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Journal articles on the topic 'Chief'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 January 2023

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1

Pettit, Jeffrey E. "Coleadership Among Chief Residents: Exploration of Experiences Across Specialties." Journal of Graduate Medical Education 7, no. 2 (June 1, 2015): 203–7. http://dx.doi.org/10.4300/jgme-d-14-00298.1.

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Abstract Background Many departments have multiple chief residents. How these coleaders relate to each other could affect their performance, the residency program, and the department. Objective This article reports on how co-chiefs work together during the chief year, and what may allow them to be more effective coleaders. Methods A phenomenological research design was used to investigate experiences of outgoing chief residents from 13 specialties at the University of Iowa Hospitals and Clinics over a 2-year period from 2012 through 2013. Thematic analysis of semistructured interviews was conducted to investigate commonalities and recommendations. Results Face-to-face interviews with 19 chief residents from 13 different specialties identified experiences that helped co-chiefs work effectively with each other in orienting new co-chiefs, setting goals and expectations, making decisions, managing interpersonal conflict, leadership styles, communicating, working with program directors, and providing evaluations and feedback. Although the interviewed chief residents received guidance on how to be an effective chief resident, none had been given advice on how to effectively work with a co-chief, and 26% (5 of 19) of the respondents reported having an ineffective working relationship with their co-chief. Conclusions Chief residents often colead in carrying out their multiple functions. To successfully function in a multichief environment, chief residents may benefit from a formal co-orientation in which they discuss goals and expectations, agree on a decision-making process, understand each other's leadership style, and receive feedback on their efficacy as leaders.

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Mugendi, Peter, Peter Wafula, and Ruth Nyambura. "A BIOGRAPHY OF THE LATE SENIOR CHIEF KATHURU NYAGAH OF THAGICU- KITUI COUNTY, KENYA,1918-1998." IJRDO - Journal of Social Science and Humanities Research 8, no. 11 (November 5, 2022): 13–21. http://dx.doi.org/10.53555/sshr.v8i11.5409.

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The study of biographies of those personalities who have contributed in one way or the other in influencing history can be quite fascinating because it furthers our understanding of broader issues and processes in any given society. Quite a number of historians have written biographies of those among the colonial chiefs who in one way or another played important roles in shaping the destinies of their people and of this country to a certain extent. There were those who utilized every opportunity created by the colonial officials to improve education, agriculture, health, water and infrastructure in their areas. Such colonial chiefs included senior chief Waruhiu wa Kung‟u, chief Musa Nyandusi, Odera Akong‟o, Njiri wa Karanja and paramount chief Kinyanjui Gathirimu just to name a few. As I read through the literature on colonial chiefs, it occurred to me that there is no one who has written a biography on colonial chiefs in Thagicu District even though there were a few chiefs among them the likes of senior chief Kathuru Nyagah and chief Mwendwa wa Kitavi who played very important roles in shaping the destinies of their people. The mention of the name of senior chief Kathuru among the Thagicu rekindles memories of a leader who through collaboration with colonial officials played a significant role in improving the lives of Thagicu people. Hence it is for this reason that this research was carried out with a view to exposing who chief Kathuru was and how and why he had become what he was. This thesis was an attempt to write the biography of the Late Senior Chief Kathuru Nyagah of Thagicu community.

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3

Dabrow, Sharon M., Elizabeth J. Harris, Luis A. Maldonado, and Rani S. Gereige. "Two Perspectives on the Educational and Administrative Roles of the Pediatric Chief Resident." Journal of Graduate Medical Education 3, no. 1 (March 1, 2011): 17–20. http://dx.doi.org/10.4300/jgme-d-10-00039.1.

