Topic: The Modern Healthcare Leader

Order Description
Deliverable Length: 10-12 pages + at least 7 scholarly or peer-reviewed references

Assignment Objectives

Differentiate between existing operations and proposed operational changes, including influences to operations and budgets.
Explain the differences between internal and external departmental interaction and how each can be controlled and monitored to achieve desired outcomes.
Assess communications channels vertically and horizontally in organizations and the implications.
Plan team building activities and conflict resolution to overcome barriers to performance.
Compose a plan to deal with issues in ethics and workplace diversity.
Research Project: Case Study

Choose a real health care organization to study. Interview 1 key leader who is involved in the organization’s health care delivery. Based on questions asked and
answers given, the report will summarize the questions and answers and then present detailed information evaluating the following:
•Interdepartmental interaction, communications, team building activities and conflict resolution techniques, ethics and workplace diversity programming, proposed
operational changes, and how these changes may impact operations and budgets

Below is a list of articles and summary descriptions on effective leadership practices in health care. Use the online library to search for the complete article at
https://mycampus.aiu‐online.com/portal/5/library/pages/libraryhome.aspx. Article 1: Fibuch, E. E. (2011). Failure of senior leadership: Is this a problem in your
hospital? Physician Executive, 37(2), 46‐50. The article looks at the reasons behind failed leadership in the context of health care organizations in the U.S. It
provides stages of derailment of senior leadership including the leader’s failure to be self aware of themselves and others, pride and arrogance and missing the
warning signs from feedback on their declining performance. It lists the most common leadership shortcomings which include lack of enthusiasm, lack of clear vision
and direction and having poor judgment. Article 2: Hernandez, J. S. (2011). Am I demoralizing my staff? 10 questions to ask. Physician Executive, 37(3), 60‐63. The
article focuses on the questions that all physician leaders should ask themselves to ensure that they lead and not bring down their staff in the U.S. It states that
leaders should ask if they are autocratic, a leadership style that is ineffective in the long run in the health care environment. It notes that leader may have a
vision but if it is not clearly spelled out and shared, it will be impossible for others to follow. Article 3: Merrelly, P. (2012). Effective change management: The
simple truth. Management Services, 56(2), 20‐23. The article outlines six steps for effective change management in corporations. Topics include research carried out
by global consulting firm Towers Watson which identified organizational changes and effective change management practices, including the role leadership has in
providing direction and inspiring employee confidence and how communication advances understanding and increases employee motivation. Additional information is
presented on the importance of learning activities, corporate measurement of success, and sustaining effective change management strategies. Article 4: Smet, A. D.,
Lavoie, J., & Hioe, E. S. (2012). Developing better change leaders. McKinsey Quarterly, (2), 98‐104. The article discusses the importance to business executives of
strong leadership skills when implementing significant change, and describes three successful cases of change
ARTICLES ON HEALTH CARE LEADERSHIP

2
management. In one, a director of sourcing and logistics was able to promote interpersonal interactions among staff as she changed the firm’s sourcing system. A
European plant manager achieved his mandate to increase yields by getting out of his office and spending more time talking with employees, in the process learning for
the first time about various areas that needed improvement. Also describes is the case of a plant manager in France who needed the help of his workers to transfer
operations to another country. Article 5: Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service
motivation, and mission valence. Public Administration Review, 72(2), 206‐215. This article contributes to our understanding of public service motivation and
leadership by investigating ways in which organizational leaders can reinforce and even augment the potential effects of public service motivation on employees’
attraction to the organization’s mission (mission valence). The results contribute to two research questions. First, the findings provide new evidence on the sources
of public service motivation. The authors find that transformational leadership is an organizational factor associated with higher public service motivation. Second,
the article examines the relationship between transformational leadership and mission valence. The authors find that transformational leadership has an important
indirect effect on mission valence through its influence on clarifying organizational goals and fostering public service motivation.

For a resource guide on using the online library to search for references, please click here.
In addition, the behavioral health staff, as well as all other hospital staff, have access to refer specifically to the social work department for any case that may
involve more extensive efforts. For example, it is fairly normal to assess a geriatric patient and determine that perhaps it is unsafe for he or she to return to
his/her previous living environment. In cases such as these, staff have the ability to refer the patient to social work to continue working on this issue in
conjunction with the patient.

In summary, there are a number of efforts geared toward supporting the older adult patients being treated. Ongoing training, using a systems-based approach, and having
a collaborative work environment all contribute to being able to address the overall health and wellbeing of older adults. It is critical for, not only older adult
patients but, any patient being treated at the hospital to receive care in a manner that is adherent to legal, ethical, and professional standards.

