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UNASSIGNED: To explore historical and contemporary factors and processes that influenced the emergence of WANEL and analyse how the formation process has influenced the network\'s continued existence and sustainability and lesson for sub-regional health policy and systems research (HPSR) networking in Low -and -Middle -Income Countries (LMICs).
UNASSIGNED: Qualitative explanatory case study which used process tracing to chart the formation and development of WANEL.
UNASSIGNED: Data was obtained through document reviews, semi-structured interviews, group discussions, and participant observation. Data was analysed using thematic content analysis.
UNASSIGNED: The emergence of WANEL was made possible by several factors, including support from a network of senior HPSR champions and institutions across West Africa; sustained funding from IDRC Canada, a reputable funder with a track record in supporting research capacity development in LMICs; learning and networking opportunities provided by CHEPSAA Emerging Leaders and the Institute of Tropical Medicine Antwerp Emerging Voices for Global Health initiative. Its formation followed a mix of emergent and engineered processes.
UNASSIGNED: WANEL is the first and currently the only sub-regional network for early and mid-career health policy and systems researchers and practitioners in West Africa. To ensure its long-term sustainability, the network needs to put in place mechanisms to constantly attract and develop the next generation of early and mid-career researchers, maintain links with senior researchers, strengthen its capacity for coordination and facilitation, and develop a plan for its long-term financial sustainability.
UNASSIGNED: The study is funded by IDRC Canada Project 108237-001: Popularly known as the Consortium for Mothers, Newborn, Children, Adolescents and Health Policy and Systems strengthening in West and Central Africa. (COM-CAHPSS).

Academic nursing must plan for the future by retaining, developing, and recruiting academic nurse leaders, utilizing best practices in succession planning. This article presents a case study in which an evidence-based model was developed to provide academic nurse leaders with a guide for succession planning. A formal succession plan gives purposeful direction in identifying and developing emerging leaders and is especially useful for individuals who are new to a major leadership role. The author collaborated with an academic nurse leader at a selected College of Nursing in gathering information essential to forecasting future leadership needs. An Executive Summary report, highlighting recommendations, was provided to the academic leader in order to initiate a formal succession plan. The model provides a means for the assessment of current leadership skills and talents, analysis of future needs for academic nurse leaders, and development of evidence-based recommendations to strengthen and improve an academic succession plan. The succession planning model lays the groundwork for academic nursing leaders to achieve and uphold a highly qualified nursing leadership workforce to meet the future needs.

To describe the experience of the first OMERACT Emerging Leaders Program (ELP).
A Delphi process identified positive aspects, areas for improvement, and future directions. Core items were defined as essential if they received ≥ 70% ratings.
Participants valued relatable/accessible mentors (100%), including an OMERACT Executive mentor (100%), and a support network of peers (90%). Key items for future development were funding support (100%) and developing knowledge about OMERACT processes (90%) and politics (80%).
The ELP has the potential to provide targeted training for early career researchers to develop relevant skills for future leadership roles within OMERACT.

There is a pressing workforce shortage and leadership scarcity in palliative care to adequately meet the demands of individuals with serious illness and their families. To address this gap, the Cambia Health Foundation launched its Sojourns Scholars Leadership Program in 2014, an initiative designed to identify, cultivate, and advance the next generation of palliative care leaders. This report intends to summarize the second cohort of Sojourns Scholars\' projects and their reflection on their leadership needs.
This report summarizes the second cohort of sojourns scholars\' project and their reflection on leadership needs.
After providing a written reflection on their own projects, the second cohort participated in a group interview (fireside chat) to elicit their perspectives on barriers and facilitators in providing palliative care, issues facing leadership in palliative care in the United States, and lessons from personal and professional growth as leaders in palliative care. They analyzed the transcript of the group interview using qualitative content analysis methodology.
Three themes emerged from descriptions of the scholars\' project experience: challenges in palliative care practice, leadership strategies in palliative care, and three lessons learned to be a leader were identified. Challenges included perceptions of palliative care, payment and policy, and workforce development. Educating and collaborating with other clinicians and influencing policy change are important strategies used to advance palliative care. Time management, leading team effort, and inspiring others are important skills that promote effectiveness as a leader.
Emerging leaders have a unique view of conceptualizing contemporary palliative care and shaping the future.
Providing comprehensive, coordinated care that is high quality, patient and family centered, and readily available depends on strong leadership in palliative care. The Cambia Scholars Program represents a unique opportunity.