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Purpose: The researcher aimed to identify how rehabilitation professionals engage in their peer leadership network during the first year following leader development training for the purpose of understanding the networking experiences, development of the peer leadership network, and expansion of collective leadership in an organization. Methodology: A sequential exploratory mixed method design including Q-Methodology and focus group interviews identified the experiences of 11 rehabilitation professionals in an urban rehabilitation hospital during the first year following leader development training. Findings: Three themes were identified. These include: (a) an opportunity to connect, (b) a community of leaders, and (c) a healthy peer leadership network emerged from the data analysis. These results indicated that shared experiences and opportunities to connect in a robust peer leadership network can influence the growth of all leaders independent of their current leadership or networking competency. The opportunity to connect for shared discussions in a healthy peer leadership network can accentuate the learning following leader development curriculum as individual leaders develop leadership and as collectives advance organizational outcomes. Practical Implications: Healthcare organizations should facilitate connections in a healthy leadership network to develop individual and collective leadership in an organization.

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We investigated the associations between Finnish top tier footballers' self-assessed leadership roles (task, motivational, social, external) and player-assessed head coach leadership behavior (supportiveness/emotional composure, negative activation) and leadership role in both practices and games. We also explored the player age- and gender-related differences. Online survey data were anonymously collected from 53 male and 91 female footballers. One player did not identify as male or female, and one chose not to answer the question. Spearman rank-order correlations revealed that players' self-assessed leadership roles correlated positively with their evaluation of their head coach's supportiveness/emotional composure and negatively with negative activation during practices and games. Independent samples T-tests showed that male footballers rated their head coaches lower on negative activation during games and practices and themselves higher on external leadership than female players. The youngest age group, aged 17-20, rated themselves also lower on external leadership than the three older groups.

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People with intellectual disabilities (ID) have high levels of sedentary behaviour and co-morbid health conditions. There is also increased longevity for this group which is an incredible success story but one which also poses challenges to the health system. For the first time, the mainstream health system needs to plan for and address age related health needs of people with ID. It also demands consideration of age-appropriate health-promotion efforts to support this ageing population with life-long disability. A physical activity programme, People with Intellectual Disability as Physical Activity Leaders (PPALs), was co-designed and co-developed with older adults (40+ years) with intellectual disability (ID). The process, content and outcomes of the pilot are presented in this paper. Expertise from three sectors: non-statutory academic and people with intellectual disabilities and their supporters worked collaboratively for successful completion of the project.

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U.S. Military services use the Armed Services Vocational Aptitude Battery (ASVAB) and other indicators to select and classify about 150,000 enlisted personnel annually. The effectiveness of these assessments can be difficult to gauge due to differences in criteria across services and occupations. We developed a cross-service job performance model to be used in development of measures of first-term enlisted job performance. We synthesized job performance research, starting with the services' Job Performance Measurement (JPM) projects (1980s-1990s) through recent projects, to form performance dimensions. The dimension structure was evaluated in a retranslation exercise with performance measurement experts. The resulting hierarchical taxonomy has three levels: (a) 33 dimensions, (b) 11 categories, and (c) four broad categories. The broad performance categories are: (a) Technical, (b) Organizational Citizenship and Peer Leadership, (c) Psychosocial Well-Being, and (d) Physical. A sample of military experts judged the importance of the 33 performance dimensions. Results showed that the four broad performance categories were highly relevant to each service and generalizable across services. While all dimensions were judged important, Psychosocial Well-Being dimensions were rated as the most important by each service. The dimension structure provides a framework for criterion development and future joint-service research.