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Abstract Purpose To investigate pediatric chief residents' responsibilities and determine how chief residents and program directors view the scope of the chief resident's role. Survey We distributed a 20-item survey to program directors and chief residents at all US pediatric residency programs. Questions pertained to activities performed and the level of importance of administrative, clinical, and educational activities. The survey also investigated motivating factors to become chief resident, future career plans, and level of job satisfaction. Results We received responses from 127 program directors and 101 chief residents. Of the chief residents, 98% (99/101) felt administrative tasks were very/somewhat important, followed by education, service, and research. Significantly more program directors than chief residents felt chiefs' overall workload was well balanced. Program directors gave higher ratings than chief residents on chief's ability to develop clinical skills (79% [95/121] versus 61% [61/100]) and manage stress and burnout (86% [104/121] versus 72% [72/100]). Future career plans for chief residents in decreasing order included fellowship, outpatient practice, academic practice, and working as a hospitalist. The most significant problems reported by the chief residents were lack of administrative support and lack of time spent in educational/clinical activities. Conclusions The chief resident role is primarily administrative, but program directors and chiefs feel teaching and clinical responsibilities also are important. Although the 2 groups agreed in many areas, program directors underestimated the administrative demands placed on the chief residents, and our findings suggest the chief resident role may be more fulfilling if the balance was shifted somewhat toward teaching and clinical responsibilities.

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4

Kim, Bitna, Adam K. Matz, and Selye Lee. "Working Together or Working on the Same Task but Separately? A Comparison of Police Chief and Chief Probation or Parole Officer Perceptions of Partnership." Police Quarterly 20, no. 1 (July 31, 2016): 24–60. http://dx.doi.org/10.1177/1098611116657283.

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It remains unclear how pervasive police-community corrections partnerships are, and to what extent they are integrated into routine practice, as well as whether or not police chiefs and chief probation or parole officers within the same jurisdictions perceive them to be effective. The current study enhances our understanding of such partnerships between police and probation or parole. Data were collected through a statewide survey of a random sample of municipal police chiefs and county chief probation or parole officers in Pennsylvania. The primary research questions focus on identifying the following: (a) empirically derived and meaningful patterns of police-community corrections partnerships, (b) a comparison of police chief and chief probation or parole officer perceptions of benefits and problems regarding their partnerships, and (c) the predictors of these perceptions. Results reveal that such partnerships are prevalent, but they are predominantly informal, with formalization largely contingent on the progressiveness of the police chief (i.e., newer police chiefs were more likely to engage in formalized partnerships). Further, the crime prevention and recidivism reduction potential of these partnerships remain unclear from the perspectives of both law enforcement and community supervision leaders. In general, Pennsylvania police chiefs are less favorable to the partnerships than are the chiefs of probation or parole offices, and certain partnership types relate to the negative perceptions of some agency leaders. The implications of the findings reported here for policies, training, and future research are discussed.

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5

ROWLEY, U. H. (JACK), and JIMMY L. SMITH. "Chief Engineer as Chief Logistician." Naval Engineers Journal 105, no. 5 (September 1993): 31–36. http://dx.doi.org/10.1111/j.1559-3584.1993.tb02754.x.

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6

Button, Mark, Tom Williamson, and Les Johnston. "`Too many chiefs and not enough chief executives'." Criminology & Criminal Justice 7, no. 3 (August 2007): 287–305. http://dx.doi.org/10.1177/1748895807078869.

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7

Nickelsburg, Michael, and Helmut Norpoth. "Commander-in-chief or chief economist?" Electoral Studies 19, no. 2-3 (June 2000): 313–32. http://dx.doi.org/10.1016/s0261-3794(99)00054-2.

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8

Strohbehn, Garth W., Elliot B. Tapper, and John Del Valle. "Transforming Chief Residents into Chief Scholars." Medical Science Educator 29, no. 4 (July 29, 2019): 1135–39. http://dx.doi.org/10.1007/s40670-019-00777-3.

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9

Johnson, Richard R. "Minimum Requirements for Police Chiefs in the USA." Police Journal: Theory, Practice and Principles 78, no. 2 (June 2005): 103–18. http://dx.doi.org/10.1350/pojo.2005.78.2.103.

