Leadership Development by Mathew Cross - Article Example

Further, I think promoting managers that have not been trained, nor have had the opportunities to be mentored by experienced leaders, leaves an experience gap between upper-level management and lower-level supervisors that will soon be asked step into upper-level leadership positions. It is significant to note that as upper-level management leaves and younger supervisors step up there will certainly be a lack of transformational leadership and vision that was possessed by the leaders that left.

Therefore funding such a project will improve leadership styles in organizations.Leadership Development by Mathew CrossThe proposal has critically looked at the firefighting career field, which is a technical field where firefighters are given individual tasks in order to accomplish an overall objective. When there is an emergency each individual knows what he or she as an individual must due to contribute to the team's success of the mission. However, this causes problems when a firefighter is now put in the position of supervisor and they must keep up with the technical competencies of firefighting while also managing the administrative, political, and human resources issues that come along with the day-to-day activities of running a fire station.

In making this transition, one is often required to alter their paradigm or worldview. I appeal for funding for this project because the emphasis on efficiency, customer service, and consistent communication are all important components of an HRPP. Building trust between the research community and the HRPP indirectly serves as a mechanism for increasing regulatory compliance and human subject protections. Researchers are more likely to be forthcoming with protocol issues if they have a process that is easy to navigate, transparent, and if they view HRPP staff as trusted advisors.

Further, it is important to know that investigators who view the IRB submission process as cumbersome and long may opt to implement protocol changes without seeking IRB approval. Such actions not only represent non-compliance, but also place human subjects and, by extension, the institution at risk. When the project is complete, educational institutions might use the recommendations and findings in order to better manage their organizations.