The frequency of occurrence of the phytocenoses on the ponds (by \n Gamrat 2009)\n
\\n\\n
IntechOpen Book Series will also publish a program of research-driven Thematic Edited Volumes that focus on specific areas and allow for a more in-depth overview of a particular subject.
\\n\\nIntechOpen Book Series will be launching regularly to offer our authors and editors exciting opportunities to publish their research Open Access. We will begin by relaunching some of our existing Book Series in this innovative book format, and will expand in 2022 into rapidly growing research fields that are driving and advancing society.
\\n\\nLaunching 2021
\\n\\nArtificial Intelligence, ISSN 2633-1403
\\n\\nVeterinary Medicine and Science, ISSN 2632-0517
\\n\\nBiochemistry, ISSN 2632-0983
\\n\\nBiomedical Engineering, ISSN 2631-5343
\\n\\nInfectious Diseases, ISSN 2631-6188
\\n\\nPhysiology (Coming Soon)
\\n\\nDentistry (Coming Soon)
\\n\\nWe invite you to explore our IntechOpen Book Series, find the right publishing program for you and reach your desired audience in record time.
\\n\\nNote: Edited in October 2021
\\n"}]',published:!0,mainMedia:{caption:"",originalUrl:"/media/original/132"}},components:[{type:"htmlEditorComponent",content:'With the desire to make book publishing more relevant for the digital age and offer innovative Open Access publishing options, we are thrilled to announce the launch of our new publishing format: IntechOpen Book Series.
\n\nDesigned to cover fast-moving research fields in rapidly expanding areas, our Book Series feature a Topic structure allowing us to present the most relevant sub-disciplines. Book Series are headed by Series Editors, and a team of Topic Editors supported by international Editorial Board members. Topics are always open for submissions, with an Annual Volume published each calendar year.
\n\nAfter a robust peer-review process, accepted works are published quickly, thanks to Online First, ensuring research is made available to the scientific community without delay.
\n\nOur innovative Book Series format brings you:
\n\nIntechOpen Book Series will also publish a program of research-driven Thematic Edited Volumes that focus on specific areas and allow for a more in-depth overview of a particular subject.
\n\nIntechOpen Book Series will be launching regularly to offer our authors and editors exciting opportunities to publish their research Open Access. We will begin by relaunching some of our existing Book Series in this innovative book format, and will expand in 2022 into rapidly growing research fields that are driving and advancing society.
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\n\nArtificial Intelligence, ISSN 2633-1403
\n\nVeterinary Medicine and Science, ISSN 2632-0517
\n\nBiochemistry, ISSN 2632-0983
\n\nBiomedical Engineering, ISSN 2631-5343
\n\nInfectious Diseases, ISSN 2631-6188
\n\nPhysiology (Coming Soon)
\n\nDentistry (Coming Soon)
\n\nWe invite you to explore our IntechOpen Book Series, find the right publishing program for you and reach your desired audience in record time.
\n\nNote: Edited in October 2021
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Prof. Takemi Otsuki graduated from Kawasaki Medical School (KMS), Kurashiki, Japan, in 1981. In 1986, at the Institutes of Medical Science, University of Tokyo, he was involved in clinical and experimental research in bone marrow transplantation. The theme of the post-doctoral school (1985–1989) was myeloma cell biology. After joining the Department of Hematology, University of Minnesota, USA, in 1992, Dr. Otsuki studied genes involved in chromosomal translocations of lymphomas in the Department of Hematopathology, US National Cancer Institute, National Institutes of Health. He returned to the Department of Hygiene, KMS, in 1996 and become a professor there in 2003. After retiring from KMS and obtaining an honorary professorship, Dr. Otsuki began working at the Shinjo Village National Health Insurance Clinic. 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Their origin, structure and ecological relations differ from natural landscapes considerably. By (\n Kizos and Koulouri 2005) they are defined as the visual result of land uses. They are nature systems developed with a great participation of the man, used by the man and maintained in the state of internal equilibrium. At present the role of rural areas does not mean only foodstuffs production. The sustainable rural areas development should involve maintaining the equilibrium between the productive, economic and social function of agricultural landscape and its ecological function, including maintaining the biodiversity. Those are the areas of numerous plant and animal organisms not connected directly with agricultural production, however, playing important environmental functions. The human activity performed in them should thus also consider the need of environmental protection [Millennium Ekosystem Assessment 2005, \n Fisher and Lindenmayer 2007]. \n
\nThe basic elements of the rural landscapes are the agroecosystems. Those are mainly grasslands and cultivated fields. Very important is their proportion in the agricultural landscape. The correct structure allows the agricultural production and maintain environmental values [\n Kovalev et al. 2004]. Biodiversity of agricultural fields is very small. Altieri [1999] citing Fowler and Mooney indicates that more than one billion hectares in the world are cultivated only about 70 species of plants. Therefore it is very important is the presence in the area of islands, corridors and other environmental elements.\n
\nThe biodiversity in agricultural landscape depends on its structure, including the share of natural components, land use structure and the intensity of farming. To evaluate the biodiversity in agricultural landscapes, there are applied various habitat and agricultural production parameters. For example \n Billeter et al. [2008] give:\n
\nLand-use intensity parameters:
number of crops cultivated on a farm,
nitrogen input,
share of intensively fertilized arable area,
amount of livestock units per farm,
number of pesticide applications per field
Landscape parameters:
area of semi-natural habitats,
number of semi-natural habitat types,
number of patches of woody and herbaceous semi-natural habitats,
average size of a semi-natural patch,
number of patches of woody and herbaceous semi-natural habitats per 100 ha,
semi-natural habitats edge density,
average Euclidean-nearest-neighbour distance between semi-natural landscape elements,
contagion index of woody and herbaceous semi-natural landscape elements,
proximity of woody and herbaceous semi-natural elements within a 5000 m radius.
In Poland [Jakubowski 2007] an attempt has been made to evaluate the biodiversity of agricultural landscape based on:
\nthe share of the landscape type with a varied little-mosaic use,
the occurrence of protected habitats,
the occurrence of rare field and meadow plant species,
land relief enhancing the diversity of habitats,
the occurrence of nature refuges connected with field or meadow habitats or species,
the occurrence of large areas under extensive meadow or fen use,
the occurrence of agrocenoses with numerous midfield woodlots and thickets, especially forming ecological corridors.
Agricultural landscapes are a significant component of the surface of the countries or regions. It can be shown that the diagram (\n Fig. 1). One of the conditions for its high biodiversity is multi-element structure and heterogeneity; the areas with low natural qualities, mostly due to strong anthropogenic impact on the environment and limited biodiversity: agricultural land. It also includes the areas of a high biodiversity, in general, however, small in size: forest islands and non-point woodlots, xerothermic grasses, fallow land and water ponds. Besides there is a network of ecological corridors, including: field boundaries, field margins, hedgerows, linear midfield woodlots, roads and shoulders. Those elements are supplemented with a settlement and transport network.\n
\nDiagram of the location and structure of agricultural landscape
Over the last decades the rural areas have undergone habitat homogenization and fragmentation [\n Jongman 2002]. In agricultural landscapes the structural diversity and heterogeneity are getting smaller and smaller. The development of agricultural production results in, one the one hand, a reduction in the number and diversity of natural elements of their structure and, on the other hand, the increase in the concentration and intensification of field crops, at the same time limiting the use of meadows and pastureland. In agricultural landscape there increases the number of large monoculture fields. Plant cultivation involves the application of technologies with high inputs of mineral fertilizers and plant protection agents. The plantation mechanization and large-size machines result in an elimination of midfield woodlots, water ponds and hollows. Striving for the consolidation of land and crops leads to the liquidation of wetlands, fallow land, and increasing the farm acreage is connected with giving up the field boundaries. \n
\nThe key role in maintaining the biodiversity and biological equilibrium in agricultural landscapes is played by their elements with no direct effect on agricultural production. However, their indirect relationship through the impact on the biotope and the biocenosis of adjacent agricultural ecosystems is unquestionable and seen e.g., in the effect on the microclimate, soil properties and ecological relationships between organisms. Midfield and mid-meadow woodlots affect the biological and microclimatic conditions in the neighbouring arable fields. They limit the effects of water and wind erosion. Those areas act as a buffer, reduce non-point pollutions and the discharge of biogenes from the fields. They plan a crucial hydrological role. They create refuges for many species of fauna and flora non-specific for the neighbouring agricultural land. The organisms, by increasing the biodiversity in agricultural landscape, help maintaining its biological equilibrium. To maintain the richness of plant and animal species in the agricultural landscape, the following are of similar importance: the elements of natural landscapes, semi-natural land under use and fallow land, including: water ponds, swampy areas, wetland, peat bogs, dry turfs, field boundaries, slope, embankments, and others. Those, together with agricultural land, combined in the landscape join ecological corridors, thanks to which, numerous organisms can migrate between various ecosystems, which enhances the stability of their presence in the landscape. A high biodiversity occurs especially on the border of ecosystems. It is a result of varied habitat conditions in the zone of ecotone and the mutual penetration of organisms between the neighbouring habitats.
\nThe development of agriculture with its economic and social function and, at the same time, the activity for the protection of the environment and landscape, are a springboard for the strategy of sustainable development of rural areas in many countries. The prevention of agricultural landscape degradation requires e.g. maintaining its multi-element, biologically-varied spatial structure, especially maintaining and revitalizing the landscape elements with a high plant biodiversity since the flora variation facilitates the development of zoocenosis.