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In the USA police chiefs of municipal police departments are usually selected by the mayor or city council, and often recruited from outside the local police department. To date no study has evaluated the minimum employment qualifications required by municipalities for their police chiefs. The present study involved a content analysis of 162 municipal police chief job advertisements in order to determine the minimum requirements needed in order to compete for the position of police chief. The study also attempted to determine if community characteristics such as population size, density, racial diversity, and economic affluence were correlated to the specific minimum requirements communities sought in their chiefs.

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10

Li, Wanhua, Yaodong Zhou, and Zhijia Deng. "The Effectiveness of “River Chief System” Policy: An Empirical Study Based on Environmental Monitoring Samples of China." Water 13, no. 14 (July 20, 2021): 1988. http://dx.doi.org/10.3390/w13141988.

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There has been controversy in theory and practice among studies about the governance of the “River Chief System” (RCS) policy and the watershed management issues behind it. This paper uses the regression discontinuity (RD) method and the water pollution monitoring data of 150 state-controlled monitoring points in China from 2007 to 2018 at the China National Environmental Monitoring Station to empirically study the effect of the “River Chief System” on water pollution treatment and the influencing factors behind the effect of the “River Chief System”. The results show that the “River Chief System” policy has a positive impact on river pollution treatment in the observation term. The implementation effectiveness of the “River Chief System” is limited by factors such as the boundaries of the river chief’s jurisdictions, the administrative conflict among river chiefs, local government environmental expenditure capacity, and environmental pressure. It is believed that the key to basin governance is to further improve the synergistic model of basin governance among regions.

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Freeze, Gregory L. "Konstantin Pobedonostsev: chief procurator as chief parishioner." Canadian Slavonic Papers 61, no. 3 (July 3, 2019): 261–87. http://dx.doi.org/10.1080/00085006.2019.1636631.

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12

Formella, Nancy A. "Chief Nursing Officer to Chief Executive Officer." Nursing Administration Quarterly 36, no. 1 (2012): 52–59. http://dx.doi.org/10.1097/naq.0b013e31823b988e.

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13

Van De Voorde, Aloïs. "De functie van de kabinetschef." Res Publica 27, no. 2-3 (September 30, 1985): 297–310. http://dx.doi.org/10.21825/rp.v27i2-3.19212.

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In Belgium, as in most countries, each Minister or Secretary is assisted by a limited number of trusted collaborators who constitute the Ministerial Office («Cabinet», «Kabinet») .The article is an attempt to shed a light on the Chief Ministerial Officer («Chef de Cabinet», «Kabinetschef») who is the closest collaborator of the Minister.In order to show the role of the Chief Ministerial Officer, the article first describes the tasks, powers and composition of the Ministerial Office to proceed to a more extensive analysis of the functions, the appointment of the Chief Ministerial Officer, and the question whether he can exercise executive power.The most important tasks of the Chief Ministerial Officer are: organization and coordination of the Office and its activities, acting as a «Liaison-Officer» with the Minister, passing on of information, exercising of a form of internal, political and administrative control.The article closes with some more personal remarks, pointing out a few guidelines which a Chief Ministerial Office, should keep in mind.

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ABDELMOTTLEP,, MAMDOOH. "Message from the Editor-In-Chief." International Journal of Police Science 1, no. 2 (October 1, 2022): 8–9. http://dx.doi.org/10.56331/487529/ijpsmd.

