Doctor of Physical Therapy Students’ Perspectives on Leadership Development in the Context of the Proposed Leadership Competencies Framework for Physical Therapists

Leadership is an emerging field in physical therapy professional research. Research efforts have concentrated on identifying the most desirable leadership skills and behaviors for practicing physical therapists, or on curricular interventions implemented in specific educational programs. This study utilized a qualitative phenomenological design to investigate the perspectives of 21 current and former student leaders from Marshall University School of Physical Therapy, specifically investigating the scope and effectiveness of available opportunities in developing leadership skills and behaviors. Participants were also probed regarding their motivation for pursuing pre-professional leadership development opportunities. Findings from this study suggest the available opportunities are effective to engage an increasing number of students in leadership development. Advanced career preparation is the primary motivating factor for participating in these activities. The study also investigated the extent to which the Leadership Competencies Framework for Physical Therapy provided a framework for integrating leadership development into Doctor of Physical Therapy (DPT) pre-professional educational programs. Study findings indicated the Self-Leadership and Leading Others tiers of the framework were initially validated for limited use of the framework within DPT education

Scoping Out Leadership Opportunities and Motivational Factors of Doctor of Physical Therapy Students

Purpose: The purpose of this study was to open investigation into the scope of leadership opportunities available to students at a physical therapy educational program and to identify factors that motivated students to pursue leadership development opportunities during their pre-professional education. Methods: This qualitative study utilized semi-structured interviews to investigate the experiences and perspectives of current and former student leaders. Participants were queried regarding what leadership opportunities were available to them and what motivated them to pursue those specific roles. Results: Findings revealed the scope of leadership development opportunities included experiences within and external to the Doctor of Physical Therapy educational program. Thematic analysis revealed participants were primarily motivated to pursue leadership opportunities for the purposes of enhancing career preparation, for the additional personal challenge, and through a desire to support or serve their cohort. A subset of incidental leaders also emerged. Conclusions: Expansion of leadership opportunities available to participants allowed individuals to pursue leadership development according to individual motivating factors. Participants in this study were primarily motivated by opportunities perceived to enhance the value of their education and career preparation. Understanding factors that motivate students to pursue leadership development could assist physical therapist educational programs to develop and implement effective leadership development opportunities to prepare students for professional practice

The Leader’s Role in Creating a Positive Climate

Leaders play a pivotal role in creating the climate in their programs. Come learn four key strategies for creating a positive work environment

Is screening urinalysis in children worthwhile?

Screening urinalysis in asymptomatic children has not been shown to be beneficial (strength of recommendation: B; based on extrapolation from 1 meta-analysis). It is unlikely to be cost-effective and should be discontinued. While random urinalyses can be used for case finding of glucosuria, hematuria, pyuria, bacteriuria, and proteinuria, the routine use of screening urinalysis in asymptomatic patients is not likely to be an effective strategy

Justice-Forward Course Design

With shifting societal and learner needs, expectations, and experiences, course design must evolve to best support students in both adapting to and creating change. By incorporating the Toward a Liberated Learning Spirit (TALLS) model into backward course design, courses can be designed to encourage intellectual risk-taking and attend to diverse knowledge and ways of knowing that disrupt oppressive and colonizing practices in both content and structure. This article outlines the use of the TALLS model in the backward design of a Native Movement undergraduate course to showcase how courses can be developed for engagement, inclusivity, and active and justice-forward learning

Nonprofit Hospital Mergers and Section 7 of the Clayton Act: Closing an Antitrust Loophole

Nonprofit hospitals developed out of the charitable hospital movement, which began in the mid-nineteenth century.\u27 The early voluntary hospitals depended upon local benefactors for financing.2 Originally conceived as charitable institutions providing long-term care, these hospitals began to change their focus around the turn of the century.3 A changed mission-providing care to all rather than just poor inpatients with chronic problems-required the latest medical technology.4 This in turn demanded increased construction of up-to-date facilities, as well as large operating expenses. Recent years have seen further pressure on hospital budgets, as the health-care sector of the economy has become more commercial, with mounting competition and price pressure from health-care purchasers. Given declining inpatient admissions, shorter inpatient stays, and increasing costs, hospitals face intense pressure to cut costs and develop more efficient ways to provide services.6 In addition, managed-care and thirdparty-payer plans continue to reduce reimbursements, forcing hospitals to discount prices contractually.7 Federal Trade Commission oversight of business competition has, however, traditionally not applied to nonprofit firms-as many hospitals are-simply because charitable entities allegedly lack motive to engage in anticompetitive practices.8 Yet in this decade, as both for-profit and nonprofit hospitals struggle merely to survive, hospital mergers continue to occur across the country at an unprecedented rate.\u27 Hospitals facing closure consider the merger option because it allows them to offer new services or to streamline the cost of providing current services. Because most hospital mergers occur between competitors,10 however, their economic consequences can raise antitrust concerns.11 Faced with competitive pressures to merge, nonprofit hospitals have, like any other business would, resisted application of the antitrust laws. Perhaps most importantly, nonprofit hospitals have chafed against the Clayton Act, which is the primary federal tool to prevent anticompetitive mergers before they occur. A primary goal of antitrust law is the preservation of competitive markets. By definition, mergers eliminate competition. 14 The federal antitrust laws15 serve to check the market power of merged entities and to limit overall market concentration.16 Because mergers produce some economic benefits, however, such as more efficient delivery of services, they are not per se illegal under federal antitrust laws.18 For example, section 7 of the Clayton Act prohibits proposed mergers involving any acquisition of another firm\u27s assets, stock, or share capital that may substantially ... lessen competition, or tend to create a monopoly. \u27 Section 7 is not, however, even that uniform. Whereas the provisions regulating securities-based acquisitions (the stock clause, which includes the share capital language) applies to persons, the provision regulating assets-based mergers (the assets clause ), applies only to person[s] subject to the jurisdiction of the Federal Trade Commission. 20 Courts remain divided over whether nonprofit firms are persons subject to the jurisdiction of the FTC under the Act. Nonprofit hospitals typically merge by acquiring the assets, and not the stock, of another hospital.21 As a result, nonprofit hospitals might be exempt from the Clayton Act provisions that require government review of mergers before they occur. TWo federal appellate cases decided only fifteen months apart, in April 1990 and July 1991, should have resolved any confusion over the source of FTC enforcement power.22 More than four years later, however, the debate continues. Part I of this Note examines the history of the assets clause and the role of the FTC in challenges to incipient nonprofit hospital mergers under the Clayton Act. Part II focuses on the economic analysis of mergers and the propriety of applying antitrust law to the nonprofit hospital context. The Note concludes that recent decisions holding that the FTC has jurisdiction to challenge incipient nonprofit hospital mergers are consistent with both the legislative intent and economic goals of the Clayton Act

Better Student Success through Better Accessibility

This is the supplemental slide presentation that accompanied a presentation detailing accessibility services offered to students with diverse needs at Parkland College