Intro -- Title Page -- Copyright Page -- Dedication Page -- Brief Contents -- Contents -- Preface -- New to This Edition -- Foreword -- A Note from the Authors -- In This Text -- Acknowledgments -- Author Biographies -- Contributors -- Chapter 1 Leadership Thought -- Introduction -- Why Study Leadership? -- Introduction to Leadership in Academics and Practice -- Leaders and Systems: Individual, Group, Organization, and Industry Success -- Descriptive and Prescriptive Theories -- The Study of Leadership: What's in It for Me? -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 2 Determining Your Own Leadership Style -- Introduction -- Know Thyself: What Kind of Leader Are You? -- Leadership and Personality Assessments -- The Relationship Between Personality Archetype and Leadership -- Strategies to Maximize Your Nature-Versus-Nurture Leadership State of Being -- Using What You Learn About Yourself -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 3 Today's Health Leadership Challenges -- Introduction -- Political Influence -- Legislation and Statutes -- The Iron Triangle of Health Care -- The Donabedian Model -- Disruptive Innovation -- Public Health -- Healthcare Delivery -- Resources, Reimbursement, and Funding -- Reimbursement -- Funding -- Sociodemographic Factors -- The 4 Ps of Health Analytics -- Technology and Advancements -- Efficacy and Value of the System -- System Feedback -- Structures, Process, and Outcomes -- Complexity and Change -- Population and Community Health Needs -- Systems Knowledge and Thinking -- Finance -- Human Resources -- Healthcare Supply Chain -- Project Management -- Goal-Setting Theory -- Communication and Cultural Competence -- Interpersonal Relationship Ability -- Change and Organizational Culture Competence -- The Dynamic Culture Leadership Model -- Team Building.

Summary -- Discussion Questions -- Exercises -- References -- Chapter 4 Chronology of Leadership Study and Practice -- Introduction -- Great Man and Trait Leadership Phase -- Behavioral Leadership Phase -- Situational or Contingency Leadership Phase -- Leadership as Managing Organizational Culture -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 5 Leadership Competence I: Professional Competencies and Personal Skills and Responsibilities -- Competencies in the Health Profession -- Competency Assessment Tools -- The Complex and Dynamic Health Environment -- The Complex and Highly Educated World of the Health Workforce -- Leadership Knowledge, Comprehension, Skills, and Abilities -- Motivation and Inspiration -- Power, Influence, and the Basis of Power -- Forming Relationships, Networks, and Alliances -- Communication and Culture -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 6 Leadership Competence II: Application of Skills, Tools, and Abilities -- Planning -- Situational Assessment and Environmental Scanning -- Decision-Making and Decision Alignment -- Professional Development -- Continuing Health Education: Competency Attainment -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 7 Leadership Career Assessment and Research: Individual, Team, and Organization -- Cycles of Leadership Development -- The JuMpS Model -- The Junior Stage: Strategies for Managing Individuals -- The Mid-Position: Strategies for Managing Groups and Teams -- The Senior Health Leader: Strategies for Leading Organizations -- Effectiveness and Leadership Development -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 8 Leadership Models in Practice -- Introduction -- Inter-Professional Team Model: PAARP -- The Dynamic Culture Leadership Model -- DCL and Organizational Culture.

Bolman and Deal's Reframing Leadership and Management in Organizations Model -- Lynn's Leadership Art and Science in Public Leadership and Management Model -- Yukl's Multiple Linkage Model -- Hargrove and Glidewell's Impossible Leadership Model -- Analysis and Comparison of Four Models -- Leadership Measurement Tools -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 9 Leadership and the Complex Health Organization: Strategically Managing the Organizational Environment Before It Manages You -- Mission, Vision, Values, Strategies, Goals, Objectives, and Action Steps -- Understanding the Internal Environment -- Understanding the External Environment -- Organizational Culture -- Challenges of Change -- Strategic Relationships as a System for Leadership Concern -- Different Needs-Different Sourcing Business Models -- Relating CAAVE to Strategic Relationships -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 10 Ethics in Health Leadership -- Introduction -- What Is Ethics? -- The Ethics of Policy Making and Treatment in the United States -- Ethical Codes Adopted by the Health Industry -- The Difference Between Medical Ethics, Clinical Ethics, and Bioethics -- A Health Leader's Challenge: Where to Start? -- Regulatory Compliance -- Ethics of Promise Keeping and Leadership Bankruptcy -- Social Media and Moral Considerations -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 11 Measuring the Outcomes of Leadership Initiatives -- Introduction -- Early Efforts of the U.S. Health System in Measurement -- Constructs, Variables, and Tools to Measure Health Leaders and Their Organizations -- Health Leader Competency Model Revisited -- Tools to Measure Leadership Outcomes and Competencies -- Models for Leadership Assessment and Evaluation -- Baldrige National Quality Award -- Summary.