\nMidfield woodlots and other woodland system elements in agricultural landscape support the production and ecological functions of agroecosystems [\n Benton et al. 2003]. Those are the elements which are non-homogenous in terms of origin, form, structure and nomenclature. In literature one can find various names: woodlots, shelterbelts, hedgerows, and also midfield clumps, water-edge hedgerows and avenues. Midfield woodlots occur as patches and linear forms. Woodlots, especially the linear ones, are also considered corridors found in the matrix of agricultural landscapes. They are mostly made up by woody vegetation with a share of herbaceous vegetation, and the total biodiversity is enhanced by abundant fauna. Linear woodlots, including hedgerows are a key ecological element in the countries of Western Europe; e.g. France, England [\n Baudry et al. 2000]. They are also present in Central and Eastern Europe [\n Ryszkowski et al. 2003, \n Lazarev 2006] as well as in North America [\n Brandle et al. 2004] and on other continents [\n Onyewotu et al. 2004, \n Tsitsilas et al. 2006]. \n
\nAn indirect effect of woodlots on the plant biodiversity in agricultural landscape involves the development of abiotic habitat conditions, which is seen e.g. from braking the wind speed, restricting the wind and water soil erosion, limiting water evaporation from soil, increasing air humidity, slowing-down the snow melting rate, decreasing daily and annual air temperature amplitudes, limiting the occurrence of ground frosts, restricting the mobility of harmful agrochemical compounds, which creates conditions favourable to the vegetation of many plant species, including crops which occur in agroecosystems.
\nBiotic elements of midfield woodlots, on the other hand, remain in a close ecologic relationship with agrophytocenosis. On that ecological island there are found, permanently or seasonally, pests and pathogens of crops as well as weeds which can migrate to arable fields. However, the species richness of those places is mostly made up by organisms favourable to crops; entomopathogenic fungi, predator beetles and flies, ladybirds feeding on aphids. The insects representing the family \n
In Canada [\n Boutin et al. 2003] point to the diversity of the vegetation in hedgerows depending on their origin: natural woody, planted woody and herbaceous. Hedgerows made up of natural and planted woody plants demonstrated a greater diversity and richness of plant species. In natural hedgerows there were identified 31 woody species in the layer of trees > 5 m, 63 species of those plants in the layer shrubs < 5 m as well as 94 species of herbaceous plants. Planted hedgerows were mostly composed of ecotone vegetation, typical for the edges of arable fields. \n
\n\n Walker et al. [2006] point to a high biodiversity of plants and a complex nature of green lanes, composed of the external part with woody species and herbaceous plants, the inside verge and the central track. It was the inside verge which was richest in plant species. The area was most covered with \n
In Poland, in Lower Silesia (south-western Poland), the biodiversity of plants of midfield woodlots depended on their type: midfield clumps, water-edge hedgerows and avenues. In total in 183 woodlots there were found 77 woody plant species; most occurred in midfield clumps, and least – in avenues. The greater the area of woody species in midfield woodlots or the greater their length, the greater their abundance [\n Orłowski and Nowak 2005].\n
\nNevertheless, precious environmental islands to maintain the biodiversity in the landscape and agroecosystems include field boundaries, combining physical and functionally-different ecosystems of agricultural landscape. The smaller the arable fields and farms and the more extensive the farming, the greater the number of field boundaries. \n Le Coeur et al. [2002] quoting the results reported by many authors [Helenius, Hooper, McAdam et al., Pointereau and Bazile] demonstrates that along with the agricultural production intensification in the second half of the 20th century, those semi-natural landscape elements disappear. The scale of field boundaries loss is high; e.g. in the UK 5000 km annually, in Northern Ireland - 14% of the field boundaries network between 1976 and 1982, in Finland 500 000 km, 740 000 km in France. The authors show, at the same time, a strong relationship between the diversity and the structure of vegetation which occurs in field boundaries and the effect of the interaction of many habitat and economic factors, e.g. the landscape structure, field management method, farm type as well as the nature of the field boundary itself. \n
\nField boundaries, despite their small size, show a great richness of its organisms; mostly herbaceous plants, and sometimes also trees and shrubs. The flora is accompanied by abundant fauna. The species richness of field boundaries depends e.g. on their age and width. \n Czarnecka [2011], investigating along 4 field boundaries of a total length of 1000 m, identified 67 plant species. \n Symonides [2010] citing studies by many authors indicate that in Poland in the field boundaries and in the immediate vicinity may occur up to several hundred species of plants. Sometimes there is an expansion of those plants (weeds) into arable fields. The agroecological importance of field boundaries, however, mostly comes from the occurrence of pollinating insects and organisms entomophagous towards crop pests. \n
\nField boundaries are often a part of field margins. Those are linear elements of agricultural landscape showing a complex structure and high biodiversity; e.g. aqueous, ruderal, woody vegetation. Depending on the margin structure and on the distance from the arable field, crops, herbaceous plants, shrubs, trees, and aqueous plants dominate. The flora of the area adjacent to fields is developed by agricultural activities; e.g. fertilization, herbicides application. The vegetation of field margins also affects agricultural vegetation, both directly and indirectly [\n Marshall and Moone 2002].\n
\nOther agricultural landscape elements showing high ecological qualities are midfield ponds, combining the biotopes of greater, open surface waters. They play a retention function and affect water relations in agroecosystems, which is crucial for the development of crops and other companion crops, especially when exposed to seasonal precipitation deficits. Midfield ponds are an essential component of biodiversity, including flora diversity in agricultural landscapes and agroecosystems. They serve as a habitat for many plant species representing various plant communities. The richness and the frequency of occurrence of the phytocenoses within water ponds, with an example of Wełtyń Plain (in Poland), are presented in the \n Table 1. by Gamrat [2009]. \n
\nThe diversity of plant species which occur in those habitats depends on their form of water ponds, changes which occur there; devastation, overgrowing, shallowing. The richness of plant species, their structure and biodiversity are much affected by agricultural and non-agricultural human activity, being an important cause of the eutrophization of those habitats. Within the water ponds one can find the vegetation of aquatic, marshland, meadow, shrubby and ruderal habitats [\n Pieńkowski et al. 2004, Gamrat 2006]. In open ponds, marshland and aquatic vegetation dominates. In overgrowing ponds, the species richness is greater, however, the vegetation of wet stands gives up. While in the post-water-ponds hollows there dominates ruderal vegetation, including nitrophilic vegetation, typical for agricultural landscape. \n
\n\n | \n
\n community with: \n | \n
\n | \n
\n community with: Agrostis stolonifera, Alisma plantago-aquatica, Alopecurus geniculatus, A. pratensis, Anthriscus sylvestris, Apera spica-venti, Artemisia vulgaris, Bidens tripartita, Cirsium arvense, Festuca pratensis, Glechoma hederacea, Glyceria maxima, Holcus lanatus, Iris pseudacorus, Poa pratensis-Festuca rubra \n | \n
\n | \n
\n community with: \n | \n
The frequency of occurrence of the phytocenoses on the ponds (by \n Gamrat 2009)\n
The water ponds, on their edges, are often accompanied by woodlots lanes or patches. The vegetation acts as a biological filter protecting water from pollution with agrochemicals from arable fields. \n Ryszkowski and Bartoszewicz [1989] found that the concentration of nitrates in water flowing under woodlots can be even 30-times lower than in the environment without that vegetation. \n
\nWater ponds also occur among marshlands. Those are very important landscape elements playing hydrological and ecological functions and can affect the biodiversity of plants both on a local and regional scale [\n Thiere et al. 2009].\n
\nThe agroecosystems are an essential element of agricultural landscape. Agricultural ecosystems are in mutual ecological relationships with other ecosystems and elements of the environment. This can be illustrated schema (\n Fig. 2). \n
\nThe biodiversity of agricultural ecosystems depends on their kind, method of use and management. The basic kind of agricultural land in the world are grasslands; meadows and pasture. Grasslands cover more than 10% of the land area of the Earth. About one third is taken by arable meadows and pasture and one fourth – by semi-natural and natural extensive pasture [\n Mooney 1993].\n
\nDepending agroecosystems in the environment
Grasslands play various non-production functions in the environment [\n Wasilewski 2009]:\n
\nclimatic, forming a mild microclimate, also covering adjacent areas,
hydrological, with a large water-retention potential,
protective; limiting the soil erosion and protecting the soil and water from pollution with agrochemicals and biogenes,
phytosanitary, by stopping PMs and emissions of essential oils,
health-enhancing, being the habitat of many herbs,
landscape and aesthetic, due to the diversity of forms and colours of plant habitats.
