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he process of realizing a shared purpose and vision (True North) in a given situation [ 89 ]. A team member is anyone who collaborates meaningfully and responsibly in the process of inspiring others to realize a shared purpose and vision (True North) [ 89 ]. Beneficiaries refer here to those whom the organization serve... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.856 | ["leadership", "strategy", "management", "economy", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.840431 | [
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uals’ leadership knowledge, capabilities, capacity, and performance. This is typically approached through educational, developmental, and/or training programs; experiences; resources; and supports, which can be formal and/or informal and include structured, on-the-job learning, as well as various talent optimization fu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.478 | 0.83 | ["leadership", "education", "philosophy", "management", "career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.840575 | [
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ty, and performance in groups, such as teams, organizations, and communities. This enterprise necessarily includes non-positional leaders and normally addresses the organizational culture required for effective leadership. Developmental activities refer to structured formal and informal experiences that are intended to... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.656 | ["philosophy", "leadership", "communication", "management", "education"] | 426 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.840665 | [
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ilities, capacity, and performance [ 71 ]. 1.6.3. Integration Talent optimization/management refers to the structured collection of formal human resources (HR) and organizational development (OD) strategies, requirements, and resources available to staff throughout their tenure intended to maximize their engagement and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.666 | ["philosophy", "management"] | 451 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.840760 | [
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s, and optional ones, such as voluntary training. Organizational culture refers to the explicit and implicit priorities, assumptions, expectations, values, norms, practices, language, and symbols in an organization that convey meaning and influence behavior [ 91 ]. Affected parties (otherwise, “stakeholders”) refer to ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.432 | 0.848 | ["ethics"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.840880 | [
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anization’s ultimate raison d’être: its purpose, vision, mission, and values toward which the strategic plan and all other organizational functions should be directed. This also includes organizational standards of excellence. A Leadership Organization (ALO) is a learning organization [ 92 ] in which leadership is an e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.83 | ["leadership", "strategy", "ethics", "war_conflict", "education"] | 467 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.840962 | [
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ion, and a conducive organizational culture. 1.7. Theoretical Considerations The Optimizing System framework is informed by the theoretical and empirical foundation described in Geerts (2024) [ 88 ], which draws on the wisdom of prominent adult educational theorists, including Knowles [ 93 ], Dale [ 94 ], Freire [ 95 ]... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.45 | 0.866 | ["education", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841023 | [
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mastery, an outcomes-based design, levels of program outcomes, categories of development activities, a program evaluation framework, talent optimization functions, and the concept of A Leadership Organization (ALO). Within ALOs, individual leadership development interventions are embedded within the wider context and c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.644 | 0.828 | ["leadership"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841104 | [
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ment, which have been interwoven throughout the design of this framework. 1.8. Contextual Considerations That said, while the Optimizing System is intended to guide leader and leadership development generally, it is comprehensive, and some strategies may be considered superfluous or inapplicable to certain circumstance... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.491 | 0.84 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841173 | [
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s analysis and identifying a non-intervention control group, these strategies may be expedited, approached informally, or considered non-essential in advance of an informal mentoring program for a small team. In addition to its purpose and scope, distinct program contexts can influence how the Optimizing System might b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.441 | 0.84 | ["leadership", "crisis", "philosophy", "management"] | 489 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841230 | [
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evelopment is approached very differently [ 99 ]. Other variables include single versus multiple intervention programs, formal versus informal components, whether programs are internal, open-enrollment, or community-based (i.e., invited representatives from different organizations within the same community), and whethe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.557 | 0.812 | ["leadership", "philosophy", "strategy", "llm"] | 444 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841296 | [
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or leadership integration strategy or ecosystem. Finally, given the contextual and adaptive nature of leadership [ 100 ], which normally takes place in dynamic and complex environments [ 101 ], different approaches are more effective in some circumstances than others. Consequently, program content should be presented a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.848 | ["leadership", "strategy", "philosophy"] | 496 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841399 | [
