Journal of dental education
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The objective of this study was to test the internal consistency and test-retest reliability of a questionnaire designed to assess the status of and factors associated with organizational innovation in schools of dentistry. The questionnaire included thirty-three questions that assessed the following six domains: innovation/environment, innovation/leadership, innovation/personal, feedback/environment, feedback/personal, and feedback/interpersonal. A seventh domain, evidence-based learning, assessed the reaction of dental faculty to a scenario where the scientific evidence found a current treatment to be ineffective in improving the health status of patients. ⋯ The evidence-based learning domain was negatively associated with the innovation/environment domain, indicating that faculty who were willing to abandon teaching of a treatment found to be ineffective felt that their school environment was not highly innovative. In conclusion, this preliminary study found that the questionnaire reliably assessed six domains representing innovation and feedback. This preliminary study also found that an innovative environment in two schools of dentistry is associated with presence of leaders who promote change and innovation, an environment that encourages feedback, and faculty members who value interpersonal feedback.
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As a part of the 2000-01 American Dental Education Association (ADEA) Leadership Institute, the Leadership Institute Fellows conducted a faculty development workshop for department chairpersons and program directors during the 2001 ADEA Annual Session. A central premise of the workshop was that successful chairpersons and program directors are both effective leaders and effective managers and that leadership and management involve complementary activities. The workshop was case-based. ⋯ Because of the breadth of possible discussion, group case analyses at the workshop and in the appended case reviews explore only one perspective. This overview article introduces concepts of leadership and management that provide the foundation for analysis of three case studies that follow. These cases address common leadership and management issues in academic dentistry through three typical cases: the frustrated faculty member (case 1), the misdirected faculty member (case 2), and the faculty member stuck in the middle (case 3).