The Girls’ Leadership Academy: A Promising, Empowerment-Based Approach to the Prevention of Sexual Violence

Sexual violence (SV) is a pernicious issue that disproportionally impacts girls and women. Although few initiatives have demonstrated effectiveness in leading to reductions in SV, global health organizations have identified empowerment-based programs as a promising approach to SV prevention. The purpose of this article is to discuss the Girls Leadership Academy (GLA), a program of the Nebraska's Women's Center for Advancement, which is a “homegrown,” theoretically grounded, practice-based SV prevention program for adolescent girls. More specifically, we discuss previous research relevant to the GLA; the theoretical underpinnings of the GLA; and the history, context, and content of the GLA.

LANDInG (Leadership Academy and Network for Diversity & Inclusion in Geosciences): AGU’s New Program to Build, Develop, and Sustain DEI Leaders

<p>An equitable and inclusive geosciences discipline requires a systemic cultural shift. Despite four decades of consideration and federal investment, persons identifying as both white and men overwhelmingly outnumber people from marginalized groups in geosciences courses of study and professions. Cultural shifts can be facilitated by leadership, and research indicates that diversity and inclusion initiatives are more often effective when championed from the top. AGU, in strong partnership with other organizations and institutions, created the LANDInG program based on the rationale that both increasing capacity for DEI leadership within the geosciences and fostering recognition for the value for DEI champions are needed to significantly improve DEI outcomes across geosciences. LANDInG comprises: (1) a sustainable DEI Community of Practice Network, to engage and support a broad representation of DEI champions within the geosciences; and (2) a DEI Leader Academy, to build the DEI leadership capacity of select cohorts of DEI champions in the geosciences through intensive, cohort-based professional development tailored for them. The LANDInG DEI Leader Academy will include opportunities for direct experience leading DEI initiatives in the geosciences. Also part of the LANDInG program will be increasing the visibility and recognition of DEI champions and leaders in order to elevate their value within the discipline. Our model for change draws from research and theory spanning social and organizational sciences, including the literatures on professional networks/mentoring, and implementing effective diversity and leader training. Our methods for enacting change are evidence-based and framed by national models for cohort-based professional development within higher education/STEM. A steering committee and an advisory board of leading DEI scholars, social scientists, and representatives of other geoscience societies will broaden the expertise and diversity perspectives over the project’s life.</p>

Multiprofessional leadership development: reflections from a doctor in training

BackgroundIn July 2020, the National Health Service (NHS) People Plan was refreshed, giving further impetus to staff development and leadership training. Through a series of interwoven tales, I discuss my own journey of leadership development and offer an analysis of the value of dedicated courses and the importance of providing this to the wider workforce.Story of selfI am a doctor in training and was among the first three cohorts placed onto the new Rosalind Franklin programme, organised by the NHS Leadership Academy. I share my key reflections of the impact of this course on my personal and professional development.Story of usMy cohort contained professionals from a diverse range of backgrounds—their challenges, views and insights contrasted greatly with my own. Having the protected time to build trust, form teams and discuss issues that crossed organisational boundaries provided novel insights that helped all of us.Story of nowAs the COVID-19 pandemic has taken hold, we are in a state of extreme flux. As a result, I have become aware of how important it is to marry expertise with generalist skills and knowledge of the wider healthcare system. Enduring the initial surge of COVID-19 was about staff working together and blending specialism with generalist pragmatism. The ability to harness and sustain this type of working will represent a legacy from COVID-19 that is positive and one which galvanises our greatest asset—the talents and experiences of our diverse workforce—in order to meet future healthcare challenges.