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them according to the situation? 2. Methods 2.1. Research Question The central research question guiding this study was the following: which elements of program design, delivery, and evaluation, along with application of learning strategies, can most reliably contribute to maximizing the outcomes and return on investme... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.706 | ["leadership", "education", "resume"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841573 | [
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eerts (2024) [ 88 ], as well as four other data sources. Three were independent systematic literature reviews of leadership development for professionals whose formal research protocols [ 102 ] were guided by specialist librarians from the University of Cambridge [ 27 , 53 ] and Oxford University [ 25 ]. The reviews we... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.623 | 0.866 | ["leadership", "education", "philosophy", "career"] | 509 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841625 | [
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Systematic Reviews of Interventions [ 104 ]. 2.3. Inclusion Criteria Primary research studies identified in English-language, peer-reviewed academic journals were included [ 53 ] if they adhered to the following: focused on leader or leadership education, development, or training programs, including individual developm... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.832 | ["leadership", "career", "war_conflict", "family", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841686 | [
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such as military cadets or medical students; reported results of an evaluation of the effectiveness of the program, not simply presenting a model, theory, or program that was not evaluated. Programs featuring a single task, such as creating a business plan, or capability, such as innovation, or interventions where lead... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.866 | ["leadership", "innovation", "war_conflict", "education"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841735 | [
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npublished doctoral thesis [ 53 ] and included 56 empirical studies from various sectors, including the business and private sector, the military, the public sector and government, manufacturing, engineering, healthcare, public health, and higher education. The second, by Geerts et al. (2020), focused on healthcare pro... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.347 | 0.822 | ["career", "governance", "war_conflict", "education"] | 413 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841795 | [
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es, as well as featuring a novel approach [ 27 ]. This review was the first to differentiate its included studies according to the quality of their evidence into three tiered categories (bronze, silver, and gold) based on appraisal results using the Medical Education Research Study Quality Instrument (MERSQI), a valida... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.367 | 0.84 | ["education"] | 456 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841845 | [
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quality studies (the silver and gold categories). This critical process resulted in a collection of “gold-standard” elements of design, delivery, and evaluation ( Table 1 ), reinforced by the best available evidence linking them to outcomes [ 27 , 105 ]. Table 1. Gold-standard elements of program design, delivery, and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.85 | [] | 492 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841890 | [
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esign approach Please see Table 4 for an example. Define explicit program goals Have participants select personalized goals Incorporate the principles of adult learning [ 93 ] (Pre-program): Motivation to learn; 1. Self-directed; 2. Participants’ experience as the basis; 3. Content that is practical and relevant to par... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.447 | 0.844 | ["leadership", "education", "motivation", "resume"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841943 | [
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pplication of the learning/training transfer strategy Calculate the return on investment (ROI) Personnel: faculty Mixed Internal/external to the organization; and experts/practitioners Design: developmental activities Individual Multi-source feedback (MSF) and 360-assessments, psychometrics, goal setting, Leadership De... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.595 | 0.562 | ["education", "leadership", "strategy", "family"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.841992 | [
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ts, and assignments Experiential Role play, simulations, training, impact projects, application exercises, internships, job shadowing, and presentations Relational Individual and peer coaching, mentoring, networking, and engagement in a Community for Practice Resources Readings, reflective journals, toolkits Outcomes D... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.595 | 0.678 | ["networking", "communication", "career", "resume", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842075 | [
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s (2b), subjective behavior change (3a), objective behavior change (3b), organizational change (4a), and benefit to patients (4b) For a revised framework, please see Table 5. Evaluation Focus of evaluation: both the program and participant outcomes Type of data collected: both quantitative and qualitative Type of data ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.526 | 0.698 | [] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842126 | [
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ected: pre/baseline, post, and post-post Open in a new tab The third source was the systematic review by Lyons et al. (2020) [ 25 ], which identified 117 included studies of medical leadership development, replicated the aforementioned gold-standard methodology and categories, and added appraisals using the Joanna Brig... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.856 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842178 | [
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n training transfer guided by a robust peer-reviewed search strategy [ 108 ], which identified several meta-analyses [ 10 , 12 , 19 , 22 , 35 , 44 , 56 ]. 2.5. Review Results Combined, these reviews identified 172 unique studies from 2000 to 2020, including 30 high-quality studies. The collection of gold-standard eleme... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.402 | 0.85 | ["strategy", "decision_making", "philosophy"] | 451 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842233 | [
