Chapter 1 Leadership

Leadership vs. Management Are leaders and managers the same people? Healthcare has a special need for both Leader focus is more external to organization There is crossover into various areas

Figure 1-1: Leadership and Management Focus External Stakeholders Leadership Focus/ External Figure 1-1: Leadership and Management Focus Government Laws Community Groups Professionals Operations Administration Management Focus/ Internal Media Vendors Public Agencies Strategic Partners Financial Stakeholders Internal Stakeholders

Leadership Competencies Leaders have a different set of competencies More forward thinking Set direction for the organization Motivate employees and stakeholders Keep entity on course Effective spokesperson Determine strategies for future Transform organization

Followership Complementary to leadership For every leader, need a follower Not everyone can or should be a leader True leaders inspire commitment Leaders can’t be self-absorbed Recognize importance of getting respect

History of Leadership Leadership theories relate to society over time Formal studies for last 100 years Great man theory Style approach Situational Contingency or Path-Goal Leader-Member Exchange Transformational Approach Team Leadership Self-Actualization Leadership

Contemporary Models Self-Actualized Leadership Theories Emotional Intelligence Inspirational Leadership Diversity Leadership Servant Leadership Spirituality Leadership

Leadership Styles Styles demonstrate a particular type of behavior Coercive Participative Pacesetting Coaching

Leadership Competencies Certain skills, knowledge and abilities Functional and Technical Self Development and Self-Understanding Interpersonal Organizational

Table 1-6 Leadership Domains and Competencies Domain: Functional and Technical Competencies: Knowledge of Business/Business Acumen Strategic Vision Decision-Making and Decision Quality Managerial Ethics and Values Problem Solving Change Management/Dealing with Ambiguity Systems Thinking Governance Domain: Self Development and Self-Understanding Self Awareness and Self Confidence Self Regulation and Personal Responsibility Honesty and integrity Life Long Learning Motivation/Drive to Achieve Empathy and Compassion Flexibility Perseverance Work/Life Balance Domain: Interpersonal Communication Motivating Empowerment of Subordinates Management of Group Process Conflict Management and Resolution Negotiation Formal Presentations Social interaction Domain: Organizational Organizational Design Team Building Priority Setting Political Savvy Managing and Measuring Performance Developing Others Human Resources Community and External Resources Managing Culture/Diversity Source: Hilberman, Diana (Ed.), The 2004 ACHE-AUPHA Pedagogy Enhancement Work Group. June, 2005.

Leadership Protocols Appropriate ways an leader acts Professionalism Reciprocal trust and respect Confident, optimistic, passionate Being visible Open communicator Risk taker Admitting fault

Governance Collectively assuming strategic oversight Top accountable body Board of Directors or Board of Trustees Heighten scrutiny Transparency Each member has fiduciary responsibility

Healthcare Governance Trends Smaller Balance of members within and outside Conflicts of interest disclosed Strategic information presented Evaluations used to identify issues

Barriers and Challenges Healthcare is a dynamic industry Laws and regulations Physicians New technology Culture of safety

Healthcare Governance Trends Smaller Balance of members within and outside Conflicts of interest disclosed Strategic information presented Evaluations used to identify issues

Ethical Responsibility Exhibiting appropriate behavior Doing right vs. wrong Bioethics Managerial ethics Code of Ethics

Leaders Looking to the Future Leadership can be taught Professional association memberships Look for partners Keeping current Reassess how he/she fits in to organization