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Public administration scholars answer the question: What might Alexander Hamilton, John Jay and James Madison, who between October 1787 and August 1788 penned the Federalist Papers promoting ratification of the U.S. Constitution, add now to the pamphlets, in view of changes in the administration of our government over the past two and a quarter centuries? Are these foundational essays still relevant? How might key pamphlets be updated to reflect new realities?
Federalist No. 85 offers a synopsis of the overall case for the Constitution. Describing the dangers of a nation without a national government as an "awful spectacle," the paper provides a rebuttal to the active opposition to ratification. Focusing entirely on the operations of government, this essay examines contemporary challenges to faithfully executing the laws and offers an analysis of comprehensive reforms for creating greater accountability, efficiency, and productivity.
Magee, Joe C., Gavin Kilduff, & Chip Heath. On the folly of principals' power: Managerial psychology as a cause of bad incentives. Research in Organizational Behavior, 31, 25-41.
Faulty and dysfunctional incentive systems have long interested, and frustrated, managers and organizational scholars alike. In this analysis, we pick up where Kerr (1975) left off and advance an explanation for why bad incentive systems are so prevalent in organizations. We propose that one contributing factor lies in the psychology of people who occupy managerial roles. Although designing effective incentive systems is a challenge wrought with perils for anyone, we believe the psychological consequences and correlates of higher rank within organizations make the challenge more severe for managers. Patterns of promotion and hiring typically yield managers that are more competent than their employees, and ascending to management positions increases individuals' workload and power. In turn, these factors make managers more egocentrically anchored and cognitively abstract, while also reducing their available cognitive capacity for any given task, all of which we argue limits their ability to design effective incentives for employees. Thus, ironically, those with the power to design incentives may be those least able to effectively do so. We discuss four specific types of bad incentive systems that can arise from these psychological tendencies in managers: those that over-emphasize compensation, generate weak motivation, offer perverse motivation, or are misaligned with organizational culture.
Buckley, Tamara R.
Foldy, Erica Gabrielle A pedagogical model for increasing race-related multicultural counseling competency. 2010. The Counseling Psychologist 38 (5): 691-713.
Research suggests advances in students’ multicultural competence following multicultural counseling training. Increasingly, however, multicultural counseling courses have emphasized self awareness, which has increased the affective demands of these courses and student resistance to learning the material. This paper proposes a pedagogical model to enhance multicultural counseling training that attends both to content and process variables that may impact classroom learning. Its fundamental premise is that psychological safety, the belief that the classroom is safe for taking interpersonal risks, must be present for increasing knowledge and awareness around the charged, and often taboo, topics of race and culture in multicultural counseling training. The model integrates research from psychology, education, and management, including identity threat, culture-centered teaching practices, racial identity, and learning frames. The authors conclude with implications for classroom teaching.
Foldy, E.G. & Buckley, T.R. Re-creating Street Level Practice: The Role of Routines, Work Groups and Team Learning. Journal of Public Administration Research and Theory.
Ample research documents the ubiquity of routines in street-level practice. Some individual-level and organizational-level research has explored how to break street-level routines, but little has looked at the work group level. Our study observed teams of state child welfare workers over 2.5 years, documenting whether they discarded old routines and learned new ones. Results suggest that team characteristics such as clear direction and reflective behaviors had greater influence on team learning than individual characteristics such as stress level, tenure, and educational level. We suggest that group-level factors be included in future models of what enables the re-creation of street-level practice.
Hollender, Jeffrey and Bill Breen. The Responsibility Revolution: How the Next Generation of Businesses Will Win. San Francisco: Jossey-Bass, 2010. Print.
How to create a company that not only sustains, but surpasses-that moves beyond the imperative to be "less bad" and embrace an ethos to be "all good"
From the Inspired Protagonist and Chairman of Seventh Generation, the country's leading brand of household products and a pioneering "good company," comes a one-of-a-kind book for leaders, entrepreneurs, and change agents everywhere. The Responsibility Revolution reveals the smartest ways for companies to build a better future-and hold themselves accountable for the results. Thousands of companies have pledged to act responsibly; very few have proven that they know how. This book will guide them. The Responsibility Revolution presents fresh ideas and actionable strategies to commit your company to a genuine socially and environmentally responsible business and culture, one that not only competes but wins on values.
