This document discusses LGBTQ health issues and provides definitions and terminology related to gender identity and sexual orientation. It presents data on the prevalence of LGBTQ individuals in the US and discusses some of the unique health concerns they face such as higher rates of HIV, victimization, mental health issues, and addictions. Barriers to care like discrimination and lack of provider knowledge are also covered. The document recommends standards and best practices for providing inclusive and affirming care to LGBTQ individuals and populations.
Contingency theories describe how aspects of the leadership situation can influence a leader's effectiveness. The multiple-linkage model describes how managerial behavior and situational variables jointly influence subordinate and unit performance through mediating variables like task commitment, role clarity, and cooperation. Effective leaders display a combination of behaviors suited to the situation rather than extreme styles. Adaptive leadership requires understanding the situation, increasing flexibility, planning, consultation, and guidance tailored to employee experience levels and tasks. Leaders should anticipate crises, identify problems clearly, direct confidently, and leverage opportunities.
Transformative and charismatic leadershipRohit Kumar
This document discusses and compares transformative and charismatic leadership. Transformative leadership inspires followers to go beyond self-interest for the good of the organization. Transformational leaders pay attention to follower concerns, help them see problems in new ways, and excite followers to work harder. Charismatic leadership relies on a leader's ability to attract admiration through behaviors seen as heroic and extraordinary. Charismatic leaders articulate inspiring visions, take risks, and engage followers emotionally. While related, transformative leadership focuses more on developing followers, while charismatic leadership emphasizes adopting the leader's worldview.
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
This document discusses various leadership styles:
- Autocratic, bureaucratic, democratic, and laissez-faire are some basic styles discussed. When each is most/least effective is outlined.
- Other styles covered include transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, bridging, and purposeful leadership.
- Each additional style is defined in 1-2 sentences and examples of when they may be most effective are provided.
Organizational change and its approachesAamir chouhan
This document discusses various approaches to organizational change, including:
1. Planned change which involves proactive and intentional activities aimed at improving an organization's ability to adapt. Change agents help manage planned change activities.
2. Resistance to change which can take overt or implicit forms. Sources of resistance include individual habits/fears and organizational inertia.
3. Tactics for overcoming resistance including education, participation, building support, and fair implementation of change.
4. Models of the change process including Lewin's three steps of unfreezing, movement, and refreezing as well as Kotter's eight steps for successful transformation.
The document discusses leadership identity development models. It describes early theories that viewed leadership as traits or behaviors (great man, traits, behavioral, situational theories). Later theories saw leadership as relational, reciprocal and part of systems. The Leadership Identity Development model proposes leadership identity develops through 6 stages as awareness, exploration, leader identified, developing self, leadership differentiated, and generativity/integration. Developing leadership identity involves moving through these stages with support from mentors, reflection and experiential learning. Implications for supporting leadership development are assessment, advising, role of groups, and reflection.
This document discusses two theories on whether leaders are born or made:
1. Leadership trait theory suggests that leaders are born with certain innate qualities and traits. However, it does not account for how leadership may vary based on the situation.
2. Behavioral theory of leadership proposes that anyone can become an effective leader through learning key behaviors, such as initiating structure and consideration. It is based on research finding that a leader's behavior best predicts their influence and success. However, no single leadership style is appropriate for all situations. The most effective leaders can adapt their behavior to different contexts.
A visionary leader sees potential for change and leads others toward a shared vision of how the world could be improved. Key characteristics of visionary leaders include taking responsibility for ideas, listening to team members, and accepting risk. Self-leadership is also important for developing leadership skills from within by increasing self-awareness, confidence, and efficacy. Superleaders focus on developing these self-leadership abilities in others through praise, feedback, and setting goals. As coaches, leaders provide tools and support to help team members find success and strengthen their own abilities.
Contingency theories describe how aspects of the leadership situation can influence a leader's effectiveness. The multiple-linkage model describes how managerial behavior and situational variables jointly influence subordinate and unit performance through mediating variables like task commitment, role clarity, and cooperation. Effective leaders display a combination of behaviors suited to the situation rather than extreme styles. Adaptive leadership requires understanding the situation, increasing flexibility, planning, consultation, and guidance tailored to employee experience levels and tasks. Leaders should anticipate crises, identify problems clearly, direct confidently, and leverage opportunities.
Transformative and charismatic leadershipRohit Kumar
This document discusses and compares transformative and charismatic leadership. Transformative leadership inspires followers to go beyond self-interest for the good of the organization. Transformational leaders pay attention to follower concerns, help them see problems in new ways, and excite followers to work harder. Charismatic leadership relies on a leader's ability to attract admiration through behaviors seen as heroic and extraordinary. Charismatic leaders articulate inspiring visions, take risks, and engage followers emotionally. While related, transformative leadership focuses more on developing followers, while charismatic leadership emphasizes adopting the leader's worldview.
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
This document discusses various leadership styles:
- Autocratic, bureaucratic, democratic, and laissez-faire are some basic styles discussed. When each is most/least effective is outlined.
- Other styles covered include transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, bridging, and purposeful leadership.
- Each additional style is defined in 1-2 sentences and examples of when they may be most effective are provided.
Organizational change and its approachesAamir chouhan
This document discusses various approaches to organizational change, including:
1. Planned change which involves proactive and intentional activities aimed at improving an organization's ability to adapt. Change agents help manage planned change activities.
2. Resistance to change which can take overt or implicit forms. Sources of resistance include individual habits/fears and organizational inertia.
3. Tactics for overcoming resistance including education, participation, building support, and fair implementation of change.
4. Models of the change process including Lewin's three steps of unfreezing, movement, and refreezing as well as Kotter's eight steps for successful transformation.