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BACKGROUND: Physicians experience higher rates of burnout relative to the general population. Concerns of confidentiality, stigma, and professional identities as health care providers act as barriers to seeking and receiving appropriate support. In the context of the COVID-19 pandemic, factors that contribute to burnout and barriers to seeking support have been amplified, elevating the overall risks of mental distress and burnout for physicians. OBJECTIVE: This paper aimed to describe the rapid development and implementation of a peer support program within a health care organization located in London, Ontario, Canada. METHODS: A peer support program leveraging existing infrastructures within the health care organization was developed and launched in April 2020. The "Peers for Peers" program drew from the work of Shapiro and Galowitz in identifying key components within hospital settings that contributed to burnout. The program design was derived from a combination of the peer support frameworks from the Airline Pilot Assistance Program and the Canadian Patient Safety Institute. RESULTS: Data gathered over 2 waves of peer leadership training and program evaluations highlighted a diversity of topics covered through the peer support program. Further, enrollment continued to increase in size and scope over the 2 waves of program deployments into 2023. CONCLUSIONS: Findings suggest that the peer support program is acceptable to physicians and can be easily and feasibly implemented within a health care organization. The structured program development and implementation can be adopted by other organizations in support of emerging needs and challenges.

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The Sexy Health Carnival is a peer-developed Indigenous health initiative designed to provide culturally-relevant health information for Indigenous youth. The Carnival takes a strengths-based, holistic approach to address topics in fun and interactive ways. As part of the study described here, the Carnival was taken to 6 First Nations, 3 Métis, and 2 Inuit cultural gatherings in Canada. Due to complex histories of colonialism, bringing sexual health and harm reduction programming to cultural gatherings remains controversial. Interviews were conducted with 10 Carnival leaders. Transcripts were transcribed verbatim and inductively coded using NVivo. There was strong support for bringing the Carnival into cultural spaces because (a) teachings on health, sexuality, and reproduction are sacred and belong in cultural spaces, (b) doing so was requested by the communities themselves, (c) the Carnival holds potential to challenge harmful stigma, and (d) the Carnival supported a peer-led initiative. Facilitators also described several challenges encountered including (a) resistance to discussing stigmatised subjects, (b) issues of safety and (c) the intensive physical and emotional demands of the Carnival's implementation. The Carnival aids in re-imagining what culturally safe health promotion can look like when it is led by and for Indigenous youth. While the Carnival contributes to Indigenous cultural resilience and resurgence, further support is needed to enhance sustainably.

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There is currently limited research on student peer leadership in the social-emotional literature. This paper used exploratory methods of social network analysis to understand the structure of school peer relationships, peer leadership, and school climate. Self-report measures of perceptions of peer leadership and climate were given to students during the 2016-2017 school year. Data collected from a peer leadership survey were used to calculate closeness and indegree centrality values. The results showed that student Ambassadors have higher peer nominated leadership scores compared to non-Ambassador controls and the rest of the school. Additionally, Ambassadors did not demonstrate a change in centrality scores, non-Ambassador students increased in centrality scores, and school climate was not correlated with the leadership centrality score. Results suggest that influence spreads, and that good leadership may be emulated among students, leading to a diffusion effect. This supports the need for good leaders in schools. Additionally, climate may not be associated with leadership centrality scores due to the length of the intervention. Future studies should look toward behavioral data to unravel what comprises positive and negative influences in Social-Emotional and Character Development interventions.

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As a Clerkship Chief, senior medical students prepare for future roles as physician leaders and future medical educators. The Clerkship Chief elective offers senior students an opportunity to work with junior students on their core clerkships. Chiefs assume an educational leadership role as they mentor and provide supplemental formative feedback to junior students in real time. As educators, Chiefs answer questions, prepare study materials and didactics, and assist clerkship students with time management. This early experience and behind-the-scenes view of medical education may influence attitudes and decisions of senior students in pursuit of education leadership.

