Epidemiological Triangles for Disease or Illness.

Trait Theory

I would have to say my Trait Theory would be the one I would choose. The only reason is this theory postulates that people are either born or not born with the qualities that predispose them to success in leadership roles. That is, that certain inherited qualities, such as personality and cognitive ability, are what underlie effective leadership. There have been hundreds of studies to determine the most important leadership traits, and while there is always going to be some disagreement, intelligence, sociability, and drive (aka determination) are consistently cited as key qualities. However, the idea that leadership traits are inborn and unchangeable appears to be incorrect. It is true that many of our dispositions and tendencies are influenced by our personalities and the way we are born. However, most people recognize that it is possible for someone to change their character traits for the worse. Someone who is known for being honest can learn to be deceitful. The whole idea of saying that someone was "corrupted" is based on the fact that people can learn bad character traits.
My strengths are working hard and not knowing when to stop. I'm a hard working women that likes to multitask threw out the day. I like to take control of any situation and not afraid to say no. My weakness would be getting attach to people very quickly. I'm a very friendly person and like to get along with everyone. The SWOT process focuses on the internal strengths and weaknesses of you, your staff, your products, and your business. At the same time, it looks at the external opportunities and threats that may have an impact on your business, such as market and consumer trends, changes in technology, legislation, and financial issues. The traditional approach to completing SWOT is to produce a blank grid of four columns one each for strengths, weaknesses, opportunities, and weaknesses and then list relevant factors beneath the appropriate heading. I don't worry if some factors appear in more than one box and remember that a factor that appears to be a threat could also represent a potential opportunity. A rush of competitors into your area could easily represent a major threat to the business. However, competitors could boost customer numbers in your area, some of whom may well visit your business.

Then, identify at least two additional leadership characteristics you would like to develop. Explain how these characteristics will allow you to guide, educate, inform, and influence others to manage change in the field of health care.

Great Leaders Are Future Oriented
To think like a leader, you must practice "idealization" in each area of your life. To get the most out of the use of idealization, you should begin by imagining that you have no limitations at all on what you can be, do or have. Imagine for a moment that you have all the time and money that you need. You have all the education and knowledge. You have all the talent and experience. You have all the friends and contacts. You are a "no-limit" person who can do anything that you really put your mind to. And by having no limitations will give you the biggest strength you could ever have so you can manage the field of health care.

Keep a Positive Attitude
Great leaders inspire other people, their friends, customer, associates and even their children because they are inspired themselves. They are excited about the possibility of creating an exciting future for themselves. They get up every morning and they see every effort they make as part of a great plan to accomplish something wonderful with their lives and push forward with a positive attitude. Leaders are optimistic. They see opportunities and possibilities in everything that happens, positive or negative. They look for the good in every situation and in every person. They seek the valuable lessons contained in every problem or setback. They never experience "failures;" instead, write them off as "learning experiences."

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Leader forward-looking
There is a lot of disciplines within the community of Turlock, everything is structure and well collaborative. For example the leader doesn't have a forward-looking vision the leader is unwilling or scared to share the vision with others. When a leader doesn't have a vision for the future, it usually because they are spending so much time on today, that they haven't really thought about tomorrow. On a very simplistic level this can be solved simply by setting aside some time for planning, strategizing and thinking about the future.
The different principle

These principles are applied in different situations. To each person, an equal share or opportunity, according to individual need according to that person's rights according to individual effort according to societal contribution according to merit or performance. Ethical leaders are concerned about issues of fairness and justice. They make it a top priority to treat all of their subordinates in an equal manner. Justice demands that leaders place issues of fairness at the center of their decision making. As a rule, no one should receive special treatment or special consideration except when his or her particular situation demands it. When individuals are treated differently, the grounds for different treatment must be clear and reasonable, and must be based on moral values. By having all the different demands that a leader require with that being said it should grow.
Some progress in diversity, but not in leadership: There is some evidence that both public agencies and the private sector are embarking on diversity initiatives. Although anecdotal, pundits have claimed that leadership in the
nonprofit sector is more diverse than in the for-profit world. Yet more comprehensive research is needed to confirm this, and generally the research has tended to focus less on leadership and more on workforces.

The Scholar-Practitioner Model - Daniel R. Sewell - [email protected] Presented at the Pan-American Advanced Studies Institute, Grid Computing and Advanced Networking Technologies for E-Science, Mendoza, Argentina, May 15-21, 2005.
Scholar-practitioners work in their specific domains as well as the Scholar-Practitioner space to improve their own and others' work. The goal for these scholar-practitioners is to sustain, enhance, and produce new knowledge relevant to the transfer between and integration among research, practice, and education. For IESPSEI efforts, this is particularly important in the context of incorporating advances in engineering, computer science, information and communication technology (ICT), and other technologies. There is a strong need for, yet it is difficult to sustain, effective collaborations which would benefit the groups focused on each domain. Just as important is the need to integrate basic research, engineering and information technology practice knowledge, and education across each of the domains to benefit student learning and faculty development

The Epidemiological Triangle can be used whether the disease or illness is acute (causes symptoms
that are immediately recognizable) or chronic (symptoms develop over time and for that reason may
not be readily identified with the exposure). The triangle can also be useful to understand the process
involved with unhealthful conditions, such as those that cause physical injury.