The document discusses leadership identity development models. It describes early theories that viewed leadership as traits or behaviors (great man, traits, behavioral, situational theories). Later theories saw leadership as relational, reciprocal and part of systems. The Leadership Identity Development model proposes leadership identity develops through 6 stages as awareness, exploration, leader identified, developing self, leadership differentiated, and generativity/integration. Developing leadership identity involves moving through these stages with support from mentors, reflection and experiential learning. Implications for supporting leadership development are assessment, advising, role of groups, and reflection.
This document discusses two theories on whether leaders are born or made:
1. Leadership trait theory suggests that leaders are born with certain innate qualities and traits. However, it does not account for how leadership may vary based on the situation.
2. Behavioral theory of leadership proposes that anyone can become an effective leader through learning key behaviors, such as initiating structure and consideration. It is based on research finding that a leader's behavior best predicts their influence and success. However, no single leadership style is appropriate for all situations. The most effective leaders can adapt their behavior to different contexts.
A visionary leader sees potential for change and leads others toward a shared vision of how the world could be improved. Key characteristics of visionary leaders include taking responsibility for ideas, listening to team members, and accepting risk. Self-leadership is also important for developing leadership skills from within by increasing self-awareness, confidence, and efficacy. Superleaders focus on developing these self-leadership abilities in others through praise, feedback, and setting goals. As coaches, leaders provide tools and support to help team members find success and strengthen their own abilities.
This document provides an overview of power and influence. It defines power as the capacity to influence others and influence as the process of persuading others. It discusses two faces of power: personal power which is a win-lose approach, and socialized power which focuses on group goals and empowerment. French and Raven's five bases of power are described: legitimate, referent, expert, reward, and coercive. Four influence styles are also outlined: assertive persuasion, participation and trust, common vision, and reward and punishment. Examples of these concepts in classroom life are given. Coalitions are defined as groups that form together to exert influence, and coalition bargaining is the process by which groups exert power over each other.
A leader has several types of power in an organization, including legitimate power from their authority over resources, reward power to grant pay increases and promotions, and coercive power to use threats or force if needed. However, coercive power can have negative side effects. The most effective leaders possess expert power from their skills and knowledge, referent power from being respected for their qualities and expertise, and charismatic power to influence followers through personal magnetism and enthusiasm.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
Importance of effective leadership in an organisationMd Masud Rana
Effective leadership is important for organizations to succeed. Warren Bennis said leadership is translating vision into reality, and Bill Gates said leaders empower others. There are different types of leaders such as laissez-faire, autocratic, participative, transactional, and transformational. Effective leaders make quick decisions by gathering information and stick to their decisions unless a change is needed. They work as a team, support and motivate employees to achieve goals. Leaders provide motivation through strong leadership, communication, allowing mistakes, respect, and rewards. They develop a clear vision and culture to take the organization to the top through regular communication and future planning with employees. The best way to learn leadership is through group practice which shows how interpersonal dynamics work.
This document discusses theories of leadership. It describes that leadership involves guiding, developing, motivating, and inspiring people to achieve goals. Some theories propose that leaders are born with certain traits, while other behavioral theories suggest that leadership can be learned. The document outlines two major behavioral theories - the Ohio State Studies, which identified initiating structure and consideration behaviors, and the University of Michigan studies, which focused on production and employee orientations. It notes that behavioral theories aim to develop leaders by identifying effective leadership actions.
The paper by Yusuf M. Sidani (2008) summarized here presents the works of Ibn Khaldun (1332-1406), one of early contributors to structure theories in Sociology, regarding his conceptualization of leadership and the role of asabiya (group feeling) in leadership phenomena emergence.
Leadership in Management - Styles, Approaches and TheoriesAMALDASKH
Leadership styles include autocratic, democratic, and free-rein. Autocratic leadership makes quick decisions but can reduce follower motivation and satisfaction. Democratic leadership involves follower consultation, giving them recognition and awareness but could allow them to dominate. Free-rein leadership maximizes follower talent and satisfaction but provides little leadership support and motivation. Effective leadership requires influencing followers, directing organizations towards success, and balancing decision-making and planning.
This document discusses various leadership theories and styles. It covers great man theories which assume leaders are born with inherent qualities. Trait theories link traits like confidence and courage to leadership. Contingency theories state that no style is best in all situations and success depends on variables. Situational theories propose that leadership style depends on situational factors. Behavioral theories believe great leaders are made through learning. Relationship theories focus on connections between leaders and followers. The document also outlines leadership styles including autocratic, bureaucratic, charismatic, democratic, laissez-faire, people-oriented, servant, and task-oriented. It concludes with functions and competencies of leadership.
The document provides an overview of several leadership theories including:
1. Great Man Theory which assumes that great leaders are born, not made.
2. Trait Theory which focuses on inherent traits and skills that make an effective leader.
3. Behavioral Theory which looks at observable behaviors of successful leaders and assumes leadership can be learned.
4. Contingency Theories examine how leadership style depends on situational factors like follower readiness and ability.
The summary highlights some of the key assumptions, descriptions, and discussions around these influential leadership theories.
This document discusses leadership and defines it as the process by which a person influences others to accomplish a common goal. It identifies four key factors of leadership: the leader, the follower, communication, and the situation. It also outlines three major leadership styles: authoritarian, participative, and delegative. The document then discusses several theories of leadership, including trait theory, behavioral theory, and contingency theory. It concludes by listing qualities of an effective leader and ways to develop leadership skills.
The human beharviour has diversity to handle various situations in a multi-faceted organization in different fields. There are five categories- autocratic, democratic, participative, goal oriented and situational. Different styles have been described before explaining Theories presented by researchers and at the end existing educational leadership styles being practiced in Pakistan have also been explained.
Discuss the concept of leadership styles
Elaborate research conducted by Ohio state University regarding behavioral leadership style.