The plant biodiversity of grasslands is, in general, greater than arable fields, which comes from the nature of meadow and pasture sward, made up of many species of grasses, papilionaceous plants, herbs and weeds. Many authors, cited by [\n Pärtel et al. 2005], show that per 100 cm\n 2 there can occur a few dozen or so plant species and per 1 m\n 2 – almost a hundred. The plant biodiversity of grasslands depends on the habitat conditions and on the method and the intensity of their use. The flora composition is greatly affected by soil properties; moisture, the rate of mineralization of organic nitrogen compounds, the kind of organic matter and the richness in nutrients [\n Pawluczuk and Alberski 2011]. In a moist habitat, frequently flooded or permeated there occurred, in general, the vegetation representing \n
On a global scale, the arable land has a lower share in the total area than grasslands. However, in many countries it accounts for most agricultural land (\n Table 2). Agroecosystems are an area exposed to a strong anthropogenic impact on the environment. What is characteristic for those ecosystems is a low biodiversity, especially phytocenoses.\n
\nIt covers a few crop species and a few, reduced by the farmer, non-crops. The anthropogenic impact on the environment concerns both the biotope and the biocenosis of those areas. The soil properties get changed according to the requirements of the crops. In the fields you will find mostly annual plants, shielding the soil only for some part of the year. Winter forms, e.g. wheat, rye, rape, occur in the field for about 300 days a year, spring crops with a long period of vegetation, including maize, beetroot, potato, for about 160 – 180 days. There exist, however, crops with a much shorter vegetation period. Spring barley stays in the field for about 100 days and some species – for a few weeks. Those crops have different ability to reduce soil erosion (\n Fig. 3). Most often, for a long period between the harvest and sowing of the successive crop, the soil remains with no vegetation. Only in some cases intercrops are grown or the mulch rests on the soil surface. The fields of crops are, in general, single-species. It is rarely the case that the mixtures of a few species or cultivars of the same crop are grown. Besides, non-crops; weeds and self-sown plants, are being removed.\n
\n\n | \n Agricultural\n land\n | \n \n | \n |
\n | \n \n | \n ||
Argentina\n Australia\n Belgium\n Belarus\n Brazil\n Bulgaria\n China\n Denmark\n Finland\n France\n Greece\n Spain\n India\n Japan\n Canada\n Latvia\n Mexico\n Netherlands\n Germany\n Norway\n New Zealand\n Poland\n Portugal\n Czech Republic\n Russian Federation\n Romania\n Slovakia\n United States\n Sweden\n Turkey\n Ukraine\n Hungary\n United Kingdom\n Italy\n | \n 48,6\n 54,1\n 48,8\n 44,0\n 31,2\n 47,3\n 55,8\n 63,7\n 7,4\n 53,1\n 35,7\n 55,8\n 60,5\n 12,6\n 7,5\n 28,2\n 52,9\n 54,6\n 48,6\n 3,5\n 38,8\n 49,9\n 36,6\n 54,9\n 13,1\n 58,8\n 39,0\n 44,9\n 7,6\n 50,7\n 71,3\n 64,3\n 73,2\n 45,7\n | \n 11,7\n 5,7\n 27,9\n 27,2\n 7,2\n 28,2\n 11,6\n 56,6\n 7,4\n 33,3\n 16,3\n 25,0\n 53,2\n 11,8\n 5,0\n 18,8\n 12,8\n 31,6\n 34,2\n 2,8\n 1,7\n 38,7\n 11,5\n 39,2\n 7,4\n 37,9\n 28,7\n 18,6\n 6,4\n 28,0\n 56,1\n 51,0\n 24,8\n 24,2\n | \n 36,5\n 48,3\n 17,4\n 16,3\n 23,1\n 17,3\n 42,7\n 7,1\n 0,0\n 18,0\n 10,9\n 21,2\n 3,5\n 0,0\n 1,7\n 9,4\n 38,7\n 23,0\n 13,8\n 0,7\n 37,1\n 10,2\n 18,8\n 13,1\n 5,6\n 19,6\n 10,3\n 26,0\n 1,2\n 18,9\n 13,6\n 11,1\n 47,9\n 12,3\n | \n
WORLD | \n37,5 | \n10,6 | \n25,8 | \n
The share (%) of agricultural land in the total area of some countries
Covering the soil by vegetation in early spring, A - grassland (full coverage), B - winter cereal (good coverage), C - spring cereal (poor coverage - the risk of erosion), D - without plants (signs of erosion)
The impact on agrophytocenosis and its biodiversity depends e.g. on the farming system. On many conventional farms plant production dominates. Animal production, if any, often includes battery farming with the use of manufactured feedingstuffs or produced on arable land. The rotations of commodity and fodder crops get simplified even down to 2-3 species. Those are intensive single-species technologies with high inputs of mineral fertilizers and pesticides eliminating weeds and other agrophages. Intercrops are rarely grown; if so – to improve the stand value. In the sustainable farming system, especially in organic farming, the farm is perceived as an organism. Animal production should be its integral part, including ruminants, which require the animal feed base in a form of grasslands. Animal feed production on arable land involves perennials; e.g. \n
filling in the ecological niches and enhancing the diversity of flora and the quality of animal feeds from grasslands,
allelopathic favourable effect on the crops coexisting in the field,
a further development of ecological relationships between fauna and flora, enhancing the biological agrobiocenosis stability,
soil protection from erosion and unproductive water evaporation, limiting non-point pollutions of soil and water,
carbon sequestration in the environment,
bioindication of the conditions and the state of the environment,
application to the production of composts, biopreparations and herbal medicine.
A high biodiversity of agroecosystems in organic farming is not only due to the diversity of flora and fauna in arable fields but it also comes from the presence of a greater number of habitat components; e.g. woodlands, boundaries, hedgerows [\n Boutin et al. 2008]. Although the biodiversity of those components on organic and conventional farms can be similar, in organic farming the abundance of plants and their species in the fields is often many-times greater than in conventional farming [\n Hald 1999]. \n Krauss et al. [2011] found a five-time greater plant species richness in the triticale grown in organic fields than in the conventional ones, which, in turn, resulted in a greater richness and abundance of insects, including the pollinating ones. The greater number of predator insects resulted in a decrease in the number of aphids. It is especially precious that the biodiversity on organic farms is made up by the rare species of flora, broad-leaved weeds, pollinated by insects and legumes. Numerous research cited by \n Hole et al. [2005], and providing a comparison of the occurrence of non-crops in the fields in various farming systems, demonstrate that it is more diverse on organic than on the conventional farms. In the intensively-cultivated fields there decreases especially the number of broad-leaved weeds easily eliminated by the herbicides application, and to less extent – of grasses. A high diversity of flora in organic fields is found all over their area. On traditional farms it mostly focuses on the crop edges where the effect of herbicides is lower [\n Romero et al. 2008]. The farming system affects not only the plant abundance but also the abundance of their seeds. In organic fields a greater number of weed seeds is consumed by fauna, mostly birds [\n Navntoft et al. 2009].\n
\nThe biodiversity of agrophytocenosis on arable land, especially in intensive farming, is determined by crops. The richness and diversity of crop species depend on habitat conditions and the plant production organization on the regional scale and on an agricultural farm. The diversity of crops defined by \n Jaskulski and Jaskulska [2011] in the Kujawy and Pomorze Province, in Poland, applying the algorithm of the Shannon-Weaver index depended on many features of the landscape, e.g. the share of components of high ecological value, including woodland, grasslands in the total area and the features of the agroecosystem and the farm; the soil quality and the crop structure. The number of crops and their diversity were an effect of the interaction between the habitat conditions and the farm organization. The number of crops in the arable fields in the region depended on the share of the woodland, woodlots and meadows in the total area and crops in the total acreage of arable land. The crop diversity index was an effect of the interaction between the soil quality index, the share of woodland in the total area, the share of pasture and set-aside land and crops in the total acreage of agricultural land or arable land.\n
\nTo maintain the diversity of crops on arable land not only a high number of crop species is essential but also a lack of a strong domination of the crop structure by single crops. The analysis of changes in the crop diversity on arable land in Poland over 1960 – 2009 confirms that hypothesis. Despite the production intensification and an increased farm size (\n Fig. 4A), the crop diversity index H’ value from 1960 to 1990 was increasing (\n Fig. 4B), which must have been due to the share of rye in crops getting strongly decreased and that of a few other crops getting increased, to include wheat, barley, triticale, cereal mixtures, and rape. At the beginning of the 21\n st century the diversity index value got slightly lower due to an increase in the domination of wheat in crops (\n Table 3).\n
\nChanges in farm size - A and index of crop diversity by Shannon-Weaver H’ - B
Crop | \nYear | \n|||||
1960 | \n1970 | \n1980 | \n1990 | \n2000 | \n2009 | \n|
Wheat | \n8,9 | \n13,3 | \n11,1 | \n16,0 | \n21,2 | \n20,2 | \n
Rye | \n33,4 | \n22,8 | \n20,9 | \n16,3 | \n17,2 | \n12,0 | \n
Barley | \n4,7 | \n6,2 | \n9,1 | \n8,2 | \n8,8 | \n10,0 | \n
Oat | \n10,7 | \n10,2 | \n6,9 | \n5,2 | \n4,6 | \n4,5 | \n
Triticale | \n- | \n- | \n- | \n5,3 | \n5,6 | \n12,6 | \n
Grain mixtures | \n1,7 | \n2,7 | \n5,1 | \n8,2 | \n11,9 | \n11,5 | \n
Potato | \n18,8 | \n18,2 | \n16,2 | \n12,9 | \n10,1 | \n4,4 | \n
Sugar beet | \n2,6 | \n2,7 | \n3,2 | \n3,1 | \n2,7 | \n1,7 | \n
Oil plants | \n0,9 | \n2,2 | \n2,3 | \n3,5 | \n3,5 | \n7,0 | \n
Fodder | \n4,7 | \n4,9 | \n5,5 | \n4,9 | \n2,4 | \n3,6 | \n
Share (%) of the main crops in the crop structure in Poland
The genetic variation pool within a given species is made up by cultivars. Creative breeding gives rise to new genotypes meeting the expectations of producers and consumers. Breeding work involves not only the plant yield-forming potential but also the physiological and morphological traits determining the reaction of the plants to habitat factors. The cultivars of a given species differ in their vegetation period length. The phenotype variation is seen from the morphology of the underground and above-ground parts. The size, the extent and the physiological activity of the root system differ. Cultivars vary in the habitat, height, foliage, and the colour of flowers. Breeding differentiates the resistance of the plants to abiotic stress habitat factors, including: low temperature, water deficit, soil reaction. The resistance to diseases, pests and weed infestation varies. The richness of cultivars of crop species demonstrating varied biological and functional traits facilitates the plant production compliant with the principles of various farming systems using the advantages of the agricultural production space. To maintain the biodiversity in agroecosystems, it is especially important to grow old traditional crop cultivars. They are adapted to local habitat conditions and extensive agrotechnical practises. At present there is a need to breed cultivars adapted to organic farming. They should differ in terms of physiology and morphology from the cultivars in conventional farming, which guarantees easily available nutrients and the protection from agrophages [\n Konvalina et al. 2009]. They should demonstrate a fast initial growth, a high foliage index and high stems. Such plants are competitive towards weeds, which allows for eliminating the application of herbicides from agrotechnical practises. Such cultivars should also show high resistance to diseases and pests.\n
\nNumerous breeding directions meeting the requirements of producers and consumers make, on the regional scale of respective countries, the cultivation of a few dozen or so and even over a hundred cultivars of some plant species possible. The real diversity of cultivars of a given species in field plant production is, in general, lower. It depends, on the one hand, on the desired quality and the methods of yield use as well as habitat-economic growing conditions and, on the other hand, on the available scope of cultivars with genetic-phenotypic traits allowing for such production.