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Training security leaders and addressing contemporary security challenges are among the important issues facing modern security institutions. To develop effective policies and methods for training security leaders, the scope and context of training programs in security institutions should be evaluated. During the evaluation, several questions should be answered, including: (1) what are the steps of the security leadership development process and what is the best training method to convey those steps; (2) what are the obstacles that stand in the way of security leadership development programs being more productive and effective, and what can be done to overcome these obstacles; and (3) what are the potential negative consequences of weak security leadership training programs. Effective approaches for training security leaders revolve around two axes: what is delivered in the security leadership training system, and how the security leadership training is delivered. To understand and evaluate these two axes, it is necessary to specify the inputs in the training system, to achieve the target of the training, and to measure the impact in three successive processes—identify, achieve, and develop. Previous studies on evaluating leadership training methods have focused on the need to use an evidence-based methodology to transform the basis of student decision-making—from imitation, intuition, and unsystematic experience to solid scientific research based on evidence from tried and approved practices. Studies have also identified the constraints-led approach (CLA) as an effective training method that enables students to interact with player-, environment-, and goalbased constraints, rather than following a linear and highly prescriptive learning path. The evidence-based interactive training methodology is an approach that applies the principles of both an evidence-based methodology and CLA. VOLUME 1 - ISSUE NO.2 (2022) 9 Further, according to international indicators, the analysis of training policies in law enforcement, security, and police agencies has proven that an effective training approach requires defining targeted training outputs—including defining professional standards and required skills—while measuring skill gaps and implementing targeted training activities. An effective training approach also requires building capacities to achieve training objectives; developing knowledge bases for professional standards; creating a code for leadership skills; adopting effective measures to determine leadership competencies and characteristics; designing effective training content that meets contemporary security challenges; defining training paths for each specialized professional group (in addition to the general leadership training path); and ensuring trainers are qualified. Proper governance of training outputs includes adopting training policies and procedures; selecting partners for the implementation of training operations; identifying training programs and activities according to the leadership level, the framework of security competencies, and professional specialization; and developing a system for feedback, evaluation, and continuous improvement. To ensure the continuity and effectiveness of training approaches for security leaders, training programs should therefore demonstrate the principles of sustainability, competitiveness, evaluation, and partnership. Through its many projects—including by publishing the International Journal of Police Science—the International Police Science Association hopes to support effective training approaches and other aspects of effective policing by supporting and sharing international scientific efforts in police science

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15

Anonymous. "New chief." Eos, Transactions American Geophysical Union 76, no. 16 (April 18, 1995): 162. http://dx.doi.org/10.1029/eo076i016p00162-02.

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Choo, T. M., K. M. Ho, R. A. Martin, S. M. ter Beek, Y. Dion, and S. Rioux. "Chief barley." Canadian Journal of Plant Science 86, no. 2 (May 5, 2006): 485–87. http://dx.doi.org/10.4141/p05-084.

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Chief is a two-row, spring feed barley (Hordeum vulgare L.) cultivar developed by the Eastern Canada Barley Breeding Group, Agriculture and Agri-Food Canada. It has high yield, high seed weight, and good resistance to powdery mildew and Pythium root rot. Chief performs well in Ontario and Quebec. Key words: Barley, Hordeum vulgare L., cultivar description, seed weight, powdery mildew, Pythium root rot

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17

Walton, Anthony. "The Chief." Callaloo 13, no. 4 (1990): 807. http://dx.doi.org/10.2307/2931370.

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18

Possner, Adam. "Chief Complaint." Academic Medicine 89, no. 11 (November 2014): 1439. http://dx.doi.org/10.1097/acm.0000000000000469.

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YAMADA, Masashi. "Chief librarianship." Journal of Information Processing and Management 46, no. 10 (2004): 681–83. http://dx.doi.org/10.1241/johokanri.46.681.

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20

Schreiber, Melvyn H. "Chief Complaint." Investigative Radiology 26, no. 7 (July 1991): 699. http://dx.doi.org/10.1097/00004424-199107000-00021.

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Twito, Timothy. "Chief Complaint." American Journal of Psychiatry 163, no. 9 (September 2006): 1502–3. http://dx.doi.org/10.1176/ajp.2006.163.9.1502.

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22

Roedde, G. "Chief thieves." Canadian Medical Association Journal 180, no. 3 (February 3, 2009): 356. http://dx.doi.org/10.1503/cmaj.082048.

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23

Peretti, Burton W. "Chief Amusements." Journal of Urban History 24, no. 4 (May 1998): 534–41. http://dx.doi.org/10.1177/009614429802400408.

