Characterizes dental deans' leadership styles, suggesting systemic reform requires more than self-perception.
US dental school deans report strong tendencies toward transformational leadership across demographic characteristics. However, structural inertia in dental education persists, suggesting that leadership self-perception alone is insufficient to drive systemic reform. Translating transformational intent into sustained change likely requires organizational mechanisms, leadership pipelines, and institutional infrastructure that support adaptive change.
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Jeffrey T. Johnson (2026) studied this question.
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