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BACKGROUND: With a rapidly ageing society, healthy ageing has become a key challenge. Engagement in physical activity, and particularly walking, is a key strategy that contributes to healthy ageing amongst older adults. The purpose of the present study was to evaluate the efficacy of a group walking program for older adults that incorporates the 5R Shared Leadership Program (5RS). By implementing a structure of shared leadership and strengthening peer leaders' identity leadership, 5RS aims to cultivate a shared social identity amongst participants, which has in other contexts been associated with greater performance and well-being. METHODS: A cluster randomised controlled trial was conducted to test the efficacy of the 5RS group walking program on group identification, group cohesion, walking activity, and well-being, compared to a regular group walking program for older adults. Nineteen older adult walking groups (i.e., the clusters; N = 503; Mage = 69.23 years, SD = 6.68) all participated in a 12-week structured group walking program. Nine walking groups (n = 304) were randomly assigned to the intervention in which participants received the 5RS program in addition to regular group walking. RESULTS: 5RS was successful in strengthening the identity leadership qualities of the appointed peer leaders. Multilevel regressions showed that 5RS succeeded in increasing group cohesion and walking activity to a greater extent than a regular group walking program, while participants' group identification and well-being increased to a similar extent in both conditions. Furthermore, structural equation modelling revealed that group identification mediated the impact of peer leaders' identity leadership on group cohesion and well-being (but not walking activity). CONCLUSION: By harnessing the capacity of the group and its peer leaders, the 5RS program offers a promising intervention to engage older adults in physical activity. TRIAL REGISTRATION: The study was retrospectively registered as clinical trial on 9 September 2021 ( NCT05038423 ).

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Leadership has been shown to be a fundamental factor influencing the performance of sport teams. Within these teams, leadership can be provided by coaches, formal athlete leaders, such as team captains, and other 'informal' athlete leaders. The role of the athlete leader in a team, either formal or informal, has been consistently reported over the last 10 years to have a significant impact upon a teams' functioning and effectiveness, as well as teammates' general health and mental wellbeing. As such, cultivating the provision of this leadership within a team has emerged as an important focus for managers, coaches, sport psychologists and scholars alike. While the recognition of the importance of athlete leadership is well established, there has been a lag in the development of systematic approaches to enhance and develop the leadership skills and capabilities of the athletes within sport teams. As a result, this paper seeks to review contemporary examples and current understanding of approaches to athlete leadership development. The paper will also highlight future areas for research and applied practice development.

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The social identity approach has become an important framework for understanding effective leadership. The present study is the first to longitudinally examine the relative impact of coaches' and athlete leaders' identity leadership on athletes' identification with their team, as well as the subsequent relationships with key team and individual outcomes. To investigate these research questions, 18 sport teams (N = 279) completed a questionnaire early and late in their season competition. To analyse these data, we conducted structural equation modelling and controlled both for baseline values and the nested structure of our data. Results revealed that it was mainly the identity leadership of athlete leaders (and not of the coach) early in the season that predicted athletes' team identification later in the season. This increased team identification in turn fed into both team outcomes (i.e., task climate, team resilience, team performance) and individual outcomes (i.e., well-being, burnout, and individual performance). The mediating role of team identification suggests that by building a shared sense of 'we', athlete leaders can improve the team's effectiveness and enhance athletes' well-being. Accordingly, we conclude that empowering athlete leaders and strengthening their identity leadership skills is an important way to unlock sport teams' full potential.

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BACKGROUND: Peer leadership can be an effective strategy for implementing health programs, benefiting both program participants and peer leaders. To realize such benefits, the peer leader role must be appropriate for the community context. Also, peer leaders must find their role acceptable (i.e., satisfactory) to ensure their successful recruitment and retention. To date, parent peer leaders have seldom been part of early childhood obesity prevention efforts. Moreover, parents at Head Start preschools have rarely been engaged as peer leaders. The aim of this study is to evaluate the appropriateness and acceptability of an innovative model for engaging parents as peer leaders for this novel content area (early childhood obesity prevention) and setting (Head Start). METHODS: Parents Connect for Healthy Living (PConnect) is a 10-session parent program being implemented in Head Start preschools as part of the Communities for Healthy Living early childhood obesity prevention trial. PConnect is co-led by a parent peer facilitator who is paired with a Head Start staff facilitator. In the spring of 2019, 10 PConnect facilitators participated in a semi-structured interview about their experience. Interview transcripts were analyzed by two coders using an inductive-deductive hybrid analysis. Themes were identified and member-checked with two interviewees. RESULTS: Themes identified applied equally to parent and staff facilitators. Acceptability was high because PConnect facilitators were able to learn and teach, establish meaningful relationships, and positively impact the parents participating in their groups, although facilitators did express frustration when low attendance limited their reach. Appropriateness was also high, as PConnect provided adequate structure and support without being overly rigid, and facilitators were able to overcome most challenges they encountered. CONCLUSIONS: The PConnect co-facilitation model was highly acceptable and appropriate for both the parent facilitators (peer leaders) and the staff facilitators. Including parents as peer leaders aligns to Head Start's emphasis on parent engagement, making it a strong candidate for sustained implementation in Head Start. The insights gained about the drivers of peer leadership appropriateness and acceptability in this particular context may be used to inform the design and implementation of peer-led health programs elsewhere. TRIAL REGISTRATION: clinicaltrials.gov, NCT03334669 (7-11-17).