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24

Conde, Kathy. "Old Chief." Appalachian Heritage 28, no. 4 (2000): 51. http://dx.doi.org/10.1353/aph.2000.0050.

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25

Patuwo, Hillary. "Chief Call." Methodist DeBakey Cardiovascular Journal 10, no. 4 (October 2014): 264–65. http://dx.doi.org/10.14797/mdcj-10-4-264.

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Chertok, B. E. "Chief designer." Herald of the Russian Academy of Sciences 77, no. 1 (February 2007): 67–77. http://dx.doi.org/10.1134/s101933160701011x.

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Ludwig, A. "Chief complaint." Neurology 83, no. 20 (November 10, 2014): 1876. http://dx.doi.org/10.1212/wnl.0000000000000989.

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Robinson, Arvin E. "Chief Residency." Academic Radiology 10, no. 1 (January 2003): S54—S59. http://dx.doi.org/10.1016/s1076-6332(03)80151-4.

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29

Skovmand, Kaare. "Rigshospitalet's chief." Lancet 343, no. 8903 (April 1994): 968. http://dx.doi.org/10.1016/s0140-6736(94)90083-3.

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30

Pasqua, Melissa Rosina. "Chief Complaint." University of Ottawa Journal of Medicine 5, no. 1 (May 22, 2015): 60. http://dx.doi.org/10.18192/uojm.v5i1.1230.

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In the case-based learning sessions of pre-clerkship at the University of Ottawa, students are presented with a patient’s chief complaint in a module that is clear-cut and objective. The cases are often optimistic, in a way that can be sometimes statistically rare, but once in a while the patient passes away, leaving students disappointed as they close their laptops and leave the room. In real life, exposure to a patient’s triumphs and tribulations may be only 15 minutes long, but for the patient and their family, cancer represents a man who is in constant fear of a group of cells spreading to a vital organ and killing him, or a father who will never see his grandchildren, or a wife whose absence leaves a sting to everyday life. This poem was an attempt to give a voice to the patient outside the constraints of the module, and to give life to a scenario that is greyer than the black and white typed notes make it out to be.

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31

Boushra, Marina. "Chief Complaint." Annals of Emergency Medicine 73, no. 3 (March 2019): 316. http://dx.doi.org/10.1016/j.annemergmed.2018.10.008.

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McPhillips, Heather A., John G. Frohna, M. Hassan Murad, Maneesh Batra, Mukta Panda, Marsha A. Miller, Timothy P. Brigham, and Robert A. Doughty. "Enhancing Teamwork Between Chief Residents and Residency Program Directors: Description and Outcomes of an Experiential Workshop." Journal of Graduate Medical Education 3, no. 4 (December 1, 2011): 593–97. http://dx.doi.org/10.4300/jgme-d-10-00226.1.

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Abstract Background An effective working relationship between chief residents and residency program directors is critical to a residency program's success. Despite the importance of this relationship, few studies have explored the characteristics of an effective program director-chief resident partnership or how to facilitate collaboration between the 2 roles, which collectively are important to program quality and resident satisfaction. We describe the development and impact of a novel workshop that paired program directors with their incoming chief residents to facilitate improved partnerships. Methods The Accreditation Council for Graduate Medical Education sponsored a full-day workshop for residency program directors and their incoming chief residents. Sessions focused on increased understanding of personality styles, using experiential learning, and open communication between chief residents and program directors, related to feedback and expectations of each other. Participants completed an anonymous survey immediately after the workshop and again 8 months later to assess its long-term impact. Results Participants found the workshop to be a valuable experience, with comments revealing common themes. Program directors and chief residents expect each other to act as a role model for the residents, be approachable and available, and to be transparent and fair in their decision-making processes; both groups wanted feedback on performance and clear expectations from each other for roles and responsibilities; and both groups identified the need to be innovative and supportive of changes in the program. Respondents to the follow-up survey reported that workshop participation improved their relationships with their co-chiefs and program directors. Conclusion Participation in this experiential workshop improved the working relationships between chief residents and program directors. The themes that were identified can be used to foster communication between incoming chief residents and residency directors and to develop a curriculum for chief resident development.