The Responsibility Revolution equips people with the tactics, models, and mind-sets they need to compete in a world where consumers now demand that companies contribute to the greater good.
Ospina, S. Paradox and Collaboration in Network Management. Administration and Society. Administration & Society July 2, 2010 vol. 42 no. 4 404-440.
Ospina, S., Dodge, J., El Hadidy, W., Foldy. E.G., Hofmann-Panilla, A. & Su, C. Pockets of Abundance: Building Leadership Capital for Social Change. .
Foldy, E.G. Buckley, T.R. & Rivard. P. Power, Safety and Learning in Racially Diverse Groups. Academy of Management Learning and Education 8(1) 2009.
Foldy, E.G., Goldman, L. & Ospina, S. The leadership task of prompting cognitive
shifts: Shaping perceptions of issues and constituencies to achieve public service goals.. Public 18. (Published by ESADE Business School.).
In summary, these exemplary non-profit organizations were often very strategic in how they framed problems, solutions and the people they served. This suggests that public organizations could also be more deliberate in their framing processes. Organizational leaders might want to talk explicitly about the shifts they are trying to create, and whether these fit together or act at cross purposes, in addition to how well they match the organization’s goals and mission. Prompting cognitive shifts is at the heart of public leadership.
Kovner, A.R., Fine, D.R. & D'Aquila, R. Evidence-Based Management in Healthcare. Chicago: Health Administration Press, .
Too often in the fast-moving healthcare field, decision makers rely primarily on what has worked before. Evidence-Based Management in Healthcare explains how healthcare leaders can move from making educated guesses to using the best available information to make decisions.
Learn what evidence-based management (EB management) is and how it can focus thinking and clarify the issues surrounding a decision. The book provides a straightforward process for asking the right questions, gathering supporting information from various sources, evaluating the information, and applying it to solve management challenges.
Numerous real-life examples illustrate how the EB management approach is used in a variety of situations, from inpatient bed planning to operating room scheduling to leadership development. These examples also demonstrate the potential costs and benefits of EB management.
Ospina, S. and E. G. Foldy A critical Review of Race and Ethnicity in the Leadership Literature: Surfacing Context, Power and the Collective Dimensions of Leadership.. The Leadership Quarterly, 20
Leadership studies focusing on race–ethnicity provide particularly rich contexts to illuminate the human condition as it pertains to leadership. Yet insights about the leadership experience of people of color from context-rich research within education, communications and black studies remain marginal in the field. Our framework integrates these, categorizing reviewed studies according to the effects of race–ethnicity on perceptions of leadership, the effects of race–ethnicity on leadership enactments, and actors' approach to the social reality of race–ethnicity. The review reveals a gradual convergence of theories of leadership and theories of race–ethnicity as their relational dimensions are increasingly emphasized. A shift in the conceptualization of race–ethnicity in relation to leadership is reported, from a constraint to a personal resource to a simultaneous consideration of its constraining and liberating capacity. Concurrent shifts in the treatment of context, power, agency versus structure and causality are also explored, as are fertile areas for future research.
Light, P.C. The Search for Social Entrepreneurship. Brookings Institution Press.
Ospina, S. & Saz, A. Leadership in Inter-organizational Networks. 21st Century Management: A Reference Handbook, Volume 2, Sage: Los Angeles, pp. 291-300.
Sensegiving -- shaping how people understand themselves, their work, and others engaged in that work -- is critical to the work of organizational leadership. We propose the cognitive shift, a change in how an organizational audience understands an important element of the organization's work, as a desired outcome of the sensegiving process. Organizations try to spur these shifts in two categories: about their issue and about their primary constituency, the population it is designed to serve or mobilize. This approach makes two contributions: It re-directs attention from individual leaders' behaviors and characteristics to the work of leadership, as opposed to the agents through which it is carried out. Second, it operationalizes the intangible process of meaning-making by breaking it down into discrete units that are relatively equivalent and, therefore, comparable, providing a systematic way to analyze and map cognitive leadership processes.
Social entrepreneurship has come to be synonymous with the individual visionary - the risk taker who goes against the
tide to start a new organization to create dramatic social change. The problem with focusing so much attention
on the individual entrepreneur is that it neglects to recognize and support thousands of other individuals, groups, and organizations that are crafting solutions to troubles around the globe.