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OBJECTIVES: High-quality leadership is often regarded as one of the main sources of competitive advantage. Especially within sport teams, a team's leadership structure has historically been considered to be stable across the season, with the coach and team captain as the formal, and often sole, leaders. In line with recent organizational research, the present study aims to broaden this perspective by also taking informal leaders into account and exploring how leadership structures among athletes within sport teams evolve over the course of a season. DESIGN: Using social network analysis, we analyzed the leadership structure of 20 semi-professional soccer teams (N=460 players, Mage=23.50 years; SD=4.55) at the start of the season and then again halfway through the season. More specifically, for each team we constructed a leadership network for four leadership roles (task, motivational, social, and external leadership) at these two time points. RESULTS: Findings suggest that leadership structures in sport teams can change considerably over the course of the competitive season, thereby challenging the classic view of stable, vertical leadership structures. The transition to more shared forms of leadership can be attributed to the emergence of informal leaders over time as players engage more strongly in leadership roles. Furthermore, our results suggest that as teams evolve towards shared leadership their functioning and performance benefits from these changes. CONCLUSIONS: Based on these findings, we recommend that coaches actively implement a structure of shared leadership and seek to develop the leadership qualities of formal and informal athlete leaders.

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Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members (i.e., shared leadership). Although there is abundant literature on how high-quality peer leadership benefits team effectiveness (TE) and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this process. To address this lacuna, we conducted an online survey study with 146 employees from various organizations. The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality (PLQ) on four different leadership roles (i.e., task, motivational, social, and external leader). In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, the improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout. In line with the social identity approach, we found that team identification mediated these relationships. Thus, high-quality peer leaders succeeded in creating a shared sense of "us" in the team, and this team identification in turn generated all the positive outcomes. To conclude, by sharing their lead and empowering the peer leaders in their team, formal leaders are key drivers of the team's effectiveness, while also enhancing team members' health and well-being.

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Emotional contagion has been recognized as a variable influencing individual behaviour and team functioning. In particular, leaders within the team have been suggested to have a significant impact on their teammates through the expression of their emotions. As a result, the aim of this study was to provide greater insight into how different athlete leaders impact the emotional state of their team members, and whether gender differences existed in these relationships. Participants were 295 university student-athletes (200 male and 95 female) recruited from four universities in the UK. Data were collected in a two-step process. First, a voting/rating procedure was conducted within team to identify dominant task, motivational, social and external leaders. Then, participants completed the emotional contagion subscale of the Measure of Empathetic Tendency to rate the impact different athlete leaders had upon their emotional state. A MANOVA was conducted to explore gender differences in reported emotional susceptibility by leadership role. Subsequent ANOVAs highlighted significant differences between leadership role scores for female participants only. The results suggest that female athletes are more susceptible to emotional influence than male athletes. Furthermore, female athletes experienced a greater variation in the perceived emotional influence of different leadership roles in the team.