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including the choices proposed below [ 27 ]. 2.6. Coding To prepare for analysis, all included articles were coded meticulously. Fields included: program location, length, format (e.g., virtual), goals, provider (internal vs. external), faculty, participants and their selection criteria, curriculum, leadership models o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.381 | 0.678 | ["leadership", "decision_making", "resume", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842283 | [
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d reported outcomes, as well as corresponding reported lessons. Each article was also examined for reported barriers to application and explanations for substandard outcomes [ 109 ], which informed proposed strategies to counteract these shortcomings. 2.7. Analysis and Framework Creation Through an iterative, inductive... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.842 | ["resume", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842332 | [
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gram design, delivery, and evaluation, as well as for training transfer. The results were combined with the evidence and theory identified in Geerts (2024) [ 88 ] to form the empirical and theoretical bases for creating the framework. The Optimizing Framework was created, reviewed, and revised through multiple rounds o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.636 | 0.854 | ["leadership", "philosophy"] | 480 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842379 | [
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adership development [ 88 ] ( Table 2 ). Table 2. Principles of leadership development [ 88 ]. No. Principle of Leadership Development Pre-program Motivated and invested personnel with shared accountability 1. Timely, customized, co-created, contextual, and aligned with the organizational needs and opportunities, True ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.82 | ["leadership", "strategy", "motivation"] | 444 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842431 | [
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ation strategy, and the organizational context 2. Integrated, coordinated, and embedded in the organizational culture, system-wide, including in all aspects of talent optimization 3. Evidence-informed (design), including regarding transfer to work 4. Experiential and application- and outcomes-based 5. Aligned with the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.822 | ["strategy", "career", "resume", "war_conflict", "education"] | 497 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842484 | [
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sed self-awareness, efficacy, and adaptability 7. Evaluated (program and outcomes) and evolving (during and after) 8. Explicit about prioritizing expertise and equity, diversity, inclusion, and accessibility (EDIA) 9. Enduring (individual) and sustainable (organizational) 10. Relational and community-centered Open in a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.611 | 0.688 | ["leadership", "war_conflict"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842536 | [
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includes elements of gold-standard programs and strategies for maximizing their impact and ROI. Following a foundational set (F), they are organized sequentially according to when they can be implemented: before (P = Pre), during (D), at the conclusion of (C), and sometime after (A) leadership development programs. The... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.442 | 0.84 | ["leadership", "resume"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842587 | [
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rategies, evaluation, and organizational culture and support. Each of the points below is worded in a directive manner in order to avoid repeating “Research suggests that the outcomes and ROI of leadership development are maximized when providers and/or organizations, …” Preceding the strategies below, “(GS)” indicates... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.581 | 0.704 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842634 | [
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leadership integration, as in A Leadership Organization. For each strategy, the supporting evidence, role in facilitating desired outcomes, and relevant considerations are presented, along with some application examples. Table 3. The Optimizing System. Foundations for Leadership Development Programs (“F”, n = 9) Type N... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.632 | 0.842 | ["leadership", "strategy", "resume"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842684 | [
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leadership Organizational culture F2 * Earn executive support for leadership development as a key strategic enabler and investment in their people F3 * Embed leadership development as a key component of talent optimization, aligned with the overall organizational purpose, values, vision, mission, and strategy (True Nor... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.616 | 0.702 | ["leadership", "strategy", "ethics", "education"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842736 | [
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ership within the program and in the organization Design F6 Ideally, have developed a comprehensive ecosystem of leadership development interventions, experiences, and resources available to staff at all levels, aligned to career pathways Leadership integration F7 Ideally, have distributed leadership organization-wide,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.59 | 0.688 | ["leadership", "career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842788 | [
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op and support the development of others F8 Ideally, synthesize graphically the various forms of leadership development and integration, as well as their interconnectivity to each other and to career pathways for all people, in a blueprint Organizational support F9 Develop a communications strategy for the program to r... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.605 | 0.674 | ["leadership", "communication", "strategy", "career", "philosophy"] | 421 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842834 | [