\nIn the Kujawy and Pomorze Province, in Poland, \n Jaskulska et al. [2012] found a variation in the richness of cultivars of crops grown on agricultural farms. They were determined as a ratio of the number of cultivars of a given species grown to the number of its plantations. The highest value of the cultivar richness index was recorded for potato plantation (0.71). It means that per 100 plantations there were 71 various cultivars. A high value of the richness index also concerned sugar beet (0.65) and maize (0.64). Lower cultivar richness was reported in cereals and in winter rape. The index value for rye cultivar richness was only 0.31 and it must have been due to a low number of cultivars and a high domination of crops by one of them. A strong domination by single cultivars was also reported for sugar beet and potato crops, which resulted in relatively low cultivar diversity. The diversity index was determined using the Shannon-Weaver algorithm; it ranged from 2.39 for rye to 3.98 for winter wheat. A high diversity was also found for spring barley, maize, winter rape, and winter triticale.\n
\nIn contemporary agroecosystems, dominated by single-species crops, the cultivation of mixtures plays a very essential ecological role. On arable land it is possible to find the fields of genetically-diversified crops. They can be made up of the crops of various, even systematically distant, species or of the same species, however, of various cultivars. Not only the production but also ecological role of that kind of plant growing method are considered both in the agri-environmental research and the policy [Østergård and Fontaine 2006]. In the interspecific mixtures most often various species of cereals and cereals with papilionaceous plants are grown. The mixtures of single-species cultivars are usually arranged for cereal crops but also for others [\n Sobkowicz and Podgórska-Lesiak 2007]. Undersown crop is also a kind of mixed crop. \n
\nA positive ecological role of mixtures in agroecosystems comes from:
\ncomplementary effect of various plant genotypes in the field,
a better filling-in of the ecological niche by the stems of a few morphologically verified genotypes and their root systems, which facilitates the production of a greater amount of biomass,
conditions facilitating the presence of a greater number of fauna,
conditions for the self-control and maintaining the biocenotic equilibrium in the fields,
a greater plant resistance to agrophages and a possibility to limit the application of pesticides,
the possibility of restricting mineral fertilization, especially with nitrogen in the multi-specific fields with papilionaceous components.
According to FAOSTAT, the greatest share of mixtures in crops in Europe is found in Poland; in 2010 out of a total of about 1.54 million ha of grain mixtures, 1.33 million ha - in this country. Those are mostly the mixtures of spring cereals: hulled barley with hulled oats or naked oats, hulled barley + naked or hulled oats, oats with triticale, barley with triticale, wheat + oats or barley [\n Szempliński and Budzyński 2011]. In the mixtures also cereals with legumes or fodder grasses are grown. For the biodiversity of crops in arable fields, growing mixtures of a few cultivars of the same species is of similar importance.\n
\nThe diversity of crops on arable land is supplemented by intercrops. In contemporary agriculture those are important components of field plant production essential for the environment and agroecology. They demonstrate a direct and indirect effect on the biodiversity of agroecosystems and agricultural landscape. They are an element of agri-environmental programs. In Poland in the mid of the first decade of the 21\n st century intercrops accounted for about 4.5% of arable land. Many plant species representing families \n
Intercrops limit non-point pollutions. They play the function of a biological filter. At present in the fields in the periods between successive production cycles they intake nutrients from soil protecting them from leaching to drainage and ground waters. The surface soil layer bound with the root system and covered with the stem biomass is secured from water and wind erosion, protecting not only directly arable fields but also indirectly landscape components limiting the eutrophization of reservoirs and watercourses, midfield ponds shallowing. The phytomass of vegetating plants, post-harvest residue and mulch stimulate the occurrence of other organisms in the habitat, which increases the agroecosytem stability. The biomass can increase the count, diversity and the activity of bacteria, fungi, protozoa and the nematodes. It also enhances the presence of parasitoids and pollinating insects.
\nGrowing intercrops affects the carbon economy in agroecosystems and in the environment. The production of phytomass by those plants is an ecological method of carbon sequestration. Carbon dioxide bound in the biomass increases the content of organic carbon in soil. The plants and mulch decrease the amplitude of temperature of the soil surface layer, restrict its heating. It reduces the intensity of organic matter mineralization and the emissions of carbon dioxide to the atmosphere, which can decrease the contribution of agriculture to global climate warming.
\nAgricultural landscape in many countries is the dominant landscape. As a result of human activity it has been transformed. Currently, it is primarily the production function. For the realization of social and cultural needs of the human need to preserve the natural values of those areas. It should cultivate and reclaim mosaic character of agricultural landscape and agroecosystems. They must be a lot of ecological islands and natural landscape components. The particular is the role of forest enclaves, midfield shelterbelts, avenues of trees, wetlands, swamps, bogs, ponds, streams, ditches, roads midfield, borders, etc. Their values are a large diversity of plants. Those components demonstrate a high flora diversity; aquatic plants and land plants of various stands. There exist clusters and single trees, shrubs, herbaceous communities of annual and perennial plants. High richness and diversity of plants determines the occurrence of many fauna. Those components play the role of microclimate and protection. They limit the effects of extreme weather events, soil degradation, pollution, greenhouse gas emissions. In agricultural ecosystems must be maintained semi-natural grasslands with their rich of flora and fauna and the preservation of environmental functions. In the field production should be limited assemblage of single crops in large fields. It should be kept of multispecies crop rotation in small fields with plants belonging to different botanical taxonomy, use groups, and cultivars. In addition to new varieties of crops should be present the old local genotypes. In crop canopies and their mixtures is also possible occurrence of non-cultivated plants. The interval between production cycles should be used for the cultivation of intercrops.
\nManaging the health needs of the populace in a lower middle-income country (LMIC) such as Ghana is an enigma, due to the many challenges confronting the health system, particularly, the varied professional groups, increased cost of delivering care, increased workload, and the continuous diminishing numbers of staff. Being the largest group of healthcare professionals, nurses and midwives are pivotal to these issues. Thus, nurse leaders are constantly searching for the “best” approach to facilitate both staff and patients’ outcomes amid these challenges [1]. Encountering these challenges and other related healthcare issues, nurse leaders should exhibit practical leadership skills that would enable effective utilization of the capabilities of staff to achieve organizational goals and prominence in their environment.
To ensure the long-term viability and competitiveness of the healthcare system, nurse leaders need a set of guiding principles or search for strategies cost-effectively using organizational competencies taking advantage of the opportunities within the environment whilst avoiding environmental threats. Leadership, therefore, becomes very essential in this approach by initiating a vision that harnesses the potential of staff and stakeholders to this commitment. For an organization to withstand time and change, strategic leadership principles such as setting high standards of excellence, demonstrating exceptional performance, and constantly delivering value.
The administration of nursing staff thus becomes crucial to any healthcare system due to their numbers and essential roles [2]. The phrase "nursing administration" is used to denote a broad range of nursing professionals who are well-versed in the principles of effective leadership in the healthcare industry. It is the art and science of planning, organizing, leading, coordinating, controlling, policy-making and motivating human resources towards the achievement of organizational goals. Nursing administration promotes commitment, cohesiveness, coherence, and direction to the provision of nursing services by encouraging efficiency and comprehensiveness in accomplishing the purposes and goals of nursing. Strategic leadership is sensitive to taking advantage of the core competencies of nursing staff to deliver quality incomparable healthcare.
