2. Chapter 2
LEADERSHIP

3. 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

4. Figure 2-1: Leadership and Management Focus

5. 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

6. 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

7. 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

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

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

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

11. Table 2-6 Leadership Domains and Competen-cies

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

13. 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

14. 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

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

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

17. 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

18. 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