Chapter 2 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 2-1: Leadership and Management Focus

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 Transformational approach Formal studies for the last 100 years Team leadership Self-Actualization Leadership Great man theory Style approach Adaptive Leadership Situational Global Leader Contingency or Path-Goal Leader-Member Exchange

Contemporary Models Self-Actualized Leadership Theories Emotional Intelligence Authentic Leadership 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 2-6 Leadership Domains and Competen-cies

Leadership Protocols Appropriate ways a 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 Espouses meaning for healthcare delivery

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

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

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

Patient Protection and Affordable Care Act Does not provide full health care reform Will alter the way health insurance is administered Call for a new breed of healthcare leaders Challenging times Key elements of success will be perspective, adaptability and passion

Leaders Looking to the Future Leadership can be taught Continual leadership development Professional association memberships Look for partners Keeping current Reassess how he/she fits into organization Consider succession planning