In today\'s healthcare market, nurse administrators can highly impact the need for lower prices and better treatment that becomes a daily headline through leading and dealing with a wide range of concerns, such as policy, administration, finances, culture, and human resources. Nurse administrators are multi-faceted professionals who establish objectives and strategies for the departments of nursing and maintain organizational structure and culture to achieve the objectives by the maintenance of stable staffing patterns, selecting and assigning nursing personnel and formulating policies that are indispensable aspects of nursing administration. Additionally, they maintain proper nursing records for clinical and administrative purposes as well as constantly evaluate and improving nursing care of patients with the established nursing standard.
Nursing departments uphold the cooperate values and promote the image and services of the healthcare system. Nursing staff are guided by the principles of excellence in service, excellence in practice and excellence in leadership in promoting competitive advantage within the confines of their immediate environment and beyond. Patients, regardless of their circumstances, have intrinsic value and should be treated with dignity and respect, according to the principles of excellence in service. Patients\' rights to privacy and confidentiality must always be respected in the pursuit of high-quality comprehensive care that is affordable and based on cutting-edge technology. Thus, every interaction with patients and their families should be marked by empathy and consideration for the wellbeing of those being served.
The nursing profession is viewed as both a science and an art, with the core values of nurturing and care. The practice of nursing evolves around knowledge (science) which is modelled in practice (art). Compassion and care are fundamental to the profession\'s principal responsibility: in restoring and maintaining patients\' health. Patients\' health needs are managed holistically by nurses and other healthcare team members utilizing the models of nursing care. For instance, nurses monitor and evaluate nursing practice through auditing to improve patient-centered care and health education. Continuing education, membership in a professional association, and research are all ways in which nurses can ensure that clients\' needs are met, and nursing practice remains competitive.
Nurses, according to the principles of excellence in leadership, should foster a progressive work environment that utilizes current technologies while exercising fiscal prudence to enable the greatest possible standard of healthcare. The health system should be a learning organization that engages research to enhance evidence-based practice. The role of the nurse is to promote and facilitate group decision-making. It is critical that nurses become sensitive to the unique requirements of each patient and promote, commend, recognize, and encourage professional and personal development to enhance the quality and differentiation of service. Suggestions and criticisms should be considered as challenges for improvement and innovations thus, giving room for flexibility and creativity. Equity, fairness and engagement should be employed in all performance and personnel policies to promote confidence, competence and commitment.
Nursing administration through effective communication eliminates misconceptions, misinterpretations and create shared vision, direction, and understanding among staff. Subsequently, it is essential to establish effective control. Control is an aspect of nursing administration that comprises of ongoing monitoring and evaluation of the execution of the plan. Supportive supervision via standard-setting, comparing performance with standards and making necessary corrections to ensure achievement of organizational goals. Effective communication enhances control in the nursing environment. Objectives are effectively communicated, roles and responsibilities as well as resources are distributed to accomplish all activities without any misunderstanding and confusion among staff.
Leadership and management actions can be initiated with "the goal in mind," that is, outcomes that justify the existence of the organization[3]. Nurse managers at all levels of the health system should strive to improve the well-being of the patients. The nurse manager should integrate the department\'s vision to the hospital\'s strategic objectives or vision and focus time on activities that converge energy to the results. Leaders must have the ability to motivate and inspire others to work with a passion for common objectives[4]. When it comes to leadership in healthcare, it is the capacity to get people to work together toward a common objective[5, 6]. Good leaders must help others to overcome obstacles and achieve goals, even when the situation is difficult. Hence, nursing leaders should create a workplace climate that fosters good working conditions to enhance patient and staff outcomes. Organizational goals can only be achieved through management\'s use of people and available resources.
Management sets plans and budgets whereas leadership creates vision and strategy. Managing practices involve planning, organizing, implementing, monitoring and evaluation, whereas leading practices include scanning, focusing, aligning/mobilizing, and inspiring. Both tasks are accomplished in concert. Leaders in the nursing profession utilize a wide range of leadership and management techniques. Strong organizational capacity enhances healthcare services and long-term improvements in people\'s health care through continuous implementation of the eight practices.
Nurse managers should adhere to the eight leading and management practices to become better leaders and managers. The practices can be employed in a wide variety of scenarios to increase organizational performance and to maintain performance over time. For operational strategies and reporting systems to reflect organizational priorities, nurse managers should follow best management practices and adhere to these guidelines. Being well-versed in the usage of management systems and processes and being able to meet those expectations are two key characteristics of successful nurse managers. Supportive supervision and monitoring and evaluation mechanisms that provide timely, reliable information are significant in the provision of feedback on performance.
To run the department effectively, nurse managers should be vigilant on the provision of nursing services to ensure effectiveness (the right services), efficiency (services are delivered in the right way), and consistently high quality to meet patients’ satisfaction. Successful managers must accomplish these three objectives first. During the planning phase, the nurse leader conducts a thorough investigation of the environment to obtain relevant information. Strategies are then developed for goal achievement through delegating responsibilities to team members while ensuring that members are held accountable for timely completion of tasks and within budget. Nurse leaders also ensure that the plan is implemented by putting systems in place and assigning tasks to the right people, as well as monitoring and evaluating progress to achieve the intended outcomes.
While management systems are fundamental for dependable operations, management alone cannot ensure success. Nurse managers who implement new tools and systems frequently achieve similar results, unless they successfully train others to use them, change them regularly to suit client demands, and manage the organizational framework in which they operate using innovative methods. Effective nurse managers adapt to any volatile setting and inspire others to do the same. These adaptive abilities enable individuals to succeed in the face of difficult circumstances and limited resources. Nurse managers are well-informed about opportunities and dangers, and their direction is transparent to nurses and other staff. Commitment ensues when people and resources are focused on a common shared vision, and workgroups delivered on the promises made by nurse managers. To lead effectively, nurse managers must direct their workgroup\'s attention toward attaining achievements that meet the requirements and preferences of clients while also responding to the interests of key stakeholders. With complete assistance, nurses who work on the front lines of healthcare can learn to identify their barriers to service quality, begin improvements, and give excellent service to their clients. To maintain support, the nurse manager may also need to secure top management commitment. Below are the eight leading and managing practices that nurse managers can practice:
Scanning: identifying internal and external conditions that influence desired results
Focusing: directing attention to priority challenges and actions
Aligning and mobilizing: motivating internal and external stakeholders to support desired results
Inspiring: creating commitment and a climate of continuous improvement
Planning: preparing a set of activities, timeline, and accountabilities to meet goals
Organizing: developing structures, systems, and processes to support the plan of action
Implementing: carrying out and adapting the plan of action while coordinating related activities
Monitoring and evaluating: observing, examining, and assessing progress.
Nurse managers have 24-h responsibility for managing nurses, nursing units, and patients and serve as a bridge between the operational and management levels of the facility [7]. They are responsible for creating a safe and healthy work environment for the healthcare staff as well as ensuring that members of the multidisciplinary teams continue to grow professionally and offer high-quality treatment, foster a supportive and encouraging work environment [7]. The nurse manager position is significant thus, requires effective and efficient leadership that is conceptual, technical, and humane.
To understand strategic leadership, it is important to separate the two words, leadership, and strategy. Leadership is a process whereby people are influenced by an individual to work toward the attainment of a mutually agreed goal willingly and enthusiastically [8]. On the other hand, management is defined as “the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization’s resources” [9]. Strategy is a matter of doing things differently or doing the same things in a new way, making a deliberate decision to do something different from your competitors, and developing a system of operations that is distinct from those of competitors. To cut costs and improve on-time performance, one needs a system that sets apart us from the competition.
The nurse manager in maintaining her unique position in the healthcare facility needs both leadership and strategy to coordinate the affairs of colleagues and stakeholders to uphold the values and integrity of the facility. Leadership is needed for developing and sharing a sound vision whereas strategy is needed to achieve the vision and position the facility within the environment with an incomparable competitive advantage.
Strategic leadership is the ability to anticipate, imagine, maintain flexibility, and empower others to accomplish strategic change as needed. Organizational development, or the process of delivering leadership and inspiration, is what it\'s all about. The multifunctional work requires managing via others, managing an entire organization rather than a functional subdivision, coping with change, attracting, and managing people (and intellectual) resources, and being able to actively influence others.
The art and science of strategic leadership go hand in hand. Having an open mind, looking at things from a different perspective and being willing to consider the \'what if possibilities,\' as well as the bravery to analyze and weigh the various options, are all part of the art of problem-solving. To be a strategic leader, one must have the confidence to make decisions, implement policies, and convince others to share your vision and work together to accomplish it. Thus, focus your thoughts and take action to bring your goal to fruition.
Strategic leadership, therefore, is the interaction of acting, thinking, and doing or influencing the capability of leaders. Strategic leaders are in all levels of the organization as individuals and teams. Nurse leaders are found in all levels of the health system playing formidable roles for the achievement of organizational objectives. Thus, it is essential to develop them to acquire this role orientation to become strategic leaders to achieve organizational prominence.