Understand resreach conducted by University of Michigan and taxes regarding leadership styles.
Analyse the difference of researches conducted by these Universities.
Suggest solutions to meet the challenges of leadership styles in Pakistani education
This document provides information on conflict resolution training. It defines workplace conflict and identifies common causes as differing perspectives, stress, and increased demands on teamwork. While conflict can be negative, it notes that constructive challenges to ideas can foster new solutions. The document outlines healthy versus damaging conflict and lists benefits of resolution such as improved morale and productivity. It provides dos and don'ts of the resolution process and describes a six step approach including clarifying issues, finding common goals, and agreeing on responsibilities. The summary is that conflicts should aim for the best solution, alternative resolutions can save costs and time, and unresolved conflicts should be avoided.
This document discusses power and influence in the workplace. It identifies different sources of power like expertise, relationships, and formal authority. It also describes influence tactics people can use like rational persuasion, inspirational appeals, and consultation. Finally, it outlines four influence styles: assertive persuasion, reward and punishment, participation and trust, and common vision. The goal is to help people understand how to effectively influence others in appropriate ways.
Power refers to the ability to influence others based on their dependence. Dependence increases when a resource is important, scarce, and non-substitutable. There are various bases of power including formal power, coercive power, reward power, legitimate power, expert power, and referent power. Influence tactics are used to translate power into actions and include rational persuasion, inspiration, consultation, and pressure. Organizational politics can arise when resources are scarce and decisions are complex, and can lead to defensive behaviors by employees like avoidance and impression management.
This document discusses several theories of leadership:
1. Trait theory focuses on innate qualities of leaders like intelligence and personality traits. Behavior theory looks at specific leader actions like democratic vs autocratic styles.
2. Contingency theory found leadership effectiveness depends on an interaction of the leader, followers, and situation rather than one best trait or style.
3. Transformational leadership describes charismatic leaders who inspire followers through vision, self-confidence and high expectations of followers. Transformational leaders transform individuals.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
This document provides an overview of a symposium on culturally effective care for LGBT populations. It begins with an agenda that includes differentiating key terms, defining intersectionality, identifying health disparities and social determinants of health, and applying concepts through a case study. The document then defines various terms related to gender identity, sexual orientation, sex, and development. It reviews the history of pathologization of LGBT identities in medicine and mental health. Statistics on demographics and health disparities experienced by LGBT populations are presented. Strategies for providing culturally effective care include creating an inclusive environment, building trust, ensuring confidentiality, and using inclusive language. Local and national resources for LGBT care are also listed.
This document discusses LGBT health disparities. Minority stress from discrimination and stigma experienced by LGBT individuals can negatively impact their mental and physical health, contributing to higher rates of issues like substance abuse, HIV/AIDS, and depression. Health disparities also stem from a lack of healthcare providers with cultural competence regarding LGBT health issues. The document advocates for healthcare professionals to receive more training to address assumptions and biases, and to help reduce health disparities facing the LGBT community through informed, inclusive, and non-judgmental care.
This document provides an overview of power and influence. It defines power as the capacity to influence others and influence as the process of persuading others. It discusses two faces of power: personal power which is a win-lose approach, and socialized power which focuses on group goals and empowerment. French and Raven's five bases of power are described: legitimate, referent, expert, reward, and coercive. Four influence styles are also outlined: assertive persuasion, participation and trust, common vision, and reward and punishment. Examples of these concepts in classroom life are given. Coalitions are defined as groups that form together to exert influence, and coalition bargaining is the process by which groups exert power over each other.
A leader has several types of power in an organization, including legitimate power from their authority over resources, reward power to grant pay increases and promotions, and coercive power to use threats or force if needed. However, coercive power can have negative side effects. The most effective leaders possess expert power from their skills and knowledge, referent power from being respected for their qualities and expertise, and charismatic power to influence followers through personal magnetism and enthusiasm.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
Importance of effective leadership in an organisationMd Masud Rana
Effective leadership is important for organizations to succeed. Warren Bennis said leadership is translating vision into reality, and Bill Gates said leaders empower others. There are different types of leaders such as laissez-faire, autocratic, participative, transactional, and transformational. Effective leaders make quick decisions by gathering information and stick to their decisions unless a change is needed. They work as a team, support and motivate employees to achieve goals. Leaders provide motivation through strong leadership, communication, allowing mistakes, respect, and rewards. They develop a clear vision and culture to take the organization to the top through regular communication and future planning with employees. The best way to learn leadership is through group practice which shows how interpersonal dynamics work.
This document discusses theories of leadership. It describes that leadership involves guiding, developing, motivating, and inspiring people to achieve goals. Some theories propose that leaders are born with certain traits, while other behavioral theories suggest that leadership can be learned. The document outlines two major behavioral theories - the Ohio State Studies, which identified initiating structure and consideration behaviors, and the University of Michigan studies, which focused on production and employee orientations. It notes that behavioral theories aim to develop leaders by identifying effective leadership actions.
The paper by Yusuf M. Sidani (2008) summarized here presents the works of Ibn Khaldun (1332-1406), one of early contributors to structure theories in Sociology, regarding his conceptualization of leadership and the role of asabiya (group feeling) in leadership phenomena emergence.
Leadership in Management - Styles, Approaches and TheoriesAMALDASKH
Leadership styles include autocratic, democratic, and free-rein. Autocratic leadership makes quick decisions but can reduce follower motivation and satisfaction. Democratic leadership involves follower consultation, giving them recognition and awareness but could allow them to dominate. Free-rein leadership maximizes follower talent and satisfaction but provides little leadership support and motivation. Effective leadership requires influencing followers, directing organizations towards success, and balancing decision-making and planning.