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hip Development Strategies (“P”, n = 23) Type No. Strategy Context and engagement P1 * Conduct a needs, gaps, opportunities, and strategic priorities analysis involving key affected parties (stakeholders) to inform program goals and to generate engagement and support Design P2 * Determine the scale and scope of the pro... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.706 | ["strategy", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842895 | [
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ing explicit program goals P4 * Select ensuing desired outcomes, including level of mastery, at various levels P5 Ensure that diversity, equity, inclusion, and accessibility (EDIA) are prioritized in the selection of participants, faculty, speakers, and content Participants P6 * Select participants intentionally to add... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.7 | ["communication", "motivation"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.842949 | [
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ith supervisor and sponsor support P8 * Have participants create a Leadership Development Plan (LDP) that includes personalized goals and desired outcomes aligned to their organizational plans and career pathways P9 * Ideally, align programs to internal and/or external professional requirements (e.g., Maintenance of Ce... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.588 | 0.83 | ["leadership", "career"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843054 | [
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ources, structure, etc.) intentionally to achieve identified targets, customized for the participant group Faculty and guest speakers P11 * For faculty and guest presenters, prioritize diverse, mixed teams (internal/external and experts/practitioners) Design: curriculum P12 * Customize the curriculum according to pre-p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.535 | 0.83 | ["leadership", "management"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843114 | [
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issues/topics Design: developmental activities P14 * Select developmental activities according to their intended impact on desired outcomes and offer a variety P15 * Embed activities in reflective or experiential learning cycles Direct transfer strategies P16 * Ensure that application/transfer is included explicitly th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.558 | 0.692 | ["leadership", "education", "philosophy", "resume"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843189 | [
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rship development and adult learning P19 For programs involving mixed participant samples, include designation-specific cohorts or syndicate sessions Evaluation P20 * Develop a robust evaluation framework for the program, including the ROI, and for participants, and consider a control group P21 * Establish relevant bas... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.561 | 0.694 | ["communication", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843241 | [
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and leverage enablers P23 * Communicate explicitly the purpose, goals, content, outcomes, and evaluation framework of programs overall and individual components to establish a shared understanding and accountability among providers, faculty, participants, and other affected parties During-Leadership Development Strateg... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.838 | ["leadership", "communication", "strategy", "management"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843297 | [
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rogram launch and orientation event with senior leader support to level set and introduce personnel D3 * Provide networking opportunities with program colleagues and faculty, internal senior leaders, guest speakers, past program graduates, etc. D4 Immerse in an internal Community for Practice (when available) to discus... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.573 | 0.7 | ["networking", "leadership", "communication"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843359 | [
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ation of each session, as well as the connection to other sessions and components D6 * Maximize participant engagement and hold them accountable for attendance, in-class participation, and application/asynchronous exercises D7 * Demonstrate a personal interest in all participants and their individual learning and devel... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.539 | 0.696 | ["resume", "education", "networking"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843409 | [
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ly to enhance and extend learning, as well as promoting accountability D9 Highlight emerging key themes, learnings, tensions, and ongoing questions throughout through different lenses Feedback and evaluation D10 * Ensure all participants are provided with formal performance feedback from several sources during the prog... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.566 | 0.698 | ["education", "philosophy", "management"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843468 | [
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with their accountability teams and adjust their goals accordingly D12 Collect informal feedback regularly from participants regarding effectiveness and proposed improvements and adapt the delivery accordingly D13 * Collect formal anonymous feedback regularly from participants on the program, communicate the results to... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.565 | 0.678 | ["communication", "philosophy", "management"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843520 | [
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es (frameworks, checklists, models, technologies, services, etc.) that participants can sample in class and apply to their work D15 Engage with the dynamic and contextual nature of leadership and address emerging important internal and external issues as they arise D16 Gather input from participants and other affected ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.702 | ["leadership", "communication", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843573 | [
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nd-of-program culminating activity so they focus and prepare Program Conclusion Leadership Development Strategies (“C”, n = 11) Type No. Strategy Design C1 In class, have participants reflect and provide feedback on each component of the program specifically to identify key learnings and ways to optimize, partly to pre... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.7 | ["leadership", "strategy", "education", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843627 | [