Strategic leaders\' tasks and responsibilities include leading and managing change and making use of the organization\'s unique resources to ensure the organization\'s successful evolution. To be effective, a strategic leader must provide direction to the organization in a way that everyone can comprehend and appreciate [10]. Long-term and often major organizational changes are part of the work of strategic leaders, who have a wide range of responsibilities. Strategic leadership is a learning process that uses a combination of thinking, acting, and persuading skills to move an organization in the direction of long-term success. In other words, strategic leaders are excellent managers and leaders who are continually looking for ways to improve.
Strategic leadership is a continuous process and a cycle. ‘It is not enough just to ‘think,’ ‘plan,’ and ‘reflect’, people expect to see things happen. This cycle involves (1) assessing where we are. The nurse leader conducts environmental analysis in the facility, or department to know where they are. The environmental analysis involves both internal and external analysis. The internal analysis includes identifying the strengths and capabilities of staff, resources, vision, mission, policies, objectives, activities accomplished previously, etc. The weakness of the organization should also be identified such as staff and resource inefficiencies, etc. the external analysis will help you to identify the opportunities and threats within the environment. The data gathered from this analysis will then be analyzed. (2) Understanding where we are and want to be – Mission, vision. The nurse leader analyses all the data gathered in step (1) to understand the current situation. (3) Learning how to get there —Planning and using strategies that will continue to define us. This involves critical analysis of the data gathered, studying other successful organizations, and using benchmarks to develop plans and strategies. Again, organization of resources as well as alignment and mobilization of staff. (4) Making journey—Implementing tactics. Implementation starts with monitoring and evaluation together with inspiration. The nurse leader monitors all activities being implemented to ensure the right things are done or take corrective actions where necessary. Nurses are inspired throughout the process to maintain the momentum of implementation thus, encouraging creativity and innovation to enhance core competencies. (5) Checking progress—Current performance. The nurse leader continuously checks all the activities been accomplished to sustain enthusiasm by motivation through acknowledgement and praise. Thus, the strategic organization is all about continually becoming. Strategic leadership involves discovery more than determination and is not reserved for those at the top only.
Essential for nurse managers are the provision of direction, application of strategic thinking for policymaking, a clear plan of action, balance long and short-term goals; develop ownership; build partnerships; leading by example and a succession plan for the future of the organization. This creates a balance between short-term and long-term goals, strategic leadership in oneself and others, making words into action (making the journey), monitoring the progress, and changing course if necessary are all significant for nurse managers. They need to be able to think, act, and have an impact. A nurse manager\'s strategic strategy is nothing more than that. The judgments and choices that an organization makes when they implement or fail to implement the plan constitute a real strategy.
Everyone, not only the CEO or nurse leader, has a role to play in strategic leadership. A collection of processes cannot adequately describe this never-ending cycle of personal, group, and organizational growth. It aims at helping senior executives and future leaders build and maintain a focus on the \'essential few\' factors that have been determined to be most critical to the long-term success and competitiveness of the organization. All these aspects are necessary for organizations to be long-term winners in the face of change and uncertainty and to continually give value to all of their main stakeholders—including society—no matter how challenging the environment. The \'roadmap\' is the executive blueprint for moving the organization to the next level of performance and competitiveness. These important performance components should be included.
To be effective, a strategic leader must have transformative powers, act morally and politically when appropriate, prioritize the relationship between the organization and its environment, and possess strong managerial skills. Successful strategic leaders, according to Cousins [11], have specific cognitive and conceptual abilities. According to him, they are analytical, creative thinkers who can thrive in a dynamic and complicated environment because of their analytical, creative, innovative, reflective, and proactive thinking abilities [11]. As a healthcare organization, nursing necessitates leaders who possess these traits to achieve and maintain a competitive edge.
When it comes to effective strategic leadership, there are five key components: (1) Creating an inspiring mission statement and sharing it with colleagues, (2) Developing high-level cognitive activity because developing strategies is hard mental work, (3) Gathering multiple inputs, that is strategy formulation which is democratic, (4) Anticipating and creating a future that involves the invention of a new world, and (5) Revolutionary thinking and action to get things accomplished.
The critical performance components of strategic leadership include the (1) Organization’s Business Model which must be designed and driven by the leadership team, who must focus relentlessly on ‘doing the right things for the business – not just ‘doing things right’. (2) Organizational culture, particularly, the values or beliefs can either be the greatest enabler or inhibitor of organizational performance. (3) An organization’s core shared purpose which becomes the ‘anchor’ that keeps the organization from ‘drifting’ into danger in the sea of turbulence. (4) Renewal that is the seamless integration of adaptability, innovation, and continuous learning, which is the secret ingredient that sustains the organization’s ‘vitality’, its ‘relevance’ through time so its ‘business model’ never becomes outmoded. (5) Organization’s vision, which is the destination the organization wants to reach. The organization is on a journey, and it is the responsibility of the leader to ensure that it ends up at the desired destination. (6) Principles of engagement which cover how the organization presents itself to society including such topics as corporate governance, corporate social responsibility, sustainability or environmental programs, ethical practices and more. Over time these principles define and either strengthen or weaken the organization’s image and even the strength of the brand. They cannot be minimized or trivialized. (7) Investing in the growth of the organization\'s human resources. When an organization aligns itself around a goal or vision, it can harness all of the organization\'s resources to achieve that goal. For the achievement of the vision, it is necessary to include the following elements: critical success factors, performance drivers, key business objectives (KBOs), and the strategies that assist in achieving these KBOs, all of which must be implemented perfectly to achieve the desired outcomes.
(8) Creation and delivery of value to all key stakeholders including society. Values are defined as any of the tangible or intangible benefits that the customer or stakeholder perceives he or she receives from you and would not realize from any other provider. As such it represents an immediate source of differentiation and is also the foundation for building and maintaining exceptional stakeholder relationships. (9) Agility and resiliency; agility involves identifying, assessing, and acting on opportunities (or threats) faster and better than competition. Resiliency involves recovering from problem situations better and faster than a competitor – minimizing the potential ‘cost of lost opportunity’. (10) Relationship mastery; this is the capability to build and maintain exceptional and secure relationships with all key stakeholder groups including customers. In times of market turbulence nothing contributes more to the organization’s stability than well-defined and secure relationships with key stakeholders. (11) Competitiveness and growth; the ultimate outcome which is driven by the above. There must be also a sensing system or strategic information architecture to support all the above components including a hyper-decision-making capability.
The healthcare industry has expanded its understanding of the significance and impact of strong leadership [12]. The healthcare system\'s complexity necessitates the skills of a capable leader who can bring together medical and clinical practice while also recognizing the needs of patients and establishing a wide range of health services [13]. The primary goal of the healthcare sector is to provide preventive, rehabilitative, and palliative care to a community [14]. The strategic leadership process has four stages: competence, vision, communication, and service.
Step 1—The capacity to meet a specific demand, an honest appraisal of one\'s skills, shortcomings, goals, and motivating factors, the development of a competency that others respect, and the competency must be recognized by the organization, are all components of competence. Developing exceptional competence requires 10–18 years, and early development of core competence should be prioritized through investment.
Step 2—To guide the organization in the right direction and create a vision that serves as a guidepost. This creates a motivational focus, giving employees a specific goal to work toward. The following are characteristics of a vision: To be imaginable is to have a vision of the future. Long-term interest appeals to stakeholders are desirable. Clear: able to serve as a compass for making decisions. Adaptable: allowing for a wide range of reactions and allowing for individual initiative. The term "communicable" refers to the ability to communicate effectively within five minutes.
Step 3—Included in the list of questions to inquire about the effectiveness of communication is: The vision statement will be communicated to whom? What are all the possible means of communication? We must consider how we can best convey the organization\'s long-term strategy to our stakeholders. What are the best means of contacting you in the future? What measures can be used to assess whether or not the vision statement is known and understood by the target audience? A vision statement without proper communication is like hosting a party without sending out invitations.
Step 4—Empathy, healing, listening, awareness, foresight, persuasion, stewardship, dedication to the growth of people, developing community, and conceptualizing are among the 10 characteristics of servant leaders highlighted by Spears [15]. The leader-follower relationship should be built on open and reciprocal exchanges of information. Being able to listen and be open to what others have to say is a learned skill. Through good listening, servant leaders recognize and validate the thoughts of their subordinates. Servant leaders that are empathic show that they truly understand the thoughts and feelings of their subordinates. It\'s all about the help a servant leader gives their followers to overcome their own personal struggles. Servants who are aware of their social, physical, and political surroundings are better able to respond to the needs of their organizations. Persuasion is the ability to communicate in a way that persuades others to change their minds. Focus on the person\'s capacity to be a visionary for the organization by providing a rich sense of objectives and direction. Servant leadership requires foresight and accountability, while stewardship requires accountability for one\'s leadership role. For those who want to learn more about servant leadership, these ten traits are an excellent starting point.
To complete all four elements of the Strategic Leadership Process, managing relationships is essential. As a strategic leader, you need to manage your connections with your colleagues, executives, and employees effectively. Listening and effective talking are two abilities that can help manage relationships.
Being a nurse administrator or leader necessitates a high level of listening skills. (1) Ignoring is a form of listening in which the listener does not pay attention to what the speaker is saying. (2) "Pretend listening" refers to the practice of paying scant attention to a speaker while doing other things. (3) Selective listening usually occurs in a group setting where one tunes in and out depending on the interest of the verbal cues. (4) Attentive listening is focusing on the speaker and not allowing external noise or potential distractions to interfere with the messages being conveyed. (5) Empathic listening is the most successful kind of listening because it allows you to put yourself in the other person\'s shoes and fully comprehend what they are trying to say. Strategic leadership in the healthcare industry necessitates that the nurse leader is well-versed in all these types of listening styles to effectively engage colleagues and build trust.