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33

Burns, Kevin J. "Chief Justice as Chief Executive: Taft's Judicial Statesmanship." Journal of Supreme Court History 43, no. 1 (March 2018): 47–68. http://dx.doi.org/10.1111/jsch.12165.

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Schwartz, Bernard. "Chief Justice Earl Warren: Super Chief in Action." Journal of Supreme Court History 23, no. 1 (July 1998): 112–32. http://dx.doi.org/10.1111/j.1540-5818.1998.tb00128.x.

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35

Troy, Gil. "JFK: Celebrity-In-Chief or Commander-In-Chief?" Reviews in American History 26, no. 3 (1998): 630–36. http://dx.doi.org/10.1353/rah.1998.0062.

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36

Balán, Pablo, Augustin Bergeron, Gabriel Tourek, and Jonathan L. Weigel. "Local Elites as State Capacity: How City Chiefs Use Local Information to Increase Tax Compliance in the Democratic Republic of the Congo." American Economic Review 112, no. 3 (March 1, 2022): 762–97. http://dx.doi.org/10.1257/aer.20201159.

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This paper investigates the trade-offs between local elites and state agents as tax collectors in low-capacity states. We study a randomized policy experiment assigning neighborhoods of a large Congolese city to property tax collection by city chiefs or state agents. Chief collection raised tax compliance by 3.2 percentage points, increasing revenue by 44 percent. Chiefs collected more bribes but did not undermine tax morale or trust in government. Results from a hybrid treatment arm in which state agents consulted with chiefs before collection suggest that chief collectors achieved higher compliance by using local information to more efficiently target households with high payment propensities, rather than by being more effective at persuading households to pay conditional on having visited them. (JEL D73, D83, H24, H26, H71, O12, O17)

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Verma, S., R. Zulla, J. Mikhael, A. Natsheh, S. Glover Takahashi, L. Muharuma, and J. McIlory. "4. Leadership in postgraduate medicine: Results from the first annual chief resident leadership workshop." Clinical & Investigative Medicine 30, no. 4 (August 1, 2007): 28. http://dx.doi.org/10.25011/cim.v30i4.2764.

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In the spring of 2006, chief and senior residents were surveyed to determine how they prepared for their senior administrative/leadership role, what topics should be included in a leadership workshop and how this workshop should be delivered. Overall, 32.3% had no prior contact with the previous chief resident. Among those prepared, 46% consulted previous chiefs/seniors and/or program directors. Eighty-five percent agreed that a leadership workshop would be beneficial for future chiefs. Using the results from this environmental scan, a planning committee was formed to design the First Annual Chief Resident Leadership Workshop, held in August 2006, to identify and develop leadership skills while providing them with the resources to ease their transition into this senior administrative role. Seven sessions were offered: Your Role as Chief Resident, Mentorship, overview of the residents’ work/education contract, Personality Inventory (i.e. Myers-Briggs), Anti-Racism and Harassment, Resident Wellness and Public Speaking. A keynote address on leadership in academic medicine was given by a well-known Canadian clinician leader. To reinforce the experience, a resource binder and handbook was distributed to all participants. Quality and content of each session was evaluated using on a 5-point Likert scale. Mean scores were calculated. Mentorship scored the highest in terms of quality (4.46) and content (4.47), followed by Leadership in Academic Medicine (4.43 and 4.62, respectively). Over 90 % agreed that a leadership program is necessary. Parallel to our earlier findings, many chief residents use multiple sources to prepare for their role, primarily the pairing of contact with the previous chief resident and the Program Director. The results indicate that a formal, centralized leadership workshop/seminar is valued and should highlight the necessary skills set and provide key resources. Susman J, Gilbert C. Family practice residency directors’ perceptions of the position of chief resident. Academic Medicine 1992; 67(3):212-213. Awad JJ, Levenson SM, Osman CH, James S. The impact of a novel resident leadership training curriculum. The American Journal of Surgery 2004; 188:481-484. Kasuya RT, Nip IL. A retreat on leadership skills for residents. Academic Medicine 2001; 76(5):554.