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nd sponsors, perhaps with past graduates, to cultivate a community Direct application strategies C3 Have a culminating activity whereby participants present their key learnings, program impact, and committed action items during the celebration event C4 Inform personnel of the post-program assessments Design C5 Extend d... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.57 | 0.692 | ["philosophy", "career", "resume", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843679 | [
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n strategies Evaluation C6 * Formally evaluate the program overall based on its goals, as well as its individual components and their link to outcomes C7 * Evaluate participants’ progress in relation to the desired outcomes and hold them accountable, recognizing successes and supporting improvement C8 * Calculate the R... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.702 | ["communication", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843728 | [
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thin the organization to celebrate successes, justify the investment, and provide support for future programs C10 * Ensure that there is adequate organizational support and resources to continue to facilitate further development C11 Review program results in the context of the Leadership Integration Blueprint and Roadm... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.587 | 0.684 | ["leadership"] | 468 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843780 | [
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elopment Program Strategies (“A”, n = 5) Type No. Strategy Evaluation A1 * Evaluate the program, its components, and participant outcomes again from the perspective of sustained learning linked to application and results Direct application A2 Providers remind participants, their supervisors, and their sponsors in advan... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.698 | ["resume", "philosophy", "strategy", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843836 | [
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gn A4 * Formally review the various forms of feedback and revise the program based on the feedback and evolving organizational needs A5 Sustain the program community of graduates, including through refreshers and involvement in future iterations of the program (e.g., as speakers, mentors, etc.) Open in a new tab NB: “*... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.86 | ["leadership", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843891 | [
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the organization has in place that supports leadership development programs directly or indirectly. 3.3. Foundational Models F1 (GS). Have a shared leadership model and capability framework as the common conceptualization and language of leadership Adopting a leadership model and a leadership capability framework is es... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.832 | ["leadership"] | 450 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.843950 | [
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the specifics of effective practice [ 88 , 110 ]. These resources can guide individual leaders’ decisions and actions and serve as a common language to enhance collaboration. Organizationally, they can help structure strategic decisions and innovation projects [ 111 , 112 ]. They can also inform talent optimization fun... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.848 | ["leadership", "decision_making", "philosophy", "communication", "strategy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844010 | [
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ts, and facilitate integrating leadership organization-wide, which is vital for embedding leadership in the organizational culture and becoming A Leadership Organization [ 111 , 112 ]. It is beneficial when they are customized to the organization and when the capability framework describes behaviors at different levels... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.441 | 0.868 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844081 | [
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vironment Framework (LEADS) [ 111 , 116 ], which is the most widely used resource of its kind in healthcare in Canada [ 117 , 118 ]. Integrating LEADS organization-wide has been empirically correlated in multiple sites with improved outcomes at the individual and organizational levels [ 119 ]. 3.4. Organizational Cultu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.591 | 0.862 | ["leadership", "strategy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844134 | [
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can have strategic value in terms of advancing strategic priorities, optimizing performance at all levels, and increasing staff engagement, job satisfaction, and retention [ 25 , 27 ]. Executives who are convinced of this, versus viewing leadership development as expendable or a luxury, prioritize development, allocate... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.702 | ["leadership", "strategy", "career", "philosophy"] | 467 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844188 | [
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rs [ 7 , 34 , 49 , 120 , 121 , 122 , 123 , 124 ]. The lack of senior leadership support is commonly viewed as the principal threat to the application of learning [ 34 , 49 ]. Edmonstone (2009) reports that the leadership program he studied was successful when there was an executive-level champion during and after the p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.858 | ["leadership", "resume", "education"] | 428 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844237 | [
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that person’s support, outcomes suffered [ 115 ]. Executives are also instrumental in leading by example by participating in development themselves [ 7 , 44 , 49 , 125 ], which can then cascade throughout the organization, and by shaping an organizational culture that encourages and expects leadership, experimentation,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.647 | 0.87 | ["leadership", "innovation"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844286 | [