This document discusses various leadership theories and styles. It covers great man theories which assume leaders are born with inherent qualities. Trait theories link traits like confidence and courage to leadership. Contingency theories state that no style is best in all situations and success depends on variables. Situational theories propose that leadership style depends on situational factors. Behavioral theories believe great leaders are made through learning. Relationship theories focus on connections between leaders and followers. The document also outlines leadership styles including autocratic, bureaucratic, charismatic, democratic, laissez-faire, people-oriented, servant, and task-oriented. It concludes with functions and competencies of leadership.
The document provides an overview of several leadership theories including:
1. Great Man Theory which assumes that great leaders are born, not made.
2. Trait Theory which focuses on inherent traits and skills that make an effective leader.
3. Behavioral Theory which looks at observable behaviors of successful leaders and assumes leadership can be learned.
4. Contingency Theories examine how leadership style depends on situational factors like follower readiness and ability.
The summary highlights some of the key assumptions, descriptions, and discussions around these influential leadership theories.
This document discusses leadership and defines it as the process by which a person influences others to accomplish a common goal. It identifies four key factors of leadership: the leader, the follower, communication, and the situation. It also outlines three major leadership styles: authoritarian, participative, and delegative. The document then discusses several theories of leadership, including trait theory, behavioral theory, and contingency theory. It concludes by listing qualities of an effective leader and ways to develop leadership skills.
The human beharviour has diversity to handle various situations in a multi-faceted organization in different fields. There are five categories- autocratic, democratic, participative, goal oriented and situational. Different styles have been described before explaining Theories presented by researchers and at the end existing educational leadership styles being practiced in Pakistan have also been explained.
Discuss the concept of leadership styles
Elaborate research conducted by Ohio state University regarding behavioral leadership style.
Understand resreach conducted by University of Michigan and taxes regarding leadership styles.
Analyse the difference of researches conducted by these Universities.
Suggest solutions to meet the challenges of leadership styles in Pakistani education
This document provides information on conflict resolution training. It defines workplace conflict and identifies common causes as differing perspectives, stress, and increased demands on teamwork. While conflict can be negative, it notes that constructive challenges to ideas can foster new solutions. The document outlines healthy versus damaging conflict and lists benefits of resolution such as improved morale and productivity. It provides dos and don'ts of the resolution process and describes a six step approach including clarifying issues, finding common goals, and agreeing on responsibilities. The summary is that conflicts should aim for the best solution, alternative resolutions can save costs and time, and unresolved conflicts should be avoided.
This document discusses power and influence in the workplace. It identifies different sources of power like expertise, relationships, and formal authority. It also describes influence tactics people can use like rational persuasion, inspirational appeals, and consultation. Finally, it outlines four influence styles: assertive persuasion, reward and punishment, participation and trust, and common vision. The goal is to help people understand how to effectively influence others in appropriate ways.
Power refers to the ability to influence others based on their dependence. Dependence increases when a resource is important, scarce, and non-substitutable. There are various bases of power including formal power, coercive power, reward power, legitimate power, expert power, and referent power. Influence tactics are used to translate power into actions and include rational persuasion, inspiration, consultation, and pressure. Organizational politics can arise when resources are scarce and decisions are complex, and can lead to defensive behaviors by employees like avoidance and impression management.
This document discusses several theories of leadership:
1. Trait theory focuses on innate qualities of leaders like intelligence and personality traits. Behavior theory looks at specific leader actions like democratic vs autocratic styles.
2. Contingency theory found leadership effectiveness depends on an interaction of the leader, followers, and situation rather than one best trait or style.
3. Transformational leadership describes charismatic leaders who inspire followers through vision, self-confidence and high expectations of followers. Transformational leaders transform individuals.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
This document provides an overview of a symposium on culturally effective care for LGBT populations. It begins with an agenda that includes differentiating key terms, defining intersectionality, identifying health disparities and social determinants of health, and applying concepts through a case study. The document then defines various terms related to gender identity, sexual orientation, sex, and development. It reviews the history of pathologization of LGBT identities in medicine and mental health. Statistics on demographics and health disparities experienced by LGBT populations are presented. Strategies for providing culturally effective care include creating an inclusive environment, building trust, ensuring confidentiality, and using inclusive language. Local and national resources for LGBT care are also listed.
This document discusses LGBT health disparities. Minority stress from discrimination and stigma experienced by LGBT individuals can negatively impact their mental and physical health, contributing to higher rates of issues like substance abuse, HIV/AIDS, and depression. Health disparities also stem from a lack of healthcare providers with cultural competence regarding LGBT health issues. The document advocates for healthcare professionals to receive more training to address assumptions and biases, and to help reduce health disparities facing the LGBT community through informed, inclusive, and non-judgmental care.
This document discusses issues related to providing competent healthcare to lesbian, gay, bisexual, transgender, and questioning (LGBTQ) youth. It identifies some of the key risk factors LGBTQ youth face like marginalization and increased health risks. It also discusses how lack of provider training and homophobia can negatively impact LGBTQ health outcomes. The document provides guidance on creating an LGBTQ-affirming clinical environment including ensuring confidentiality, using inclusive forms and language, and displaying supportive materials. It also offers suggestions for discussing sensitive topics like gender identity, sexual orientation, and sexuality with LGBTQ youth patients.
Gender Dysphoria is characterized by a marked incongruence between one's experienced gender and assigned gender. It was formerly called Gender Identity Disorder. The DSM-5 criteria focus on clinically significant distress resulting from this incongruence. Treatment may involve psychotherapy, hormone therapy, surgery, and social gender transition. A multidisciplinary team approach is important. While distressing for affected individuals, gender diversity is a normal variation of human experience, and transitioning improves well-being for many.
This document provides information to help healthcare providers offer culturally competent care to LGBT individuals. It defines key terms related to sexual orientation and gender identity, discusses minority stress and health issues that may affect LGBT clients, and offers guidance on language use, gender transition, and addressing myths and assumptions. The roles of stigma, discrimination and heterosexism in negatively impacting mental health are also covered.
