1. Chapter 1
Leadership

2. 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

3. 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

4. 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

5. 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

6. 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

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

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

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

10. 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.

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

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

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

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

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

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

17. 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