Cherlin, E., Helf, B., Elbel, B., Busch, S.H. & Bradley, E.H. Cultivating Next Generation Leadership: Preceptorsâ€™ Rating of Competencies in Post-Graduate Administrative Residents and Fellows.. Journal of Health Administration Education, Fall 2006, pp. 351-365.
Substantial national attention is being directed at enhancing the competency levels of early careerists in healthcare management. In this study, we examined preceptors' ratings of administrative resident/fellow competencies in multiple domains, and we compared those to our previous results of self-rated competency by residents/fellows. In this national sample of preceptors (n=61) of administrative residency/fellowship program listed with the American College of Healthcare Executives, competency in the information management domain was ranked highest, with more than half of preceptors (55.7%) giving their residents/fellows an "A" rating. Fewer preceptors (between 30.0% and 39.2%) gave their residents/fellows an "A" rating in domains of interpersonal and emotional intelligence, analytic and conceptual reasoning, and clinical operations. Less than 20% of preceptors rated competencies as "A" level in the domains of human resources/marketing/public affairs, financial management, fund raising, and facilities management. There were significant differences in preceptor ratings compared with resident/fellow self-ratings, with preceptors often providing lower ratings than provided by resident/fellows. The findings highlight the need not only to enhance competency levels of graduates but also to address the potential mismatch in early careerists' and preceptors' views about required and attained competency levels.
Kaplan S.A., Calman, N.S., Golub M., Davis J.H. & Billings, J. The Role of Faith-Based Institutions in Providing Health Education and Promoting Equal Access to Care: A Case Study of an Initiative in the Southwest Bronx. Journal of Health Care for the Poor and Underserved 2006; 17.2: 9-19.
Boufford, J.I. Leadership Development for Global Health. in Global Health Leadership and Management, Forege, WH; Daulaire, N.; Black, R.E.; Pearson, C.E., Eds. Jossey-Bass, San Francisco, .
Written by an international panel of distinguished global health experts, this book distills valuable lessons from a wide variety of successful health programs that have been implemented around the world. "Global Health Leadership and Management gives practical suggestions for enhancing and developing the essential skills of leadership, management, communication, and project planning for health care leaders. The book will assist health leaders to work well within their communities and effectively plan, direct, implement, and evaluate effective programs and activities. "Global Health Leadership and Management outlines and describes such core competencies as Identifying challenges and developing and managing policy Developing strategies, pathways, and solutions Creating networks and partnerships and planning for change Learning from experience to build a generation of leaders Leading and managing teams by recognizing and celebrating success
Dodge, J., Ospina, S. & Foldy, E.G. Integrating Rigor and Relevance in Public Administration Scholarship: The Contribution of Narrative Inquiry. Public Administration Review, Vol. 65, May/June, No.3, pp. 286.
A traditional view of scholarly quality defines rigor as the application of method and assumes an implicit connection with relevance. But as an applied field, public administration requires explicit attention to both rigor and relevance. Interpretive scholars' notions of rigor demand an explicit inclusion of relevance as an integral aspect of quality. As one form of interpretive research, narrative inquiry illuminates how this can be done. Appreciating this contribution requires a deeper knowledge of the logic of narrative inquiry, an acknowledgement of the diversity of narrative approaches, and attention to the implications for judging its quality. We use our story about community-based leadership research to develop and illustrate this argument.
In this article, I reflect on how my white racial identity shaped and, in turn, was shaped by my dissertation data collection. I identify specific choices and experiences in the research interviews that were influenced by my race, using data both from my own journal as well as feedback about my interviews from two informants of color. I also trace how conducting the interviews and writing about them in my journal affected how I make meaning of my racial identity. I offer these reflections as a contribution to two conversations, both related to exploring and learning about race. First, my discussion of how being white influenced my study contributes to important dialogues about how researcher identities reverberate through the research process. Second, my consideration of the change in my racial identity suggests implications for those interested in learning from and about race. Specifically, it suggests that whites must claim a voice on race in order to contribute meaningfully to cross-racial learning.
The question for this paper is not whether social entrepreneurs exist, however, but whether the field of social entrepreneurship is too exclusive for its own good. The field has mostly defined social entrepreneurs as individuals who launch entirely new social-purpose nonprofit ventures. In doing so, the field may have excluded large numbers of individuals and entities that are equally deserving of the support, networking, and training now reserved for individuals who meet both the current definitional tests of a social entrepreneur and the ever-growing list of exemplars.