Sexual Orientation, Gender Identity And Adolescent Health 10.6.07Knoll Larkin
This document provides an overview of key terms and definitions related to sexual orientation and gender identity, with a focus on the experiences and health issues faced by LGBT youth. It discusses concepts like coming out, preferred language, challenges LGBT youth face in schools, homes, and healthcare settings, and health concerns including substance abuse, violence, HIV risk, and mental health issues. The document concludes with standards of care recommendations and resources for creating inclusive environments and supporting LGBT youth.
Overview of recommendations for quality care at the end of life for Lesbian, Gay, Bisexual, Transgender, and Questioning or GenderQueer patients. Caring as a cultural competency.
Jill Blumenthal MD of UC San Diego presents "Free to Be You and Me: Providing Culturally-Sensitive Patient Care to Transgender Individuals" at AIDS Clinical Rounds
This document discusses several case reports of female-to-male transgenders in India and the challenges they face. It describes families' reluctance to accept their transgender children and the psychological distress it can cause. It also outlines medical transition options for female-to-male transgenders like testosterone therapy, mastectomy, and hysterectomy. Issues at various life stages and concerns about social and legal gender recognition are also summarized.
1) Gender issues in health include biological, physical and social differences between males and females that can impact health outcomes.
2) Key statistics provided on population and vital statistics for India show males outnumber females and females have lower sex ratios and higher mortality rates.
3) Many health conditions like heart disease, stroke, malaria and tuberculosis disproportionately impact males and females due to differences in risk factors, social roles and access to care.
Gender issues can impact health in several ways. Biologically, men and women have differences in chromosomes, hormones, physiology and risk factors for certain diseases. Socially, gender roles and inequalities influence access to resources and health outcomes. For many diseases like heart disease, stroke and tuberculosis, prevalence and mortality rates differ between men and women. Gender also affects exposure and vulnerability to conditions like malaria, HIV and road traffic accidents. Addressing gender in health policies, programs and research is crucial to promote equality and improve health for all.
This document discusses gender dysphoria and related topics. It begins by defining key terms like sex, gender, gender identity, gender expression, and gender dysphoria. It then discusses the epidemiology of gender dysphoria, noting prevalence rates. Salient features of gender dysphoria in children, adolescents, and adults are outlined based on DSM-5 criteria. The development and course of gender dysphoria over the lifespan is described. Functional consequences, common comorbidities, and differential diagnoses are also summarized.
Good afternoon. How may I assist you?
- Use gender-neutral terms like “patient,” “client,”
“individual,” etc.
- Ask for their name and how they would like to be
addressed.
- If you are unsure, politely ask how they would like to
be addressed.
- Respect how they identify themselves.
USE CORRECT PRONOUNS
• Ask for and use the pronouns (he/him, she/her,
they/them) that the person uses for themselves.
- If you make a mistake, apologize and use the correct
pronouns going forward.
- Do not make assumptions based on a person’
Primary Care and Child/Adolescent Psychiatry Conference - May 1, 2015A.C. Demidont
This document discusses providing respectful care to transgender patients. It begins with a case scenario where a transgender woman named Claire is checking in for an appointment but her medical records still list her name and gender as her birth name and male sex. The document then discusses barriers transgender people face to healthcare like discrimination, lack of insurance coverage, and lack of provider training. It provides best practices for clinics like using preferred names and pronouns, maintaining privacy, and creating an inclusive environment through policies and staff training. The goal is for healthcare providers to understand transgender identities and issues in order to eliminate discrimination and disparities in care.
This document discusses communicating effectively with diverse patient groups. It covers recognizing different cultural perspectives and health disparities related to factors like race, ethnicity, gender identity, sexual orientation, religion and age. Key points include being aware of one's own biases, treating all patients with equal respect, using interpreters for language barriers, asking patients about their preferences, and adapting communication styles to different age groups and their developmental levels.
This document discusses homosexual tendencies and provides two case studies. It explores whether homosexuality is psychological, physical, innate, or environmental. Environmental factors like hostile family dynamics or seduction by gay communities can potentially influence homosexual tendencies. The document notes that counseling using personality tests can help homosexual individuals understand themselves without necessarily requiring long-term psychiatric assistance. It emphasizes having sympathy for homosexual individuals rather than viewing them as abnormal.
This chapter discusses sexual behavior, norms, and fertility. It covers topics like sexual attitudes, extramarital affairs, adolescent premarital sex, sexually transmitted diseases (STDs), sex education approaches, and theories around sex and sexual reproduction. The document provides an overview of these topics and includes definitions for terms like cultural universals, the incest taboo, and contraception. It also discusses factors that influence sexuality and compares virginity pledges and their effectiveness.
This document summarizes the symptoms, diagnostic criteria, prevalence, and treatment approaches for gender identity disorder according to the DSM-IV. It describes symptoms in children, adolescents, and adults which include a strong desire to be the opposite sex and discomfort with one's biological sex. Treatment involves psychotherapy, hormone therapy, and potentially sexual reassignment surgery, with the goal of helping individuals live comfortably in their identified gender.
Gender identity and sexual orientation chapter 9tmbouvier
Gender identity is a person's internal sense of themselves as male, female, or other. It may not align with their physical sex. Gender identity is influenced by hormones and social/cultural factors. Sexual orientation describes who one is emotionally, romantically, and sexually attracted to. Terms like transgender, cisgender, bisexual and lesbian are used to describe identities. Coming out is accepting and sharing one's identity with others.