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gned with the overall organizational purpose, values, vision, mission, and strategy (True North) Leadership development is most effective when understood as a key component of talent optimization, alongside other complementary functions [ 88 ]. A robust talent optimization strategy requires a comprehensive framework [ ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.826 | ["strategy", "leadership", "motivation", "ethics", "war_conflict"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844340 | [
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engagement, rewards, retention), performance validation (management), talent connection (social), and talent continuation (succession) [ 88 ]. These should be explicitly directed toward the organization’s True North and reviewed regularly to ensure that they are intentionally addressing current and evolving strategic, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.451 | 0.838 | ["war_conflict", "communication", "strategy", "management", "networking"] | 416 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844387 | [
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, 81 , 114 , 121 , 122 , 130 , 131 , 132 , 133 ]. Understanding the role of development programs in the broader context can increase participant motivation and commitment, as well as supervisor support. F4. (GS) Provide funding and/or resources and protected time for leadership development When development intervention... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.607 | 0.864 | ["leadership", "education", "motivation", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844450 | [
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these learnings or advance change initiatives at work [ 7 , 49 , 53 , 85 , 114 , 127 , 132 , 134 , 135 ]. For example, although impact projects can be a highly effective developmental activity when properly supported [ 40 , 136 , 137 ], if participants are expected to design and implement them on top of their existing ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.479 | 0.734 | ["education"] | 497 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844500 | [
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poor results are likely [ 36 , 44 , 138 , 139 ]. Securing time for leadership development, covering course costs, providing stipends, and curating a library of in-house or online resources are further examples of organizational support, which is expected when leadership is integrated organization-wide [ 123 ]. F5. (GS)... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.616 | 0.86 | ["leadership", "education"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844610 | [
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ntributions to, programs, participants, faculty, and guest speakers must trust that the developmental environment is safe, psychologically, emotionally, physically, and culturally, and conducive to experimentation and learning [ 140 , 141 ]. The “environment” refers to program spaces (physical or virtual), personnel, c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.416 | 0.842 | ["communication", "education"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844665 | [
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d even divisive or triggering, and thus require a tactful approach. A safe environment instills trust that one can express oneself candidly and confidentially, and that there is shared respect for all people and a commitment to supporting their development [ 140 ]. Safe learning and leadership cultures involve regular ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.432 | 0.846 | ["leadership", "education"] | 468 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844715 | [
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ur and can catalyze deeper learning [ 92 , 142 ]. Confirming these norms at the outset can be reinforced by having participants sign written codes of conduct. Faculty are responsible for verifying that these are being upheld throughout and resolve any concerns quickly. 3.5. Design F6. Ideally, have developed a comprehe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.627 | 0.852 | ["leadership", "career", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844773 | [
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ys Leadership development is optimized when instead of isolated interventions, there is a coordinated ecosystem of formal and informal development activities and resources [ 19 , 88 , 143 , 144 ]. These components are best organized using a framework according to their main characteristics and optimal utility. As that ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.832 | ["leadership", "philosophy", "education"] | 455 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844847 | [
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periential, organizational, and resources [ 88 ]. Ideally, numerous options would be available to staff at all levels, aligned to their career pathways and development plans, with specific programs designated for key roles (e.g., new directors). Without such coordination, leadership development becomes a disjointed “ho... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.641 | 0.822 | ["leadership", "career"] | 446 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844925 | [
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prehensiveness, and relevance” ([ 145 ], p. 542). Limited programming also tends to lack equity, typically catering to a relatively small group of senior leaders, with few or no options for others. An explicit ecosystem can increase participants’ motivation and commitment by clarifying the relevance of each component t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.591 | 0.688 | ["leadership", "motivation", "career"] | 425 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.844982 | [
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69 , 130 , 146 ]. 3.6. Leadership Integration F7. Ideally, have distributed leadership organization-wide, fully integrated into talent optimization, embedded in the organizational culture, and is an accountability expectation of all staff to develop and support the development of others Similarly, when leadership is em... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.85 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845037 | [
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eagues, supervisors, and senior leaders are held accountable for their own development and that of others [ 88 ]. For example, when leadership and development goals are included in job descriptions, performance reviews, and promotion criteria, it signals that they are prioritized by the organization and that results ar... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.862 | ["leadership", "motivation", "career", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845094 | [
