Welcome to Unit 7 HS Tami Ford, M.A.

Are there any questions so far?

Chapter 8: Desire to Make a Change What do you think is a “change maker” in healthcare today?

“Change Maker”  A strong leader who desires to make change.  Is a “high achiever”.  Seeks out system flaws, and implements improvements.  Initiates upgrades  Is “proactive…innovative...”  Welcomes “challenges” (Dye, 2010, pp ).

David McClellan 1960’s Motivational Theorist  “…individuals who have achievement motivation, as in the case with change makers, are likely to be goal oriented and uphold high standards of performance” (Dye, 2010, p. 92).  See the five attributes in “Change Makers Have Achievement Motivation” from p. 93.

Characteristics of a Change Maker (in Regards to an Effective Leader)  “…the inability to live with the status quo…constantly on the lookout for new ideas” (Dye, 2010, p. 92).  “Be Objective Driven and Progress Oriented”  “S.M.A.R.T.  Specific  Measurable  Attainable  Realistic  Timely” (Dye, 2010, p. 95).

Characteristics of a Change Maker (Continued…)  “Celebrate Accomplishments…embodies the joy, relief, and pride of the team, it also resounds the gratitude of the leaders” (Dye, 2010, p. 96).  “Establish a Problem-Solving Method”  See 10 approaches, pp

Characteristics of a Change Maker (Continued…)  Benchmarking & Networking  “…drawn to measurement tools, and they keep abreast of current approaches to forecast future standards” (Dye, 2010, p. 98).  “…interact frequently with peers and insiders, visit other sites to scope out new technology and initiatives, and attend conferences and workshops” (Dye, 2010, p. 98). What do you think of leaders who seldom network and benchmark?

Characteristics of a Change Maker (Continued…)  “Make a Change for Progress’s Sake, Not Yours”  “Change makers pursue change and improvement for the sake of progress, not to strengthen their power or build up admirers and followers who shower them with adulation and gifts” (Dye, 2010, p. 99).

Chapter 9: Commitment As a future healthcare administrator, what do you think commitment means?

Commitment  “…is a value that measures the leader’s dedication to his profession. Because commitment binds the executive to his work, it generates a strong work ethic, loyalty, pride, productivity, ownership, and even joy” (Dye, 2010, p. 104).

Strategies for Maintaining Commitment:  “Stay Focused on the Vision  Weigh Work and Live Pursuits  Find an Enjoyable Outlet  Show Initiative  Be Prepared to Make Sacrifices  Think Positively  Be Mindful of Body Language  Promote Employee Participation  Develop an Organization System” (Dye, 2010, pp ).

Chapter 10: Emotional Intelligence

Emotional Intelligence  “…Peter Salovey and Jack Mayer (1990), who define the term as follows: Emotional intelligence is the subset of social intelligence that involves the ability to monitor one’s own and other’s feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions” (Dye, 2010, p. 118).

Emotional Intelligence  Two components:  “Energy (or the spark or zeal for life)  …the liveliness and stamina with which people approach their work” (Dye, 2010, p. 118).  “Maturity  people’s refinement, social graces, tact, capacity to grow and change, and ability to interpret signals from others” (Dye, 2010, pp ).

The Self-awareness Factor  Ways to improve emotional intelligence  “Develop high self-esteem.  Manage your emotions.  Motivate yourself.  Develop effective command skills.  Develop interpersonal expertise.  Help others to help themselves. “ (Dye, 2010, pp ).

Principles to Improve Emotional Intelligence  “Develop personal and social competence” (Dye, 2010, p. 121)  “Seek feedback” (Dye, 2010, p. 121).  “Set a personal path and follow it” (Dye, 2010, p. 122).  “View annual retreats as a time for self-reflection” (Dye, 2010, p. 123).  “Get a coach” (Dye, 2010, p. 123).  “Manage your emotions (Dye, 2010, p. 123).  “Expect setbacks” (Dye, 2010, p. 124).  “Maintain physical and mental health” (Dye, 2010, p. 125). Reference: Dye, Carson F. (2010). Leadership in healthcare: Essential values and skills (2 nd ed.). Chicago: Health Administration Press.

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