Not only does this definition deny the possibility that the intensity and quantity of social entrepreneurship might vary over time and across individuals and entities, it also substantially reduces the population of entrepreneurs who might form the basis for the kind of evidence-based, large-sample, control-group research needed to determine what truly matters to successful social entrepreneurship.
Dodge, J., Ospina, S. & Sparrow, R. Making Partnership A Habit: Margie McHugh and the New York Immigration Coalition. Synergos Bridging Leadership Resource Center. Synergos Institute, New York, .
The strategies and methods used by the New York Immigration Coalition (NYIC) are attracting increased attention for their sustainable collaborative systems that address critical social and economic needs. This case focuses on the evolution of NYIC's successful methods for building bridges across sectors and among a diverse group of immigrant communities, and the leadership approach that made it work.
Light, P.C. The Four Pillars of High Performance: How Robust Organizations Achieve Extraordinary Results. Mcgraw-Hill, .
Light, P.C. Sustaining Nonprofit Performance: The Case for Capacity Building and the Evidence to Support It. Brookings Institution, .
Seaman, M., de CerreÃ±o, A.L.C & English-Young, S. From Rescue to Renaissance: The Achievements of the MTA Capital Program 1982 - 2004. Rudin Center for Transportation Policy and Management, NYU Robert F. Wagner Graduate School of Public Service, and the University Transportation Research Center at City College, City University of New York, December 2004.
This reader uses an alternative approach to gender at work to provoke new thinking about traditional management topics, such as leadership and negotiation.Presents students with an alternative conceptual approach to gender in the workplace. Connects gender with other dimensions of difference such as race and class for a deeper understanding of diversity in organizations. Illustrates how traditional images of competence and the ideal worker result in narrow ways of thinking about work, limiting both opportunity and organizational effectiveness. Provokes new ways of thinking about leadership, human resource management, negotiation, globalization and organizational change.
Ely, R., Foldy, E.G. & Scully, M. Reader in Gender, Work and Organization. Blackwell Publishers, .
This reader uses an alternative approach to gender at work to provoke new thinking about traditional management topics, such as leadership and negotiation. Presents students with an alternative conceptual approach to gender in the workplace. Connects gender with other dimensions of difference such as race and class for a deeper understanding of diversity in organizations. Illustrates how traditional images of competence and the ideal worker result in narrow ways of thinking about work, limiting both opportunity and organizational effectiveness. Provokes new ways of thinking about leadership, human resource management, negotiation, globalization and organizational change.
Ospina, S. & Cunill, N. La EvaluaciÃ³n de los Resultados de la GestiÃ³n PÃºblica: Una Herramienta TÃ©cnica y PolÃtica. (Outcome Evaluation for Public Management: A Technical and Political Tool) in Cunill, Nuria, Ospina, Sonia (ed.) EvaluaciÃ³n de Resultados para una GestiÃ³n PÃºblica Moderna y DemocrÃ¡tica. Experiencias Latinoamericanas. Venezuela: CLAD â€“ Editorial Texto, pp. 435-494.
Ospina, S. & Ochoa, D. El Sistema Nacional de EvaluaciÃ³n de Resultados de la GestiÃ³n PÃºblica (Sinergia) de Colombia. (Colombian National System of Outcome Evaluation of the Public Management) in Cunill, Nuria, Ospina, Sonia (ed.) EvaluaciÃ³n de Resultados para una GestiÃ³n PÃºblica Moderna y DemocrÃ¡tica. Experiencias Latinoamericanas. Venezuela: CLADâ€“Editorial Texto, pp. 143-238.
Ospina, S. & Yaroni, A. Enacting Labor Management Cooperation: New Competencies for the New Times. in Jonathan Brock and David B. Lipsky (ed.) Going Public: The Role of Labor-Management Relations in Delivering Quality Government Services. Champaign, Illinois: Industrial Relations Research Association. 2003, pp. 137-170.
The public sector currently employs around 40 percent of all union members in the United States. Pressures for cost-effective and quality government services have placed new demands on the labor-management relationship. A fluctuating set of expectations about the appropriate responsibilities of government and a shifting political culture are severely testing the ability of the public sector to meet demands for increased accountability and expanded services. Especially in an age of knowledge workers, the traditional division between labor and management regarding leadership and work may no longer be viable. Going Public examines the forces affecting labor and management and the prospects for adopting service-oriented cooperative relationships as a key strategy for meeting the expanded demands on the public sector.