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ng their goals, and supervisor and colleague support offered to achieve success [ 12 , 50 , 69 , 130 , 146 ]. In leadership cultures, supervisors are responsible for their reports’ development, increasing the support they offer participants and accountability for both parties. Similarly, senior leaders are actively eng... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.62 | 0.85 | ["leadership", "resume"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845146 | [
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velopment and expect application and experimentation, which enhances their openness, encouragement, and support as well. F8. Ideally, synthesize graphically the various forms of leadership development and integration, as well as their interconnectivity to each other and to career pathways for all people, in a blueprint... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.473 | 0.848 | ["leadership", "career", "resume", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845198 | [
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mization functions, including the program and personnel details, goals, and interconnectivity of each to each other and in the larger scheme. Such a blueprint reinforces that leadership development is fundamental to achieving system-wide priorities and to supporting individual career development, and is an important st... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.816 | ["leadership", "innovation", "career"] | 413 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845258 | [
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eadership and innovation across the organization. It is beneficial to have a subset of supporting graphics specific to various roles and career tracks (e.g., physician leaders), which can be used in career planning and development discussions. In addition to serving as a visual inventory, the blueprint can also highlig... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.557 | 0.674 | ["career", "leadership", "strategy", "innovation"] | 422 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845308 | [
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t for organizational priorities. 3.7. Support F9. Develop a communications strategy for the program to relay progress and celebrate achievements A formal communications strategy for leadership development programs can increase the cachet and perceived importance of programs, as well as supporting recruitment, engagemen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.585 | 0.842 | ["leadership", "communication", "strategy", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845363 | [
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nizational commitment to its people and to leadership development. Finally, these measures can heighten social accountability among personnel to achieve program and individual outcomes. 3.8. Pre-Leadership Development Strategies (“P”, n = 23) 3.8.1. Context and Engagement P1 (GS). Conduct a needs, gaps, opportunities, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.599 | 0.688 | ["leadership", "philosophy", "strategy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845417 | [
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t Informing development program design by a needs, gaps, and opportunities analysis can increase their quality, perceived relevance, and effectiveness [ 19 , 51 , 113 , 123 , 147 ]. Along with a review of relevant research and leading practices and an environmental scan of emerging trends in local and broader contexts,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.577 | 0.708 | ["leadership", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845468 | [
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ired outcomes, personnel, and content of leadership development will best serve the organization as it evolves [ 7 , 19 , 40 , 52 , 113 , 130 , 147 , 148 , 149 ]. This engagement also increases the likelihood that contributors will share ownership of the success of programs [ 7 , 49 , 63 , 85 , 113 , 122 , 123 , 130 , ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.469 | 0.806 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845522 | [
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m program impact to the design’s lack of connection to specific business needs and to the organizational context [ 152 ], reinforcing | https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/ | Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.513 | 0.744 | ["networking"] | 133 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:13.845570 | [
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Consult Psychol J . Author manuscript; available in PMC: 2020 Sep 1. Published in final edited form as: Consult Psychol J. 2019 Sep;71(3):141–160. doi: 10.1037/cpb0000124 Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching W Kimryn Rathmell W Kimryn Rathmell 1 Vanderbilt University Medi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.64 | 0.864 | ["leadership", "education", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.093505 | [
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Brown 2 , Richard R Kilburg Richard R Kilburg 3 RRK Coaching and Executive Development Find articles by Richard R Kilburg 3 Author information Copyright and License information 1 Vanderbilt University Medical Center 2 Vanderbilt University Medical Center 3 RRK Coaching and Executive Development W. Kimryn Rathmell, Depa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.566 | 0.828 | ["education", "philosophy", "strategy"] | 455 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.093682 | [
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r, Vanderbilt University Medical Center; Nancy J. Brown, Department of Medicine, Vanderbilt University Medical Center; Richard R. Kilburg, RRK Coaching and Executive Development, 5 Barrow Court, Towson, MD 21204. ✉ Correspondence concerning this article should be addressed to W. Kimryn Rathmell, Department of Medicine,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.366 | 0.834 | ["education", "communication", "strategy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.093762 | [
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uite 777, Vanderbilt University Medical Center, Nashville, TN 37232., kimryn.rathmell@vanderbilt.edu PMC Copyright notice PMCID: PMC6884359 NIHMSID: NIHMS1019529 PMID: 31787830 The publisher's version of this article is available at Consult Psychol J Abstract The transition to academic leadership entails learning to ut... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.482 | 0.834 | ["leadership", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.093822 | [
