Leadership For Health Professionals / Edition 2

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More About This Textbook

Overview

An All-New Second Edition of the Essential Health Leadership Text

Leadership for Health Professionals: Theory, Skills, and Applications, Second Edition is the first textbook of its kind to apply classical knowledge of leadership theory and time-honored best practices of industry leaders to a health organization context. This comprehensive and well-organized text is grounded in real-world applications of theoretical concepts, and focuses on practical examples of leadership practice in actual healthcare scenarios. The text’s innovative and dynamic pedagogical structure cycles and expands key concepts throughout the text, allowing for enhanced learning and information retention. The material supports and engages students, pushing them to synthesize solutions and develop leadership strategies that are flexible enough to address an ever-changing industry.

The fully-revised and updated Second Edition includes new material supporting leadership in “high performing organizations,” as well as a stronger emphasis on leading systems and sub-systems of health organizations. The Second Edition also features a new chapter on the healthcare supply chain and integration with revenue management and finance, expanded material on competencies and motivation, new material on emergency and disaster preparedness for hospitals and public health systems, and expanded material on strategic and operational planning. Ideally suited for graduate or upper-level undergraduate students in health professions programs, Leadership for Health Professionals, Second Edition is the essential text for future healthcare industry leaders.

Key Features

Text developed based on competencies from the Healthcare Leadership Alliance Competency Directory
Practical, real-world cases from health leaders across the industry that demonstrate the application of theoretical principles in practice
Material organized in four parts according to Bloom’s Taxonomy of the Cognitive Domain, which encourages retention, synthesis, and learning
Instructor Resources, including an Instructor’s Manual, PowerPoint Presentations, and a Test Bank
Each new copy of the text includes an access code to the Navigate Companion Website with helpful Student Resources

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Product Details

  • ISBN-13: 9781284026887
  • Publisher: Jones & Bartlett Learning
  • Publication date: 5/23/2013
  • Edition description: New Edition
  • Edition number: 2
  • Pages: 446
  • Sales rank: 186,289
  • Product dimensions: 8.00 (w) x 10.01 (h) x 0.98 (d)

Table of Contents

Foreword

Preface

Acknowledgments

Author Biographies

Contributors

Reviewers

PART 1 Leadership Foundations 1

Chapter 1 Leadership Thought 3

Introduction 3

The Purpose of This Leadership Text 4

Introduction of Leadership in Academics and Practice 8

Leaders and Systems: Individual, Group, Organization, and Industry Success 18

Bridging Theory and Practice of Leadership in Health Care: Applying Leadership Theory 18

In This Text 19

Summary 20

Discussion Questions 20

Exercises 21

References 21

Chapter 2 Determining Your Own Leadership Style 25

Introduction 25

Know Thyself: What Kind of Leader Are You? 26

Leader and Personality Assessments 29

The Relationship Between Personality Archetype and Leadership 35

Strategies to Maximize Your Nature-Versus-Nurture Leadership State of Being 35

Summary 36

Discussion Questions 36

Exercises 37

References 37

Chapter 3 Understanding Leadership as a Theory 39

Why Study Theory? 39

What Is a Theory? 40

Overview of Theory 42

Theories, Models, Constructs, Variables, and Measurements 43

Constructs 45

Key Relationships: Leadership Models to Theories to Accepted Theories 50

Descriptive and Prescriptive Leadership Models Revisited: A Conceptual Model of a Leadership Theory on Motivation 50

Summary 53

Discussion Questions 53

Exercises 54

References 54

Chapter 4 Chronology of Leadership Study and Practice 57

Introduction 58

"Great Man" and Trait Leadership Phase 59

Behavioral Leadership Phase 63

Situational or Contingency Leadership Phase 67

Summary 84

Discussion Questions 90

Exercises 90

References 91

PART 2 Leadership in Practice 95

Chapter 5 Leadership Competence I: Personal Responsibilities 97

The Complex and Dynamic Health Environment 98

Leadership Knowledge, Comprehension, Skills, and Abilities 108

Motivation and Inspiration 113

Forming Relationships, Networks, and Alliances 116

Communication and Culture 121

Summary 133

Discussion Questions 133

Exercises 134

References 134

Chapter 6 Leadership Competence II: Application of Skills, Tools, and Abilities 139

Planning 139

Decision Making and Decision Alignment 142

Training 152

Summary 155

Discussion Questions 155

Exercises 155

References 156

Chapter 7 Leadership Assessment and Research: Individual, Team, and Organization 159

