The Outcome Measures in Rheumatology Clinical Trials (OMERACT) Emerging Leaders Program (ELP) aims to cultivate a cohort of skilled leaders within the OMERACT community empowering them with expertise ...and knowledge to help shape and steer the organization into the future. This publication highlights the significance of the ELP in driving leadership excellence, its impact on OMERACT's evolution, and the outcomes and learnings from the OMERACT 2023 ELP.
Insights from the 2018 ELP report informed 2023 program improvements. Engagement was measured by attendance and WhatsApp interactions. Positive program aspects, areas for improvement and ideas for enhancing future ELPs were captured via anonymous survey and participant focus groups.
Engagement with the ELP was high with 9 participants, 96 % attendance at all workshops, 154 WhatsApp interactions. All program components were highly rated, with the highest being the ‘Psychological Safety’ and ‘Methodology/Process/Politics’ workshops. Future enhancements included creating further networking, connection and support activities, practical leadership and methodological skill development opportunities, and a new stream focussing on organisational advancement.
The 2023 OMERACT ELP was well received and successfully addressed areas previously identified as requiring improvement. New educational enhancements were valued, and the importance of fostering psychological safety at all levels was highlighted. The ELP fortifies OMERACT by nurturing a diverse array of skilled leaders who embody OMERACTs core values. Continuing to refine and evolve the ELP over time will help OMERACT sustain its global influence in patient-centered outcome research.
How do macro social forces shape the career profiles of organizational leaders? The aim of the article is to answer this question by examining how institutional and ecological forces have influenced ...the careers of law school deans in the US from the late 19th century to the present. Specifically, we focus on the coexistence of two social forces—professionalization and the diversity of an organizational population. On the one hand, we view professionalization as a converging institutional force that promotes homogeneity among leader career profiles. The diversity of an organizational population, on the other hand, is viewed as a diverging ecological force that increases heterogeneity among leader career profiles. We show how these two opposing forces have left different imprints on leader career profiles with a unique career data of 1396 deans in American law schools from 1894 to 2009. We utilize optimal matching analysis to assess the degree of similarity (or dissimilarity) among deans’ career sequences and test our hypotheses. This study contributes to our understanding of the link between macro social transformations and leader career profiles.
PurposeThis paper aims to explore how leader career calling stimulates employee career growth, with the supervisor–subordinate guanxi serving as a moderating factor.Design/methodology/approachStudy 1 ...demonstrated that high leader career calling served as a catalyst for employee career crafting. The experiment provided causal evidence for the relationship between these two constructs, exhibiting strong internal validity. However, due to the challenges in measuring supervisor–subordinate guanxi and career growth within the context of a scenario experiment, Study 2 was designed to test the entire model and enhance the external validity of the findings.FindingsLeader career calling significantly predicts employee career growth, while employee career crafting serves as a mediating mechanism in the relationship between leader career calling and employee career growth. Moreover, supervisor–subordinate guanxi positively moderates the relationship between leader career calling and employee career crafting. Furthermore, the mediating effect of employee career crafting in the relationship between leader career calling and employee career growth is contingent upon the quality of supervisor–subordinate guanxi. This study sheds light on the role of leader career calling in employee career growth and provides insights into the mechanisms facilitating employee career growth.Originality/valueFirstly, it explores leader-to-employee career calling transmission, extending the career calling study beyond individual impacts. It emphasizes how leaders' work attitudes shape employee career growth. Secondly, it reveals career crafting as a mediator between leader career calling and employee career growth, identifying a new influence mechanism and expanding upon the primarily job crafting-focused existing literature. Lastly, it identifies supervisor–subordinate guanxi quality as a moderator in the leader career calling-employee career crafting relationship. This perspective enriches career calling research, illustrating how specific conditions stimulate career crafting.
