ABSTRACT
Increasingly, addressing healthcare's grand challenges requires complex system-level adaptations involving continuously evolving teams and leaders. Although leadership development strategies have been shown to improve individual leader effectiveness, much less is known about how organization-level leadership development affects organization-level outcomes. To begin building an evidence base as well as encouraging evidence-based practices, the US-based National Center for Healthcare Leadership developed a program capitalizing on leaders' demonstrated interest in organizational competitiveness: the biennial Best Organizations for Leadership Development (BOLD) program. In this chapter, we describe the philosophy behind this unique survey program and summarize research to date on relationships between survey dimensions and organizational outcomes such as patient experience and financial performance. We conclude with a description of promising areas for future study.
Subject(s)
Benchmarking , Leadership , Delivery of Health Care , Evidence-Based Practice , Humans , OrganizationsABSTRACT
The path of the carotid artery and its branches through the neck is characterized through an analysis of non-contrast computed tomography (CT) scans. The distance from the vessel wall of the carotid arteries to the skin and vertebral bodies are recorded from the level of the 2nd cervical vertebrae (C2) to the 6th cervical vertebrae (C6). A total of seven individuals were included in the study. The common carotid artery exhibited the closest average distance to the skin (23.5 +/- 6.9 mm) whereas the internal carotid artery exhibited the closest average distance to the vertebral body (7.36 +/- 3.8 mm, measured to the transverse process). This study provides morphological validation data towards the development of a regional-level finite element model of the neck and may also be used for the design of biomechanical experiments for the study of carotid artery injury.