Brecher, C. The Public Interest Company as a Mechanism to Improve Service Delivery: Suggestions for the Reorganization of the London Underground and National health Service Trusts. Public Management Foundation, March.
A major issue on the national agenda in the United Kingdom is how to improve public services. There is no single, simple solution. A serious commitment to that goal will require additional resources and innovative leadership that can use the funding wisely. Such an effort also will require new organizational forms for the delivery of services. Alternatives to both traditional public bureaucracies and for-profit businesses are likely to be an essential component of designs for more cost effective public services. The Public Management Foundation (PMF) in London is a ‘think tank' that has begun to address the emerging need for new organizational structures. Their suggestion is to develop an entity that they call a ‘public interest company' (PIC). Such a body is proposed as one of many ways to help improve services: ‘Our collective point is that the way in which the British system allows organisations to deliver public services has been too restrictive and a far wider variety of organisational forms for public service delivery needs to be encouraged. The public interest company will be just one of these.'
Foldy, E.G. 'Managing' Diversity: Power and Identity in Organizations. in I. Aaltio-Marjosola & A. Mills (Eds.) Gender, Identities and the Cultures of Organizations. London, Routledge.
O'Regan, K. & Oster, S.M. Does Government Funding Alter Nonprofit Governance? Evidence from New York City Contractors. Journal of Policy Analysis and Management 21(3):359-379.
This report recommends a comprehensive reassessment of federal health policies, programs, and processes, including federal-state roles and relationships, and some immediate actions to promote and protect the nation's health and to provide leadership in world health. The report concentrates on the challenges facing the secretary of the U.S. Department of Health and Human Services (DHHS) as the head of the lead health agency in the federal government. The federal government is responsible for five main functions related to health policy: financing; public health protection; collecting and disseminating information about U.S. health and health care delivery systems; capacity building for population health; and direct management of services.
Unlike the current categorical, or highly specialized, approach leading to policies and programs addressing the needs of a specific population, illness, or organizational constituency, a new, comprehensive approach to policy for the 21st century should promote coordinated efforts across programs in order to achieve three goals:
* create conditions that lead to longer, healthier lives for all Americans;
* eliminate health disparities;
* protect communities from avoidable health hazards and help them to address their own health problems.
Foldy, E.G., Rudolph, J.R. & Taylor, S.S. First Person Practice: Using Action Science/Action Inquiry to Improve Ourselves, Our Interactions, and Our Research. Professional Development Workshop. Academy of Management. Washington, D. C. August 6-8.
Yedidia, M.J. & Bickel, J.. Why Aren't There More Women as Leaders in Academic Medicine? The Views of Clinical Chairs. Academic Medicine, 76, pp. 453-465.
Schall, E. Managing the Risk of Innovation: Strategies for Leadership. Corrections Management Quarterly, Fall 1998, Issue 2.4, pp. 46-55.
This article explores public-sector succession in the U.S. Most literature on succession and succession planning begin with a familiar lament: executive-level transition merits more attention than it gets in the literature. It is a serious matter that succession planning in the public sector, especially below the presidential level, has not received much attention in the literature. However, a more critical issue is that it has not received much attention in the actual world of public service. This omission, in part, reflects the fact that leaders in the public sector have themselves not taken the issue of succession planning seriously, except for obvious concerns like elections and mandates. Doing strategic executive searches in the public sector is difficult, but that is a secondary factor. What is primary is changing public-sector culture so that focusing on succession and beyond becomes a hallmark of strategic leadership. There are actually two challenges to managing succession: technology and turbulence. Public-sector leaders have limited access to search technology and search firms; they may not even understand the steps in a strategic search process. Public-sector leaders too often allow the turbulence to limit their scope of action, whereas private-sector leaders are expected to manage the turbulence.
Schall, E. & Gilmore, T. Integrating Enactments with Case Teaching to Develop Leaders. Journal of Policy Analysis and Management, Vol. 15, No. 3, Summer.
Kovner, A.R. Strategic Leadership: A New Course for Clinician Managers. Journal of Health Administration Education Summer 1995, Vol. 13 No. 3, pp 473-83.