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38

Smith, N. "Interview: Paul Taylor, Chief Scientific Adviser, National Police Chiefs' Council." Engineering & Technology 16, no. 8 (September 1, 2021): 124–31. http://dx.doi.org/10.1049/et.2021.0822.

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39

Prosser, Jim. "From the Chief Editor and the former Chief Editor." FEMS Microbiology Ecology 75, no. 1 (December 1, 2010): 1. http://dx.doi.org/10.1111/j.1574-6941.2010.01019.x.

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40

WAHIDA, Nurul, Ihsana El KHULUQO, and Fetrimen FETRIMEN. "THE ROLE OF SUPPORTIVE LEADERSHIP ON HEAD PERFORMANCE OF EDUCATION SECTOR IN INDONESIA." JKP | Jurnal Kepemimpinan Pendidikan 3, no. 1 (June 11, 2020): 419–27. http://dx.doi.org/10.22236/jkpuhamka.v3i1.5696.

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In implementing the management of the institution requires decisiveness leadership and responsibility in improving the performance of members in order. In district education office there are some factors supportive leadership means improving the performance of members to improve the quality of Section Chief of District Education Office.The study is aimed at getting empirical answer about direct and indirect influence of supportive leadership on performance of Section Chief of District Education Office. Approach and method of this research is quantitative and descriptive correlation analysis while the model to complete this research is pathway analysis model. Sampling is done with simple random sampling of 30 Section Chiefs of District Education Office of 42 Population Districts. The results showed that supportive leadership has positive direct influence on performance. In conclusion supportive leadership have direct positive influence on performance of Chief of District Education Office.

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41

Casely-Hayford, Augustus. "Prosopographical Approaches to Fante History." History in Africa 18 (1991): 49–66. http://dx.doi.org/10.2307/3172053.

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Some of the earliest books written by Gold Coast writers were about then-own family histories and stool institutions. These writers took advantage of the established oral tradition and the authorized stool histories. Such works represent a form of written history that was designed to transcribe and incorporate systematically as much oral tradition as possible. It is only when the oral sources are deficient or are ambiguous that the early European traveler's accounts are used to check or verify the oral sources. There are many reasons why much of the first generation of indigenous literature is by and about a small group of Fante. One undoubted reason is that these early books combine an academic pursuit with a family responsibility to the position of Linguist or Okyiame.The word Kyiame is commonly translated “linguist,” but this is unfortunate because it conveys the impression that the Kyiame is no more than an interpreter. In reality the Kyiame is the spokesman or mouthpiece of the Chief, who, being held sacred, must neither be addressed by, nor address another person directly. According to J. B. Danquah, the word means “He who makes it perfect for me”: the Kyiame repeats and perfects what the Chief, who cannot always be an eloquent speaker, may have to say in public. He is a confidential officer whose place is at the Chiefs right hand; in the Council and Court of Judicature it is he who sums up and declares the Chiefs will. He preserves in his memory and passes on the tradition of the Stool. Deeply versed in the etiquette of the court, he instructs a newly appointed Chief. He can often turn the scales of war and peace since the issue of dispute between contending tribes may depend on whether he presents his Chiefs case in a bellicose manner. When he rises to speak in public he leans upon the gold cane or staff of his office, or a subordinate holds it in front of him. He may be sent by the Chief as a plenipotentiary or legate. What he says binds his Chief. There are two of the office. The superior grade is hereditary and is termed Omankyiame, i.e. the Kyiame of the whole Oman or Council.

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42

Devisch, René. "From equal to better: investing the chief among the northern Yaka of Zaïre." Africa 58, no. 3 (July 1988): 261–90. http://dx.doi.org/10.2307/1159801.