Mental health issues are more prevalent in the LGBT community compared to heterosexual individuals. Some reasons for this include lack of acceptance leading to bullying, difficulties with self-acceptance and coming out, less stable same-sex relationships, and pressures to conform to gender norms. Inadequate mental health services also contribute, as providers often lack training about LGBT issues and clients face discrimination. Improving services requires educating providers, hiring LGBT staff, and making LGBT healthcare a priority.
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The cherry: beauty, softness, its heart-shaped plastic has inspired artists since Antiquity. Cherries and strawberries were considered the fruits of paradise and thus represented the souls of men.
Heart Touching Romantic Love Shayari In English with ImagesShort Good Quotes
Explore our beautiful collection of Romantic Love Shayari in English to express your love. These heartfelt shayaris are perfect for sharing with your loved one. Get the best words to show your love and care.
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storyboard: Victor and Verlin discussing about top hat
hein_presentation.ppt
1. LGBTQ HEALTH: WHO, WHAT, WHERE
AND WHY WE SHOULD CARE
LAURA C. HEIN PHD, RN, FAAN
2. OBJECTIVES
• Introduce you to LGBTQ terminology
• Discuss historical and contemporary health concerns of
the LGBTQ community
• Discuss facilitators and barriers to health
• Present current legal and regulatory standards related
to LGBTQ health with recommended practice protocols
• Is your facility compliant?
3. DEFINITIONS
• Gay, Lesbian
• Exclusive physical and emotional attraction to members of one’s
own sex
• Bisexual
• Physical and emotional attraction to members of both sexes
• Transgender (gender identity)
• A person who feels his or her body is not the sex it should be,
regardless of transformational hormone or surgical status
• Cis-Gender
• A person whose gender identity matches their sex at birth
LGBTIQ
4. • MtF = Male-to-Female (she) transwoman
• Born with male anatomy, female gender
• FtM = Female-to-Male (he) transman
• Born with female anatomy, male gender
LGBTIQ
Transgender
(gender identity)
5. • Intersex
• The vogue term for hermaphrodite. People born with
the sexual characteristics of both sexes
• Questioning
• People who suspect they might be LGBT, but are not
yet certain
• Queer
• Inclusive term of the LGBTIQ community
• Unique paradigm
Definitions LGBTIQ
6.
7. PREVALENCE - 9 MILLION LGBT PEOPLE IN THE U.S.
Homosexual (gay/lesbian is preferred term)
• 3.4% self-identify as LGBT (Gates & Newport 2012)
• 1 in 5 - 20.8% of males in the U.S. reported either
homosexual behavior or homosexual attraction
since age 15 (Sell, Wells & Wypij, 1995)
• 17% of women and 6% of men have engaged in same-sex
behavior. However, 7% of women and 4% of men identify
as gay or bisexual (Copen et al. 2016).
Remember there are 320 million people in the U.S.
8. TRANSGENDER POPULATION SIZE
• ~1.4 million adults self-identify as trans in
the U.S.
• Crissman et al. 2017; Flores et al., 2016; Meerwijk & Sevelius,
2017
9. GENDER NON-CONFORMITY OR GENDER
DYSPHORIA
GENDER NON-
CONFORMITY
• the extent to which a person’s
gender identity, role, or
expression differs from the
cultural norms prescribed for
people of a particular sex
(IOM, 2011 definition)
GENDER DYSPHORIA
• discomfort or distress that is
caused by a discrepancy
between a person’s gender
identity and that person’s sex
assigned at birth (and the
associated gender role and/or
primary and secondary sex
characteristics) (WPATH, 2011)
10. TRANSGENDER HEALTH – YOUTH
• Protections under Title VII and Title IX of the Civil
Rights Act. Affirmed by DOJ filing in G.G. v.
Gloucester County School Board (2015). Case on
appeal to SCOTUS. Oral arguments Feb. 2017.
“There is a public interest in ensuring that all
students, including transgender students, have
the opportunity to learn in an environment free
of sex discrimination.” (DOJ)
11. TRANSGENDER HEALTH –
RESTROOM ACCESS
• April 8, 2015 – EEOC has ruled that an
employers refusal to allow a transgender
employee access to restrooms consistent
with his or her gender is sex discrimination
under Title VII.
• EEOC case: Lusardi v. AMRDEC
12. WHAT ABOUT SCHOOL? TITLE IX
• Title IX protects students, faculty and
employees from sex discrimination in any
federally funded education program or
activity.
• However… schools are still not safe.
13. EARLY SOCIAL TRANSITION
• Child lives as gender that matches their identity
• Trial run - name, attire, social roles at school, in community
• Reversible
• Family decision whether to disclose to others or not
• Approx. 25% of children who were assessed for gender
dysphoria grew up to be cis-gender gay vs. transgender.
14. CHILDREN AND YOUTH
• EARLY medical and mental health
services
• Family support is critical to positive health outcomes
• Puberty experienced congruent with gender (delay
until sure)
• Reduces need for later medical interventions
• Prevents unwanted sex characteristics (i.e.
breasts)
• Decreases stress, anxiety, depression
15. REPARATIVE THERAPY
• = Efforts to change the sexual orientation or gender
identity
• Condemned by all mainstream professional
organizations as harmful including the APA, AMA, Am
Acad of Pediatrics, AAN, ISPN etc.
• Related to depression, anxiety and suicide
• George Rekers (prof emeritus from USC SOM) –
published case where he conducted reparative
therapy. This is what he did….
16. PUBERTY BLOCKING – GNRH
AGONISTS
• Ideally begun in Tanner 2 stage (early start of puberty).
• Can begin in Tanner 3-5 – goal is to stop puberty/
prevent secondary gender characteristics i.e. height,
breasts etc.
• GnRH Agonists - Leuprorelin; Triptorelin; Goserelin;
Histrelin implants
• Very expensive. Cost is between $500 and $1500 month.