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|RCLA Leadership Lunch Series: RCLA Leadership Lunch with Laura Callanan||04/24/2013|
|ASPA Career Panel, Board Meeting and Professional Networking||04/24/2013|
|NYU Wagner Day of Service 2013: Student Learning Support with GO Project||04/06/2013|
|Learning to Lead||03/29/2013|
|WMLO Speed Networking Event||03/28/2013|
|Advancing Relational Leadership Research and Practice||02/25/2013|
|MBTI: Personality, Teamwork, and Leadership||02/22/2013|
|Protecting What's Ours: Youth, Climate Activism and Human Rights||12/10/2012|
|3rd Annual Conversations with a Professor Research Dinner||12/04/2012|
|Grantwriting: An Interactive Proposal Writing Workshop||11/27/2012|
|RCLA Leadership Lunch Series: Leadership Lunch with Sonia M. Ospina||10/24/2012|
|Addressing Diversity in the Workplace: An interactive workshop||03/22/2012|
|IPSA and WMLO International Project Planning Panel||02/28/2012|
|WHN: Health Services Management Roundtable||12/02/2011|
|The New Green Revolution: Why GMOs Won't Feed the World||11/01/2011|
|Arts at the Intersection: A Discussion on the Wagner Experience||10/24/2011|
|Doctoral Colloquium - Fall 2011 - "Doctor Knows Best: Physician Endorsements, Public Opinion, and the Politics of Comparative Effectiveness Research"||10/06/2011|
|Leadership and Management Education in the Context of Nepal's Community, Organizational and National Development||09/27/2011|
|Brown Bag Lunch with the Director of Public Events for the Queens Museum of Art||05/03/2011|
|15th Annual Kovner/Behrman Health Forum: Effective Leadership of Healthcare Organizations: Past, Present and Future||04/06/2011|
|XPS: Presents: An Intimate Conversation with Mary McCormick, President of the Fund for the City of New York||03/31/2011|
|WMLO's Conversations with a Professor Series: Research Dinner||02/10/2011|
|XPS (Cross-Professional) Lecture Series Presents: An Intimate Conversation with Mary McCormick, President of the Fund for the City of New York||01/27/2011|
|Connecting Across Differences: Cross-Race and Cross-Cultural Dialogues for Social Change||12/09/2010|
|WMLO Holiday Party||12/02/2010|
|Learning for a Change Workshop: Managing Collaborative Change||10/06/2010|
|Welcome Kick-Off of the Wagner Management and Leadership Organization||09/22/2010|
|Community Organizing Basics||05/28/2010|
|IPSA Off-the-Record with Robertson Work||04/19/2010|
|Applications of Complexity Theory to Leadership with Dr. Mary Uhl-Bien||03/24/2010|
|Scaling Up Microfinance in Africa: Lessons from BRAC Uganda||10/06/2009|
|The Economics of Identity: How Poverty is Gendered and Raced||04/07/2009|
|Nurse Leaders Series: How Hospital Management Really Works w/ Dr. Steven Corwin||12/11/2008|
|Yes We Can: A New Agenda for Advancing Leaders of Color in Social Change||11/18/2008|
|Leadership Learning Circle: Advancing Leaders of Color through Leadership Development||11/18/2008|
|P11.1020||Managing Public Service Organizations (MPSO)|
|P11.1821||Financial Management for Nurse Managers|
|P11.1901||Reflective Practice: Learning from Work|
|P11.2186||Leadership and Social Transformation|
|P11.2194||Exec MPA Seminar: Strategic Leadership for Public Service Organizations|
|P11.2196||Public Leadership and Moral Courage|
|P11.2211||Program Development and Management for International Organizations|
|P11.2226||Innovative Leadership for Human Development: The UN and the MDGs|
|P11.2244||Global Health Governance and Management|
|P11.2407||Advocacy Lab: How to Make Change Happen|
|P11.2848||The Business of Healthcare|
|P11.3890||Capstone: Advanced Project for Nurse Leaders|
|P11.3891||Capstone: Advanced Project for Nurse Leaders|
|P11.4652||Ethical Issues in Healthcare Management|
|P11.4834||Health Care Management II: Adaptation and the Professional Manager|
|P11.4835||Principles of Human Resources Management for Health Care Organizations|
|P11.4836||Issues in Human Resources Management for Health Care Organizations|