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Overtraining, exhaustion, and burnout are widely recognized problems amongst elite athletes. The present research addresses this issue by exploring the extent to which high-quality athlete leadership is associated with elite athletes' health and burnout. Participants (120 male athletes from three top-division Australian football teams) were asked to rate the quality of each of their teammates in four different leadership roles (i.e. as task and motivational leaders on the field and as social and external leaders off the field), and also to indicate their identification with their team as well as their self-reported health and burnout. Findings indicated that (a) being seen to be a good athlete leader by other members of the team and (b) having a good athlete leader on the team were both positively associated with better team member health and lower burnout. This relationship was mediated by athletes' identification with their team, suggesting that leaders enhance athletes' health and reduce athlete burnout by creating and maintaining a sense of shared identity in their team. This, in turn, suggests that coaches can foster an optimal team environment by developing the leadership potential of their athlete leaders - in particular, their skills that foster a sense of shared team identification. This is in the interests not only of team performance but also of team members' health and burnout.

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There seems to be some initial evidence that team captains are selected based on non-leadership factors such as team tenure, technical abilities, being the daughter of the club president, or playing position. This is concerning since players expect their ideal team captain to have superior motivational and social skills. Adding to this literature on captain selection, the present study investigates relationships between the reasons for which team captains are selected and their (a) perceived leadership quality; and (b) perceived acceptance. To accomplish this, we recruited 450 coaches and 198 players from Flemish football and volleyball teams. Participants evaluated 41 reasons on the extent to which they played a role in the selection of their team captain. Additionally, participants rated their team captain's leadership quality and level of acceptance. The results consistently indicated that captains who were selected for having good motivational and social competencies were given higher ratings on perceived leadership quality and acceptance by participants. In conclusion, athletes who are motivated, good at motivating others and have superior social skills tend to be better suited for captaincy than those selected based on non-leadership factors.

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Much importance has been assigned to the role of the team captain. In this article, we test whether today's team captains live up to these high expectations. Furthermore, we provide greater insight into the selection procedures leading to a captain's appointment and assess how this process impacts upon the captain's perceived leadership qualities. Adopting a mixed methods design, a total of 398 participants (226 players and 172 coaches) listed the attributes of both their current team captain and their ideal captain. Altogether, participants listed 635 attributes for their current team captain and 919 attributes for their ideal team captain. Both inductive and deductive approaches were used to analyze these qualitative data. Furthermore, quantitative data were obtained on the perceived influencers in the captain's selection process. The results indicated that, although players and coaches expect their team captains to have good motivational and social leadership skills, the selection process is often underpinned by non-leadership factors, such as experience, sport-specific competence, or irrelevant attributes, such as being the daughter of the club president. This discrepancy held for both coaches' and players' perspectives, for male and female teams, across sports, and across competition levels. Although coaches were identified as main influencers in the selection process, giving players the deciding vote did not result in captains with better perceived leadership skills. The significant gap between participants' expectations of the captain and reality highlights the need for implementing a structure of shared leadership. Furthermore, evidence-based leadership development programs are needed to maximize the team's leadership potential.

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To determine the effects of cognitive behavioral therapy and peer leadership on suicidal ideation among adolescents in senior high school, this study design used quasiexperimental pre-post testing with control group. Participants (N = 86) were recruited by purposive sampling technique. Data were collected using the Beck Scale for Suicide Ideation and analyzed using the Wilcoxon test, the Friedman test, and the Mann-Whitney test. The results showed that the training received by mental health nurses reduced suicidal ideation among adolescents (p < 0.05). After further cognitive behavioral therapy and peer leadership interventions, suicidal ideation decreased from the lower rate to zero (p < 0.05). A combination of the training received by mental health nurses, cognitive behavioral therapy, and peer leadership are recommended for prevention of adolescent suicidal ideation.

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This study aimed to determine the effect of peer leadership training on suicidal ideation in senior high school teenagers. This study followed a quasi-experimental pretest-posttest design without a control group. We obtained 43 respondents using a purposive sampling technique. An intervention was provided in the form of peer leadership training sessions. Measurements were conducted twice-once pre- and once post-intervention-using the Beck Scale for Suicidal Ideation. The analysis used was the Wilcoxon t-test. Suicidal ideation decreased significantly (p value <0.05) after peer leadership training. Providing peer leadership training could reduce suicidal ideation in adolescents from severe categories into mild ones. Peer leadership training was an effective method for reducing suicidal ideation in adolescents and should be recommended by mental health nurses for adolescents at school.

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