• Insurance rarely covers this cost
• Effects are totally REVERSIBLE
17. IRREVERSIBLE HORMONE EFFECTS
• ESTROGEN
• Breast development
• Nipple enlargement
• Loss of erection
• Testicular atrophy
• ? sterility
• TESTOSTERONE
• Uterine atrophy
• Facial and body hair
• Deepened voice
• Clitoral enlargement
• ? sterility
18. FIRST DO NO HARM….
There is harm related to NOT intervening
• Suicide ~ 44%
• Depression
• Anxiety
• Homelessness
• ETOH, drug use
• Sex work
• HIV
19. OVERREPRESENTED HEALTH
PROBLEMS
• HIV/ AIDS
• Trauma/ Victimization
• Mental Health Concerns
• Addictions
• Is this because they’re LGBT? –or- because of the
context within which LGBT people must exist?
20. HIV/ AIDS
• A missing generation of gay men due to AIDS
• HIV+ the norm in some areas
• Homelessness/ poverty – survival sex
• Street hormones (trans)
21. TRAUMA/ VICTIMIZATION
• Parental abuse
• Increased prevalence of verbal and physical abuse and
heightened suicidal ideation among those who disclosed their
s.o. to their families
• Hate crimes
22. MENTAL HEALTH –
DEPRESSION & ANXIETY
Additional stress d/t image
management related to s.o./g.i.
• LGBT children often grow up in a
society that says that they should not
exist and/or should not act on their
feelings.
• These societal mores can be internalized =
internalized homophobia
23. DEPRESSION
• Prevalence of depression 17.2% higher than in U.S.
adult men in general
• Distress & depression associated w/:
• lack of a partner;
• not identifying as gay, queer, or homosexual;
• experiencing multiple episodes of antigay
violence in the previous 5 years; and
• very high levels of community alienation
Mills 2004
24. LGBT YOUTH VICTIMIZATION
• 25% of gay youth (16% lesbian) have been
threatened or injured with a weapon on school
property.
• 3x higher than hetero rate for boys; 4x higher than
hetero for girls.
• 13% gay (16% lesbian) youth didn’t go to school
because of safety issues (O’Malley, 2014)
• 3x the hetero rate
Sample was of YRBS HS students
25. MENTAL HEALTH - SUICIDE
• LGB youth = 30%
attempted suicide (double
the hetero rate)
• School bullying increased
the risk of suicide (Bouris et al,
2016)
26. TRANSGENDER SUICIDE
U.S. TRANS/GQ DATA
• 42% attempted
suicide
• Those who reported
moderate to severe
rejection by their
family were more
likely to attempt
suicide (OR 2.0 to 3.2
27. ADDICTIONS
• Young LGBT (most prevalent)
• Lesbian/ female Bi – principally ETOH
• Gay/ MtF Transgender –
• Ecstasy (and other Rave drugs)
• Risk = hyperthermia;
• Poppers (amyl nitrate) – enhanced
sexual experience
• Risk = an MI, priapism
Ecstacy: MDMA
28. CDC RECOMMENDATIONS FOR
SCHOOLS TO SUPPORT LGBTQ HEALTH
1. Identify “safe spaces”
2. Prohibit harassment and bullying
3. Facilitate access to health & psych providers not on school
property who are LGBTQ affirming
4. Encourage professional development on safety for all
students
5. Provide health education curricula with inclusive
terminology
Demisse et al., 2013
29. CASE 1
• A 15yo questioning female student presents to the school nurse
asking him to sponsor a Gay Straight Alliance (GSA) at their
school. The best school nurse answer:
A. “yes, of course I’ll sponsor a GSA”
B. “I’d like to but I’ll need to talk to the principal first”
C. “I think I’d like to talk to your parents first – we’ll be back in
touch”
D. “You really need to talk to our school psychologist about this”
30. SC CODE 59-32-30A(5)
LOCAL SCHOOL BOARDS TO IMPLEMENT COMPREHENSIVE
HEALTH EDUCATION PROGRAM; GUIDELINES AND
RESTRICTIONS
• (5) The program of instruction provided for in
this section may not include a discussion of
alternate sexual lifestyles from heterosexual
relationships including, but not limited to,
homosexual relationships except in the context
of instruction concerning sexually transmitted
diseases.
31. CASE 2
• 30yo transman who initiated social gender affirmation 5 years
ago, chest construction at 25yo, testosterone from 25-28yo. He
grew a beard and stopped taking T. Beard growth persisted. No
menstruation for 5 years. He would like the option to become
pregnant in the future because he wants children but has legal
concerns related to adoption. As the NP you first:
A. Conduct an exam and draw labs
B. Conduct an exam, draw labs and refer to endocrinology
C. Conduct an exam, draw labs and refer to GYN
32. YOUR PATIENT WANTS TO
TRANSITION – NOW WHAT?
1. Google “WPATH
Guidelines”
2. Refer to a Psych NP
or other mental
health provider
3. Start hormone
therapy
www.wpath.org
The pdf is free
33. RESEARCH ON HORMONES – IS IT
SAFE?
FTM
• No increase in CAD found in
876 FTM pts (Gooren, 200)
MTF
• Increased risk of CAD at
high doses.