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IntroductionAmong the Northern Yaka of Zaïre the office and function of the chief is thought of as prior to and as the source of all things: the chief represents and surpasses his subordinates by his twofold function. First, he is a sovereign ruler who alone personifies unity, perpetuity and high authority. But the chief fails to live up to these chiefly ideals since his physical body ages and he cannot escape death or transcend the succession of generations and political scenes and factions. This failure seems to be remedied, however, not so much by concealing the chiefs bodily transitoriness through a mystifying cult, but by identifying the chief in his body with the origin of the political institutions. Embodying the founding ancestors, the chief ‘re-presents’ or makes present ‘the primal space–time order’ (yitsi khulu). The ruler thus personifies the legitimate political order: he re-presents and imposes the perennial hierarchical social organisation, territorial unity and moral order. In his enthronement and rule, he must re-enact the founding dramas of conquest and life transmission to renew cultural time by linking it to the ‘primal and permanent space–time order’. Sacrificial death, mortuary ritual, rebirth, purification, etc., re-enact the founding dramas and provide transformative metaphors, linking men and women, life and death, inside and outside, ascendant and descendant, before and after, the local territory and Yaka society.

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43

Davydov, Sergey. "The Chief and His Sacral Power." WISDOM 1, no. 6 (July 1, 2016): 72. http://dx.doi.org/10.24234/wisdom.v1i6.64.

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The emergence of the chiefdom is associated with a qualitative change in the nature of political power. Unlike the bigman, who was constantly forced to prove the right on the authority by his actions, the chief uses to strengthen his authority a new, unprecedented means. He becomes the mediator between the community members and the deities, and largely because of this he increasingly distances himself from the bulk of the congregation. Often the chief transferred his functions to assistants, that to deduce himself from the blow of criticism for mistakes and miscalculations of his policy, taking the role of the sacral authority owner. The chief’s authority has strengthened even more due to the fact that the chief often have arrogated to oneself the right to carry out religious rites.Occupying a central place in the political, social and cultural life of the archaic society, representing the stability and the prosperity, the chiefs became a sort of pivot point for the whole structure of the worldview of the ancient human. As such, the chief appropriated additional symbolic resource which he used to further consolidate his power. He surrounded himself with professional assistants and soldiers, he strengthened institutions for the transfer of power. Thus, the sacralization of the chief’s power becomes an important condition of the society’s transformation from chiefdom to more complex form of social organization – to the early state.

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44

Ageev, Aleksandr I. "Insolence of Interpretation." Economic Strategies 144 (December 18, 2020): 5. http://dx.doi.org/10.33917/es-8.174.2020.5.

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45

Colon, Frank T., Samuel Kernell, and Samuel Popkin. "Chief of Staff." Public Administration Review 48, no. 3 (May 1988): 744. http://dx.doi.org/10.2307/976255.

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46

Darnell, John Coleman. "The Chief Baker." Journal of Egyptian Archaeology 75 (1989): 216. http://dx.doi.org/10.2307/3821911.

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47

Dekker, Travis, William Byrd, Lindsay Kleeman, Matthew Crawford, Joseph Kavolus, Alex Lampley, Andrew Matson, and Grant Sutter. "Chief Autobiographies (2018)." Duke Orthopaedic Journal 8, no. 1 (2018): 61–65. http://dx.doi.org/10.5005/jp-duke-8-1-61.

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48

Bentsen, Bent Guttorm. "New Chief Editor." Scandinavian Journal of Primary Health Care 5, no. 4 (January 1987): 193. http://dx.doi.org/10.3109/02813438709018093.

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49

Kannan, Nirmala. "Chief Editors Note." Journal of Marine Medical Society 14, no. 1 (2012): 4. http://dx.doi.org/10.4103/0975-3605.203246.

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50

Durán Castro, Hernando. "El ‘Chief’ Amaya." Revista de Ingeniería, no. 24 (November 2006): 2–5. http://dx.doi.org/10.16924/revinge.24.1.

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