Cycles of Leadership Development 160

The Crawl-Walk-Run Metaphor 161

The Crawl: Strategies for Managing Individuals 161

The Walk: Strategies for Managing Groups and Teams 165

The Run: Strategies for Leading Organizations 174

Effectiveness and Leadership Development 176

Summary 178

Discussion Questions 178

Exercises 178

References 179

Chapter 8 Leadership Models in Practice 181

The Omnibus Leadership Model 182

The Dynamic Culture Leadership Model 191

Bolman and Deal's Reframing Leadership and Management in Organizations Model 199

Lynn's Leadership Art and Science in Public Leadership and Management Model 204

Yukl's Multiple Linkage Model 204

Hargrove and Glidewell's Impossible Leadership Model 205

Analysis and Comparison of Four Models 205

Leadership Measurement Tools 207

Summary 209

Discussion Questions 209

Exercises 209

References 210

PART 3 Leadership in Health Organizations 213

Chapter 9 Leadership and the Complex Health Organization 215

Mission, Vision, Values, Strategies, Goals, Objectives, and Action Steps 216

Understanding the Internal Environment 218

Understanding the External Environment 226

Organizational Culture 229

Challenges of Change 236

Summary 236

Discussion Questions 236

Exercises 237

References 237

Chapter 10 Ethics in Health Leadership 241

Introduction 242

What Is Ethics? 242

Understanding the Patient's Spirituality Base in Decision Making 249

Ethical Codes Adopted by the Health Industry 249

The Difference Between Medical Ethics, Clinical Ethics, and Bioethics 254

A Health Leader's Challenge: Where to Start? 255

Summary 256

Discussion Questions 256

Exercises 256

References 258

Chapter 11 Measuring the Outcomes of Leadership Initiatives 261

Introduction 262

Early Efforts of the U.S. Health System in Measurement 262

Constructs, Variables, and Tools to Measure Health Leaders and Their Organizations 263

Tools to Measure Leadership Outcomes and Competencies 267

Models for Leadership Assessment and Evaluation 268

Summary 281

Discussion Questions 282

Exercises 282

References 282

Chapter 12 Understanding the Executive Roles of Health Leadership 285

Leadership for Physicians, Nurses, Administrators, and Medical Function Directors 286

Parity of Health Care 295

Summary 297

Discussion Questions 298

Exercises 298

References 298

PART 4 Leading People and Managing Resources into the Future 301

Chapter 13 Complexity, Speed, and Change: Leadership Challenges for the Next Decade 303

Cultural Differences in Leadership 303

GLOBE Leadership Study 304

Leveraging Technology 310

Leaders as Followers 311

Power, Influence, and the Basis of Power 312

Enduring Organizational Values and Beliefs 314

Knowledge Management and a Learning Organization 321

Summary 322

Discussion Questions 323

Exercises 323

References 323

Chapter 14 Leadership: A Critical Factor for the Future Success of the Industry 327

What Kind of Leader Do You Want to Be? 327

Maintaining Relevancy and Creditability 330

Development of Systems to Lead People and Manage Resources 333

Integrity 335

Relationship Building and Communication 336

Have Fun 338

Summary 338

Discussion Questions 338

Exercises 339

References 339

Chapter 15 Leading Nonperforming Employees: Leadership Responsibility 341

Introduction 341

Strategies for Coaching, Mentoring, Peer Mentoring, and Educating Nonperformers 346

Recognizing That Employee Failure Can Be a Failure of Leadership 351

Options for Discipline 352

Summary 355

Discussion Questions 356

Exercises 356

References 357

Chapter 16 Responsibilities of Mentorship and Succession Planning 359

History of Mentoring 360

The Differences Among Leading, Coaching, and Mentoring 361

Starting a Mentoring Program 364

Responsibilities of the Mentor and the Mentee 366

Succession Planning 368

Leadership Decision for Your Leadership System 368

Summary 373

Discussion Questions 374

Exercises 374

References 374

Appendix Leadership in Practice: Cases and Insights 377

Introduction 377

Introducing the Health Leader: James H. Stephens, DHA, MHA, FACHE 378

Introducing the Health Leader: Donald M. Bradshaw, MD, MPH, FAAFP, FACHE, FACPE 382

Introducing the Health Leader: Michael Sack 388

Introducing the Health Leader: Susan Reisinger Smith, DHA, MSN, RN 392

References 398

Index 399

Photo Credits 409

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