Introduction to Healthcare Leadership and Management I

[Audio] Introduction to Healthcare Leadership and Management I Chapter 2: Leadership.

[Audio] In this mini lecture I'm going to cover leadership against management the history of leadership in the United States contemporary leadership models leadership styles boards and governance barriers for leaders and then finally talk about leaders and the future..

[Audio] Are leadership and management the same thing? Non they are not the same Leaders take a focus that is more external Communicating and aligning with outside groups that can benefit (partners community vendors) or influence (government public agencies media) their org. Leaders are more forward thinking and need to think of the big picture Different competencies than managers (Page 19) Set a direction Motivate employees and stakeholders Leaders are usually the C-E-O Administrator or Director of an org. Managers take a more internal focus Examples: Chief Nursing Officer Physician Director Information Officer. Can be leaders in their own areas but focus is more internal concerning operations (there is crossover into various areas) Are needed to make certain that: organizational tasks are carried out in the best way possible to achieve organizational goals appropriate resources including financial and human resources are adequate to support the organization At the end of the day – the role of a manager is to ensure that the unit service division or organization they lead achieves high performance..

[Audio] Management is the process comprised of social and technical functions and activities occurring within organizations for the purpose of accomplishing predetermined objectives through human and other resources. Managers work through others to accomplish organizational goals. There are 6 key management functions Planning Direction Organizing – Design of org. Staffing – Human Resources Controlling – Monitoring and taking corrective action Directing – Initiating action through motivation/communication Decision Making – Benefits against drawbacks Key Competencies Conceptual Skills Technical Skills Interpersonal Skills.

[Audio] I like this quote. It is a good summary of what leadership is. Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it and the process of facilitating individuals and collective efforts to accomplish shared objectives..

[Audio] True leaders will recognize the importance of respect. Can everyone be a leader? Should everyone be a leader? What about followership? Do leaders need to know how to follow? Can leadership be taught? 9 Characteristics of Leaders Curious Creative Communicator Character Courage Conviction Charisma Competent Common sense.

[Audio] Great Man Theory (1920's): Developed out of the idea that certain traits determined good leadership Tall Male White Strong This Comes From The Traditional "warrior Class" Style Approach (Post WWII; 40's/50's) Luckily things changed Resources were in scarce supply Focus on Results (Completing tasks) Relationship building (Creating good relationships) Good leaders will be attentive to both Situational Approach (1960's): Society began to focus on helping people Adjust behavior to fit the situation and needs of subordinates(Adaptability) Contingency Theory (Popular in 1970's) Built upon Style Approach and Situational Approach Leaders should not have to change the way they lead but appropriate leaders should be selected from the beginning. Path-Goal Theory Similar to contingency: placed attention on the leader's style and the work situation but also recognized importance of setting goals for employees. Leaders job to remove obstacles in the way of employees. Leader-Member Exchange Theory (Late 1970's) Members of society did not feel Vietnam was a necessary war. The way people felt became important Focused on interactions between leaders and followers Relationships are important (high quality exchanges) Transformational Theory (1980's) Post Vietnam – Leaders needed to transform organizations (Ronald Reagan) Nurture employees allow them to change the organization. Team Oriented (1990's) Total Quality Management/Continuous Quality Improvement Attention was placed on developing teams to do work Team members were expendable but team entity is important..

[Audio] Emotional Intelligence Certain set of skills (intrapersonal and interpersonal?) that a person needs to be well adjusted in today's society (Daniel Goleman) Self awareness – Does your character/value system match the organization Self-regulation – Adaptability & Reflection Motivation – Being driven to succeed Empathy – Sensitivity to diverse needs Social skills – Ability to communicate and inspire E I suggests a leader be more caring confident and enthusiastic who can establish good relationship with workers. Inspirational Leadership Focus is on leaders who inspire by giving people what they need. Can be very different from what they want Are not perfect and expose weaknesses so people can relate better Tough empathy – Care passionately about their employees but do not provide too much support. This leadership style is perhaps the most recognizable. It relies on the leader's ability to inspire people by weight of the leader's personality and ability to read the audience. Diversity Leadership In this world of diversity; leaders must be capable of recognizing diversity (ideas cultures geography) and create a leadership style that encompasses all needs of each audience or stakeholder group. Environment should be assessed so that goals can be set that embrace diversity for a particular organization. The leader who recognizes the importance of diversity and designs its acceptance into the organizational culture will be most successful. Servant Leadership Healthcare is unique in many ways. In a servant leadership role the leader must understand and empathize with people whose professional following is to serve others. Motivated by the need to serve others. Gives credit to others who have contributed to the whole. Leads by meeting the needs of the team. Spirituality Leadership Not religion Emphasis is on ethics values relationship skills and the promotion of work life balance. Entails using the spiritual nature of individuals to create a common goal. Develop others to find meaning in work Increase production This is not the same as proclaiming a special relationship with a higher being; like we see during a political campaign..

[Audio] Coercive – When power is used inappropriately to get a desired response from a follower. Shouldn't be used unless leader is dealing with problematic & underperforming employees...usually lower level employees or production-based professions Participative High level technical leaders. Employees May know more than supervisor. Employees respond better if asked to participate Pacesetting – Leader sets high performance standards for his/her followers. Effective when employees are self motivated and highly competent (scientists intensive care nurses) Coaching – Leader focuses on the personal development of his/her followers rather than work tasks. Top personnel that are highly competent Almost coaching to allow them be their own leaders.

[Audio] There are some core competencies a leader will need: Behavioral (Self development interpersonal organizational) Decisiveness Entrepreneurial Maintaining work/life balance Technical/Functional (Necessary but not sufficient enough) Negotiating skills Problem solving Strategic vision Knowledge of the business Marketing Writing.

[Audio] Leaders are role models for organizations. Your actions are watched by employees all the time. (Messages are being sent).

[Audio] Leaders can be groups of people not just individuals. Boards of Trustees are required by law for all N-F-P organizations. Their responsibilities are circumscribed by statute and case law. FP organizations will also have Boards of Directors. Also physician offices long-term care facilities et cetera In either case the Board is ultimately responsible for institutional policy and performance..

[Audio] The healthcare industry is dynamic: the only constant is change. Laws and regulations – inhibit certain business practices Lack of cohesion among stakeholders (physicians are not always controlled by medical organizations where they work) New technology – Costly…too costly? Will it be a barrier to future progress. Patient safety – Shift from following up on errors to preventing them. Instill a culture of safety. Resource Limitations Economy.

[Audio] Often times clinical people are promoted to leadership roles. More university programs for health administrators or executive health administrator programs Healthcare services expected to grow due to aging population – more opportunities for you. Professional Organizations that support leaders. Leaders need to be concerned about the future..

[Audio] Management is not leadership. Remember the differences and examples. Leadership theories shift over time often times reflecting society. Leaders are not only comprised of individuals Leaders constantly think about the future.