Keys to the effective conversation are (1) Candor: setting up an agenda with one’s feelings, beliefs, or ideas. That is the act of being open and honest or frank. Conversations with colleagues should be straightforward and sensitive to their sentiments. (2) Clarity: verbal and non-verbal exchange of wants and needs should be the same and specific. (3) Commitment: agreement on next steps. Nurse leaders should learn to agree with colleagues on the next steps to adopt and be committed to them.
Nursing as a profession is incessantly evolving hence requires strong and dynamic leadership. The complex and dynamic nature of the nursing environment requires nurse executives to leverage the basic tenants of strategic leadership to promote nursing performance and service delivery [14]. It\'s all about developing a feeling of purpose and direction, which are crucial enablers for interacting with key internal and external aspects in the organization\'s environment [16]. Strategic leadership, according to Nwachukwu and Vu [17], is based on the ability of a leader to think strategically and see the future to improve the efficiency of the business. Strategic leadership is not only about having unique qualities that allow for the acquisition and learning of new knowledge and ideas but also having an adaptive capacity to effectively respond to the dynamism and complexity of the external environment. Hence, strategic leaders may respond to a changing environment by constantly and tactically adjusting their organization. The presence of strategic leadership is not enough to promote organizational effectiveness as other antecedents can be at play [16]. Effective strategic leadership is a crucial aspect of organizational effectiveness and has been associated with numerous organizational outcomes [18]. Effective strategic leadership can identify the moderation and mediating factors such as the internal and external environmental dynamics, taking advantage of the opportunities and overcoming the threats [19]. Organizational strategic flexibility and sustainability are facilitated by the strategic leadership. This means that a nursing organization\'s long-term strategic planning hinges on its leadership, in which leaders adopt a common vision of what the organization will become [12].
To be an effective strategic leader, an organization should first determine its long-term goals, strike a balance between internal and external controls, efficiently manage its resources, maintain an effective organizational culture, and focus on ethical standards.
Choosing a course of action. Involves defining a long-term goal and a strategy for achieving goals. For the next 3–5 years, strategic direction is articulated in terms of the opportunities and dangers that exist. All organizations need to have a strong foundation of beliefs and a clear vision of what the future holds.
Organizational controls that are well-balanced. Strategic and financial controls must be developed and used effectively by strategic leaders. Controls define the parameters by which strategies are to be implemented and the actions that must be performed to change those strategies once they have been implemented. Financial and strategic controls must be balanced to succeed. For strategic executives, the Balance scorecard framework is a way to check that they have created both financial and strategic controls to measure organizational performance Premise is that when financial controls are prioritized above strategic controls, organizations put their future performance at risk. Organizations can use diverse views to attain higher levels of performance when strategic and financial controls are properly balanced. Financial perspective criteria involve cash flow, return on equity and return on assets. Customer perspectives criteria consist of the assessment of the ability to anticipate customers’ needs, the effectiveness of customer service practices, the percentage of repeat business, and the quality of communication with customers. Internal business processes perspective criteria include improvements in innovation ability, improvements in employee morale and changes in turnover rates. Learning and growth perspective criteria also include improvements in innovation ability, the number of new products compared to computers and increases in employees’ skills.
Effectively managing the organization’s resource portfolio. This includes financial, organizational (competencies and capabilities) and human capital. Organizations’ resources must be managed in a way that is consistent and supportive of the strategy. They also must be allocated as efficiently and effectively as possible so that each area of the firm has what it needs for strategy implementation. The changing strategy will likely call for the reallocation of resources and the movement of people and other resources from one area to another. Financial resources are managed through the budgeting and resource allocation process. Core competencies and competitive capabilities should be developed in a strategy supportive fashion. Organizations should build their strategy around things they are good at doing and/or become good at doing things that are supportive of strategy. A firm’s human capital, which refers to knowledge and skills of a firm’s entire workforce, should also fit its strategy. This can be accomplished by hiring people that fit the organization and its strategy, and an effective training and development program. Investments should be made to acquire and develop the firm’s human capital.
Sustaining an effective organizational culture. This complex mix of basic beliefs, ideas and symbols that are shared throughout the organization, particularly among the employees, have a significant impact on the way business is done. It sets the stage for the organization\'s strategy-making and implementation. Employees\' behavior is also regulated by this method. Organizational culture is made up of a wide range of factors, including its origins. Once established, an organization\'s culture tends to survive because it hires people who share its values, socializes its employees, and systematically indoctrinates them with the culture\'s norms and practices. The retelling of organizational folklore and ceremonies honoring personnel who exhibit cultural values. Cultural standards should be rewarded. The robustness of a company\'s culture can vary depending on how deeply it is ingrained in everyday operations and customs. A company\'s culture should reflect its strategy to help it become more strategically competitive and generate above-average returns. As difficult as it may be to change a company\'s culture, with the right strategic leadership, it may be done.
Emphasizing ethical practices. Controlling employees\' judgment and behavior can be achieved through the application of ethical practices. When it comes to making decisions, they should be a key element of the culture of the firm. It is critical for strategic leaders to set and convey ethics-related goals; continually revise and disseminate the organization\'s code of conduct; create an acceptable work environment; and utilize reward systems to recognize and promote ethical behavior. Ethical practices can be used to ensure that people are acting in a morally correct manner.
Developing policies and procedures. People\'s behavior is governed by policies and procedures, which are sets of written and unwritten norms and styles of conduct. The standardization of work practices and the specification of the optimal methods for completing tasks can boost productivity. Provide direction from the top-down on how specific tasks should be completed. As a result of their efforts, important strategic actions are carried out consistently. The kinds and numbers of policies and procedures employed by various kinds of organizations vary widely. There must be a good synergy between an organization\'s policies and procedures and its overall strategy.
Developing reward systems. Effective plan execution can only be achieved through employee commitment if they get incentives. Behavioral control can be achieved in part through the use of rewards. Those who achieve their goals should be rewarded abundantly, and those who don\'t achieve their goals should not be rewarded. Strategy-based incentives and monetary compensation should be used to motivate employees to improve efficiency and find ways to save money. Distinguishers should recognize and reward those who are creative. Consequently, organizations must reward and encourage their employees in ways that complement the strategy and implementation of the business plan.
The strategic management process can only succeed if it is led by an effective strategic leader. Vision and mission are shaped by the strategic leadership of the organization, and the development and implementation of strategies are facilitated by the leadership of the organization.
Leadership plays a key role in terms of enforcing organizational strategies. Strategic leaders in an organization work with the strategic vision by formulating strategies, implementing, and evaluating those strategies to achieve the strategic goal [20]. This process is described as the strategic management process. Strategic management is a rapidly developing field of study that has emerged in response to increasing environmental diversities [21]. Strategic management seeks to manage all resources to create and sustain a competitive advantage for a successful future. The focus is to view the organization as a whole and examine the firm’s performance attempting to explain why others perform better under similar chaotic conditions. Strategic management emphasizes on decision making, which is a characteristic feature. These strategic decisions are long term and focus on the future of the organization. The distinguishing characteristics of strategic management are its emphasis on strategic decision-making with three key attributes: rare, consequential, and directive [22].
All the leadership styles are significant in strategic leadership, particularly when to use each of the styles to realize its usefulness. However, transformational, laissez-faire and transactional leadership are the models used in bringing about strategic leadership. Knowing which styles to use as a nurse leader is important when dealing with a complex work environment such as the hospital where varied accomplished health professionals converge to manage the patient.
Transformational leadership devotes attention to charismatic and emotional elements of leadership which emphasize intrinsic inspiration and follower growth. This aligns with the needs of today’s workforce, who needs inspiration and empowerment to succeed. Working with teams to identify what changes are needed, building a shared vision to guide the change, and then implementing those changes together with dedicated members of the group are all steps in leadership. By changing roles and responsibilities, leaders motivate their teams to put the interests of the organization ahead of their own. It is a process that affects and transforms individuals under transformational leadership. Leaders can also have a unique and reflecting effect on their subordinates and subordinates. The values, norms, ethics, feelings, and long-term objectives of transformational leadership are at the heart of this approach. It also requires assessing the motivations of followers, meeting their needs, and treating them as individuals... Transactional leaders are responsible for the day-to-day operations of the company, whereas transformational leaders are responsible for bringing in new ideas and implementing them.
According to Bass [23], transformational leadership is defined by the impact it has on the people it serves. Transformational leaders, according to Bass, inspire their people to trust, respect and admire them. Transformational leadership is judged mostly on the impact the leader has on his or her subordinates. Transformational leaders inspire loyalty, adoration, and respect in their followers because of the leader\'s willingness to go above and beyond the call of duty. Due to the transformational leader\'s ability to foster a sense of personal value in his or her followers, these results can be achieved. They provide adherents with a compelling mission and vision, as well as a sense of self-worth. It is via academic stimulation, idealized influence (charisma), and personal consideration that followers are transformed and motivated to action. Additionally, the leader encourages his or her subordinates to cultivate inventive and unique approaches to question the status quo and modify the environment to achieve success. Because leadership is a continuum from transformational to transactional to laissez-faire, Bass argued that leaders can simultaneously demonstrate both transformative and non-transformative leadership attributes.