• Increased risk of CA at low
doses
• If prior MI – PO estradiol
does not incr. or decr. risk
for further emboli
34. WPATH Standards of Care
The criteria for hormone therapy are as follows:
• Persistent, well-documented gender dysphoria;
• Capacity to make a fully informed decision and
to consent for treatment;
• Age of majority in a given country (if younger,
follow the Standards of Care outlined in section
VI);
• If significant medical or mental health concerns
are present, they must be reasonably well
controlled
35. HORMONES FTM - OPTIONS
• Injectable Testosterone
• Testosterone Enanthate or Cypionate 100-200 mg IM q 2 wks (20 -22g x 1 ½”
needles)
• Transdermal Testosterone
• Androderm TTS 2-8mg daily
• Topical testosterone gels in packets and pumps, multiple formulations (Testim,
Androgel) 5 to 10 gm (50 to 100 mg of testosterone) applied topically daily
• Axiron 2% pump gel for axillary application 1 pump to each axilla daily
• Testosterone Pellet
• Testopel- implant 6-10 pellets q 3 to 6 months
• Buccal Testosterone
• Striant 30 mg buccal system q 12 hours
Rx information taken from
Cavanaugh 2016
39. MTF SURGICAL OPTIONS (~30%)
• Removal of scrotum & penis
• Creation of vagina, labia, clitoris
& mons
• Breast augmentation
• Tracheal shave
• Facial feminization
• Brow
• nose
Taken from Schechter 2017 p.37
40. FTM SURGICAL OPTIONS (~30%)
• Phalloplasty with
urethral reconstruction
& creation of scrotum
(uncommon)
• Chest reconstruction
41. STAGED SURGERIES
• Genital FtM
• Tissue removal from
donor site
• Urethral reconstruction
• Implant prosthesis
• Chest Contouring FtM
• Mastectomy
• Revision of prior surgery
to decrease scarring and
remove arm flaps
42. YOU’RE AN ORG LEADER/ MANAGER
WHAT CAN YOU DO?
• Know the law and standards related to LGBTQ
patients
• Train your staff – receptionist to CNO
• Work on the culture of your organization to
make it safe.
43. • The patient-centered communication standards
for Hospitals (CAMH).
• Elements of performance 28 and 29 under
RI.01.01.01, require access to a support person
and non-discrimination of care.
The Joint Commission: Advancing Effective Communication, Cultural Competence, and Patient- and FamilyCentered Care
for the Lesbian, Gay, Bisexual, and Transgender (LGBT) Community: A Field Guide. Oak Brook, IL, Oct. 2011.
LGBTFieldGuide.pdf.
Joint Commission Standards (2011)
44. RI.01.01.01 ELEMENT 29
“No longer considered to be simply a patient’s
right, effective communication is now accepted
as an essential component of quality care and
patient safety.”
45. HOSPITAL VISITATION
• January 2010 Centers for Medicare and
Medicaid Services (CMS) regulation required
hospitals to permit patients to designate
visitors & prohibits discrimination in
visitation based on so/gi. 42 C.F.R. §
482.13
• Compliance with requirements for Medicare Conditions
of Participation (CoPs)
46. HOSPITAL VISITATION
• July 2011 Joint Commission standard – prohibition
on discrimination based on orientation or gender
identity.
• “Prohibit discrimination based on age, race,
ethnicity, religion, culture, language, physical or
mental disability, socioeconomic status, sex,
sexual orientation, and gender identity or
expression.” RI.01.01.01 EP29 (p.48 of Joint
Commission LGBT doc).
47. CMS – EQUAL COVERAGE TO CARE IN
THE SAME NURSING HOME AS A
SPOUSE
• Aug. 29, 2013 - CMS announced the guarantee
of Medicare coverage applies to ALL spouses
regardless of sexual orientation.
• Prior to this same-sex spouses with Medicare Advantage plans
were not eligible to live in the same nursing home as their
spouse.
48. FMLA
• All spouses are now covered under FMLA if the employer is FMLA
covered. (3/15 injunction against same sex spouses dissolved by
SCOTUS Obergefell ruling)
FMLA may be used for
• The birth of a child, adoption or foster parent;
• To care for a spouse, son, daughter, or parent who has a serious
health condition;
• For a serious health condition that makes the employee unable to
perform the essential functions of his or her job; or
• For any qualifying exigency arising out of the fact that a spouse, son,
daughter, or parent is a military member on covered active duty or
call to covered active duty status.
http://www.dol.gov/whd/regs/compliance/whdfs28.pdf
49. AFFORDABLE CARE ACT
• Section 1557 – Civil Rights provisions
of the Act.
• Applies civil rights protections to the Health
Insurance Marketplace created by the ACA –
and includes LGBT people
50. ACA & PREVENTIVE CARE
May 2015 DOL Guidance on the ACA
confirms
• Plans cannot limit sex-specific preventive
services by gender identity. If a provider
orders the service it is considered
appropriate.
http://www.dol.gov/ebsa/faqs/faq-aca26.html
51. THE LAW
SC ANTI- TRANSGENDER BILL
• S.1203 defeated May 4, 2016
TITLE IX - EDUCATION
• Grimm v. Glouchester
(2015)
• Appealed to SCOTUS
• Administrative guidance
TITLE VII - EEOC
• Macy v. Holder (EEOC, 2012) –
gender non-conformity = gender.
52. HOW DO I FIND AN
AFFIRMING PROVIDER?
GLMA.org
• Then click on: Resources – For Patients – Find a
Provider
• A searchable provider directory (location, specialty,
transition care etc.).
Provider Directory at the Harriet Hancock LGBT
Center
53. RESOURCES
Locally
• Harriet Hancock LGBT Center
• IRIS = LGBT group on campus
Nationally
• The Trevor Project – suicide hotline for LGBT youth www.thetrevorproject.org 1-
866-488-7386
• Trans Lifeline http://www.translifeline.org 1-877-565-8860
Providers GLMA.org
https://glmaimpak.networkats.com/members_online_new/members/dir_provider.
asp
54. HOW CAN AN LGBT PERSON KNOW IF
SOMEONE IS SAFE TO TALK TO?
• Go with your instincts
• If you get a bad vibe from someone – trust your instincts and get
out of there.
• Look for these symbols
55. WHAT WE CAN DO AS NURSES
• Be Authentic
• Encourage Authenticity in others
• Share
• Be flexible, scootch over a little, share the bench ≈ share the power