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to accelerate the onboarding of effective leaders. Vanderbilt University Medical Center has invested in a robust coaching strategy that is offered broadly to institutional leaders. This case study details the early transformational learning of leadership skills by one new institutional leader in the first two years in ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.533 | 0.852 | ["leadership", "education", "strategy", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.093876 | [
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atology and oncology at a highly ranked medical center. Over two years’ time, assessed in 6-month intervals, the academician transitions into the role, and using scenarios from regular practice in this position, learns to incorporate core leadership principles into the daily activities of running a division. The transi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.602 | 0.85 | ["leadership", "strategy", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.093940 | [
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tication through intentional coaching, and the application of principles of behavioral science and psychology. Much like the process of coaching a high performing athlete, an elite academician can be trained in skills that enhance their game and succeed in creating a winning team. The academic medical center (AMC) is a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.419 | 0.848 | ["management", "motivation", "resume", "education", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094018 | [
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motivations: education, patient service, research, community building, financial margins, and citizenship to name a few. Moreover, the leadership of AMCs almost entirely comes from within this community, drawing people with talents in science, teaching, clinical research, and service into roles that industries reserve ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.836 | ["leadership", "education", "motivation", "career", "governance"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094077 | [
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in lifelong learning, focused curiosity, and tend to be ambitious to a fault. Thus, there is a steady pipeline of budding leaders in AMC’s eager to tackle new challenges that will further their missions. Like major industries in the public and private sectors, the demands of leadership are significant. How to navigate ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.495 | 0.838 | ["leadership", "crisis", "education"] | 427 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094166 | [
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cademic leader is not covered easily in any text. Vanderbilt University Medical Center has adopted a model of Leadership Coaching, akin to the Trusted Leadership Advisor model ( Wasylyshyn, 2017 ). This case study details the experience of one new leader (first author), freshly plucked from the medical science proving ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.665 | 0.85 | ["leadership", "education"] | 501 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094216 | [
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rocesses applied in facilitating this transition. Finally, observations of the transition from the vantage point of the primary supervisor (Department Chair, Nancy Brown) provide a further description of the coaching effect on the early development of an AMC leader. The experience of the client, Kimryn Rathmell (Kim), ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.639 | 0.836 | ["leadership", "philosophy"] | 462 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094276 | [
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accompanies the transition to a leadership role. Keywords: Executive Coaching, Trusted Leadership Advisor, Leadership, Management, Academic Medical Centers Introduction By way of background, I was recruited to the position of Division Director for a medium/large division of hematology and oncology (~90 faculty and staf... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.615 | 0.82 | ["leadership", "strategy", "education", "management"] | 432 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094328 | [
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erience in graduate and medical school education. This position offered a chance to develop a uniquely blended clinical/translational/basic science unit around cancer, in an environment that seemed supportive and well-aligned with my world view. I didn’t want to leave my prior institution, but I was at the 12-year poin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.862 | ["education", "career"] | 499 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094377 | [
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rt of something much bigger than my own research. Over the course of my first two years in the position, that was proven to me to be definitely true. I had requested a coach in my initial negotiation, realizing early that there was a lot I didn’t know. However, I wasn’t sure about having a coach that was picked for me.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.463 | 0.868 | ["leadership", "negotiation"] | 478 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094424 | [
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ing people I admired greatly, I quickly assented. The idea to have a central person simultaneously working with a large number of academic clients who interact on many levels is either brilliant or incredibly foolish. I am now convinced it is the former. Armed with a strong recruitment package, a phenomenally detailed ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.557 | 0.872 | ["strategy", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094486 | [
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later), and a new and enthusiastic division administrator, I embarked on this journey. The division at the time had a faculty skewed toward junior, but with some notable heavyweights. There was a lack of structure following a rapid series of transitions in the past few years. Fortunately, the division seemed to be maki... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6884359/ | Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.538 | 0.866 | ["strategy", "leadership", "motivation", "war_conflict"] | 510 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:14.094726 | [
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