Laissez-faire leadership style is when a leader does not provide leadership that allows followers to look after themselves. Subordinates end up with freedom in deciding which policies and methods to adopt. The leader develops the structure of the work and provides adequate resources for work and helps upon requests by coaching or answering questions or supplying information. However, the leader does not participate in workshop discussions or group tasks. The leader again does not provide comments on followers’ performance unless specifically requested. As a result of this, employees may become dissatisfied and fail to meet the goals they had set for themselves.
Negative repercussions are commonly linked to leadership, particularly in terms of follower satisfaction or leader effectiveness [24]. Female leaders are more likely to be transformational leaders, whereas male leaders are more likely to be laissez-faire leaders [25]. Those that have a proven track record of excellence or matured employees are most suited for this type of leadership. Using this strategy, more experienced employees become self-sufficient, productive, and impactful. As a result, the approach encourages team members to be creative and original, which in turn aids in the advancement of their careers. Members see a laissez-faire attitude as a vote of confidence in their talents, which gives them more room to grow into self-assured, devoted, competent, and successful individuals.
The transactional leader directs attention to the use of conditional responses such as rewards and punishments to acquire compliance from followers. Transactional leaders attain goals by seeking to uphold the status quo, not aiming for advancement, whereas transformational leaders endeavor to transform the future by inspiring the followers. Transactional leadership styles result in increased job satisfaction as well as leader job performance. The leader gets the job done with no commitment from the followers. Because of its emphasis on short-term goals, transactional leadership is more like a management style than a true leadership one. Despite these drawbacks, it can be a useful tool in other settings, such as in the workplace.
As depicted in Figure 1, leadership is viewed as a continuum, ranging from transformational leadership, through transactional leadership to laissez-faire leadership. This implies while leaders may have a specific style this may not be fixed, as there are points/situations when leaders’ styles may depict traits of the other two. Transformational leaders bring a lot of energy and enthusiasm to the workplace, change and new ideas to management, thus more is achieved. Transactional leaders maintain the status quo and ensure goals are achieved through the routine accomplishment of roles and responsibilities with normal energy, whereas laissez-faire leaders normally lack energy and ideas and bring lethargy to the workplace killing at time enthusiasms. Nurse leaders, in being strategic ought to acknowledge this continuum, understand the peculiarities of a particular situation and know and practicalize the best-fitting approach.
Leadership continuum.
The complex and dynamic nature of the nursing environment requires nurse executives to leverage the basic tenants of strategic leadership to promote nursing performance and service delivery. Leadership plays a key role in terms of making and enforcing organizational strategies. Leadership capabilities and strategies are essential for optimizing team-based nursing and patient outcomes. A visionary leadership approach motivates teamwork and seeks to reach the highest levels of performance possible within the boundaries of nursing practice.
Many studies support the transformational method since it encourages employees to work creatively, exhibit dedication, and meet expectations. Some research suggests combining the three styles in management because each situation necessitates a distinct style. Transformational and laissez-faire methods encourage employees\' independence and creativity. When a leader wants to develop new practices and implement them quickly, transactional approach works best.
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\\n\\nSara Uhac was appointed Managing Director of IntechOpen at the beginning of 2014. She directs and controls the company’s operations. Sara joined IntechOpen in 2010 as Head of Journal Publishing, a new strategically underdeveloped department at that time. After obtaining a Master's degree in Media Management, she completed her Ph.D. at the University of Lugano, Switzerland. She holds a BA in Financial Market Management from the Bocconi University in Milan, Italy, where she started her career in the American publishing house Condé Nast and further collaborated with the UK-based publishing company Time Out. Sara was awarded a professional degree in Publishing from Yale University (2012). She is a member of the professional branch association of "Publishers, Designers and Graphic Artists" at the Croatian Chamber of Commerce.
\\n\\nAdrian Assad De Marco
\\n\\nAdrian Assad De Marco joined the company as a Director in 2017. With his extensive experience in management, acquired while working for regional and global leaders, he took over direction and control of all the company's publishing processes. Adrian holds a degree in Economy and Management from the University of Zagreb, School of Economics, Croatia. A former sportsman, he continually strives to develop his skills through professional courses and specializations such as NLP (Neuro-linguistic programming).
\\n\\nDr Alex Lazinica
\\n\\nAlex Lazinica is co-founder and Board member of IntechOpen. After obtaining a Master's degree in Mechanical Engineering, he continued his Ph.D. in Robotics at the Vienna University of Technology. There, he worked as a robotics researcher with the university's Intelligent Manufacturing Systems Group, as well as a guest researcher at various European universities, including the Swiss Federal Institute of Technology Lausanne (EPFL). During this time he published more than 20 scientific papers, gave presentations, served as a reviewer for major robotic journals and conferences and, most importantly, co-founded and built the International Journal of Advanced Robotic Systems, the world's first Open Access journal in the field of robotics. Starting this journal was a pivotal point in his career since it proved to be the pathway to the foundation of IntechOpen with its focus on addressing academic researchers’ needs. Alex personifies many of IntechOpen´s key values, including the commitment to developing mutual trust, openness, and a spirit of entrepreneurialism. Today, his focus is on defining the growth and development strategy for the company.
\\n"}]'},components:[{type:"htmlEditorComponent",content:"Our business values are based on those any scientist applies to their research. We have created a culture of respect and collaboration within a relaxed, friendly and progressive atmosphere, while maintaining academic rigour.
\n\nCo-founded by Alex Lazinica and Vedran Kordic: “We are passionate about the advancement of science. As Ph.D. researchers in Vienna, we found it difficult to access the scholarly research we needed. We created IntechOpen with the specific aim of putting the academic needs of the global research community before the business interests of publishers. Our Team is now a global one and includes highly-renowned scientists and publishers, as well as experts in disseminating your research.”
\n\nBut, one thing we have in common is -- we are all scientists at heart!
\n\nSara Uhac, COO
\n\nSara Uhac was appointed Managing Director of IntechOpen at the beginning of 2014. She directs and controls the company’s operations. Sara joined IntechOpen in 2010 as Head of Journal Publishing, a new strategically underdeveloped department at that time. After obtaining a Master's degree in Media Management, she completed her Ph.D. at the University of Lugano, Switzerland. She holds a BA in Financial Market Management from the Bocconi University in Milan, Italy, where she started her career in the American publishing house Condé Nast and further collaborated with the UK-based publishing company Time Out. Sara was awarded a professional degree in Publishing from Yale University (2012). She is a member of the professional branch association of "Publishers, Designers and Graphic Artists" at the Croatian Chamber of Commerce.
\n\nAdrian Assad De Marco
\n\nAdrian Assad De Marco joined the company as a Director in 2017. With his extensive experience in management, acquired while working for regional and global leaders, he took over direction and control of all the company's publishing processes. Adrian holds a degree in Economy and Management from the University of Zagreb, School of Economics, Croatia. A former sportsman, he continually strives to develop his skills through professional courses and specializations such as NLP (Neuro-linguistic programming).
\n\nDr Alex Lazinica
\n\nAlex Lazinica is co-founder and Board member of IntechOpen. After obtaining a Master's degree in Mechanical Engineering, he continued his Ph.D. in Robotics at the Vienna University of Technology. There, he worked as a robotics researcher with the university's Intelligent Manufacturing Systems Group, as well as a guest researcher at various European universities, including the Swiss Federal Institute of Technology Lausanne (EPFL). During this time he published more than 20 scientific papers, gave presentations, served as a reviewer for major robotic journals and conferences and, most importantly, co-founded and built the International Journal of Advanced Robotic Systems, the world's first Open Access journal in the field of robotics. Starting this journal was a pivotal point in his career since it proved to be the pathway to the foundation of IntechOpen with its focus on addressing academic researchers’ needs. Alex personifies many of IntechOpen´s key values, including the commitment to developing mutual trust, openness, and a spirit of entrepreneurialism. Today, his focus is on defining the growth and development strategy for the company.
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On September, 29th 2006 he has won a post PhD fellowship from the university of Bologna (from October 2006 to October 2008), at the competitive examination he was ranked first in the industrial engineering area. He extensively served as referee for several international journals. He is author/coauthor of more than 100 research papers. He has been involved in some projects supported by MURST and European Community. 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Thus proteomics, an area of research that detects all protein forms expressed in an organism, including splice isoforms and post-translational modifications, is more suitable than genomics for a comprehensive understanding of the biochemical processes that govern life. The most common proteomics applications are currently in the clinical field for the identification, in a variety of biological matrices, of biomarkers for diagnosis and therapeutic intervention of disorders. From the comparison of proteomic profiles of control and disease or different physiological states, which may emerge, changes in protein expression can provide new insights into the roles played by some proteins in human pathologies. Understanding how proteins function and interact with each other is another goal of proteomics that makes this approach even more intriguing. Specialized technology and expertise are required to assess the proteome of any biological sample. Currently, proteomics relies mainly on mass spectrometry (MS) combined with electrophoretic (1 or 2-DE-MS) and/or chromatographic techniques (LC-MS/MS). MS is an excellent tool that has gained popularity in proteomics because of its ability to gather a complex body of information such as cataloging protein expression, identifying protein modification sites, and defining protein interactions. 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