Discussion Questions -- Exercises -- References -- Chapter 12 Essential Leadership Knowledge in Health Quality and Safety -- Introduction -- Accreditation and Continuous Readiness -- Quality Metrics -- Strategic Alignment -- Data Transparency and Public-Facing Programs -- Quality Improvement -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 13 Complexity, Speed, and Change: Leadership Challenges for the Next Decade -- Cultural Differences in Leadership -- GLOBE Leadership Study -- Cultural Competence -- Leveraging Technology -- Leaders as Followers -- Power, Influence, and the Basis of Power -- Enduring Organizational Values and Beliefs -- Knowledge Management and a Learning Organization -- What Kind of Leader Do You Want to Be? -- Maintaining Relevancy and Credibility -- Development of Systems to Lead People and Manage Resources -- Integrity -- Relationship Building and Communication -- Have Fun -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 14 Leadership and Advocacy: Complementary Roles to Create Change -- Introduction -- Definition of Advocacy -- Levels of Advocacy -- Goal of Advocacy -- Advocacy Versus Lobbying -- History of Healthcare Professional Advocacy -- Is Advocacy a Professional Obligation of Health Leaders? -- Advocacy as a Means for Leadership Development -- Measuring Advocacy -- Advocacy Impact Model -- Power and Advocacy -- Health Leadership Competencies Necessary for Effective Advocacy -- Policy Window -- Rulemaking and Implementation -- Summary -- Discussion Questions -- References -- Chapter 15 Leading Nonperforming Employees: Leadership Responsibility -- Introduction -- Strategies for Coaching, Mentoring, Peer Mentoring, and Educating Nonperformers -- Recognizing That Employee Failure Can Be a Failure of Leadership -- Options for Discipline.

Disruptive Physician Behavior: Another Aspect of Nonperformance -- Learning from Leaders Who Fail Us -- Leaders Chosen Based on Gender, Ethnicity, or Race -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 16 The Health Leader, Information, Decisions, and Creating a Knowledge Culture: The 4 Ps of Health Analytics Adoption -- Introduction -- Situational Analysis: Catalyst to Integrated Information Necessity -- American Hospital Association Perspectives -- Paths to Transformational Change -- Health Equity: AHA Equity Care Report -- The Joint Commission (TJC) Perspectives -- Governmental Imperatives -- Integrated Information Required: Need for Technology and Informatics Solutions -- HIMSS Analytics DELTA Powered Maturity Model -- Integration of 4 Ps, HIMSS Analytics DELTA, and EMRAM Models -- 4 Ps of Health Analytics Adoption -- Summary -- Discussion Questions -- Exercises -- Additional Resources -- References -- Chapter 17 Leadership in the Healthcare Payer Ecosystem -- Introduction -- Understanding Health Insurance and Macro Model Competency Integration -- The Complex and Changing Dynamics of the U.S. Healthcare Payer Ecosystem -- The Free Market Realities in the U.S. Healthcare Market -- The History and Evolution of the U.S. Health Insurance Industry -- The Role and Function of the Health Insurance Plan | Facilitating Healthcare Delivery -- How the U.S. Healthcare System Provides Coverage: Public and Private Options -- Leading in Complexity: The Macro Model, Leadership Competencies, and the Health Insurance Industry -- Summary -- Discussion Questions -- Exercises -- References -- Chapter 18 Responsibilities of Mentorship and Succession Planning -- History of Mentoring -- The Differences Among Leading, Coaching, and Mentoring -- Starting a Mentoring Program -- Mentoring and Organizational Change.

Responsibilities of the Mentor and the Mentee.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2023. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.