Perez-Carceles, M. D., Lorenzo, M. D., Luna, A., & Osuna, E. (2007). Elderly patients also have rights. Journal of Medical Ethics, 33,712-716

Topic: The Modern Healthcare Leader

Order Description
Deliverable Length: 10-12 pages + at least 7 scholarly or peer-reviewed references

Assignment Objectives

Differentiate between existing operations and proposed operational changes, including influences to operations and budgets.
Explain the differences between internal and external departmental interaction and how each can be controlled and monitored to achieve desired outcomes.
Assess communications channels vertically and horizontally in organizations and the implications.
Plan team building activities and conflict resolution to overcome barriers to performance.
Compose a plan to deal with issues in ethics and workplace diversity.
Research Project: Case Study

Choose a real health care organization to study. Interview 1 key leader who is involved in the organization’s health care delivery. Based on questions asked and
answers given, the report will summarize the questions and answers and then present detailed information evaluating the following:
•Interdepartmental interaction, communications, team building activities and conflict resolution techniques, ethics and workplace diversity programming, proposed
operational changes, and how these changes may impact operations and budgets

Below is a list of articles and summary descriptions on effective leadership practices in health care. Use the online library to search for the complete article at
https://mycampus.aiu‐online.com/portal/5/library/pages/libraryhome.aspx. Article 1: Fibuch, E. E. (2011). Failure of senior leadership: Is this a problem in your
hospital? Physician Executive, 37(2), 46‐50. The article looks at the reasons behind failed leadership in the context of health care organizations in the U.S. It
provides stages of derailment of senior leadership including the leader’s failure to be self aware of themselves and others, pride and arrogance and missing the
warning signs from feedback on their declining performance. It lists the most common leadership shortcomings which include lack of enthusiasm, lack of clear vision
and direction and having poor judgment. Article 2: Hernandez, J. S. (2011). Am I demoralizing my staff? 10 questions to ask. Physician Executive, 37(3), 60‐63. The
article focuses on the questions that all physician leaders should ask themselves to ensure that they lead and not bring down their staff in the U.S. It states that
leaders should ask if they are autocratic, a leadership style that is ineffective in the long run in the health care environment. It notes that leader may have a
vision but if it is not clearly spelled out and shared, it will be impossible for others to follow. Article 3: Merrelly, P. (2012). Effective change management: The
simple truth. Management Services, 56(2), 20‐23. The article outlines six steps for effective change management in corporations. Topics include research carried out
by global consulting firm Towers Watson which identified organizational changes and effective change management practices, including the role leadership has in
providing direction and inspiring employee confidence and how communication advances understanding and increases employee motivation. Additional information is
presented on the importance of learning activities, corporate measurement of success, and sustaining effective change management strategies. Article 4: Smet, A. D.,
Lavoie, J., & Hioe, E. S. (2012). Developing better change leaders. McKinsey Quarterly, (2), 98‐104. The article discusses the importance to business executives of
strong leadership skills when implementing significant change, and describes three successful cases of change
ARTICLES ON HEALTH CARE LEADERSHIP

2
management. In one, a director of sourcing and logistics was able to promote interpersonal interactions among staff as she changed the firm’s sourcing system. A
European plant manager achieved his mandate to increase yields by getting out of his office and spending more time talking with employees, in the process learning for
the first time about various areas that needed improvement. Also describes is the case of a plant manager in France who needed the help of his workers to transfer
operations to another country. Article 5: Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service
motivation, and mission valence. Public Administration Review, 72(2), 206‐215. This article contributes to our understanding of public service motivation and
leadership by investigating ways in which organizational leaders can reinforce and even augment the potential effects of public service motivation on employees’
attraction to the organization’s mission (mission valence). The results contribute to two research questions. First, the findings provide new evidence on the sources
of public service motivation. The authors find that transformational leadership is an organizational factor associated with higher public service motivation. Second,
the article examines the relationship between transformational leadership and mission valence. The authors find that transformational leadership has an important
indirect effect on mission valence through its influence on clarifying organizational goals and fostering public service motivation.

For a resource guide on using the online library to search for references, please click here.
In addition, the behavioral health staff, as well as all other hospital staff, have access to refer specifically to the social work department for any case that may
involve more extensive efforts. For example, it is fairly normal to assess a geriatric patient and determine that perhaps it is unsafe for he or she to return to
his/her previous living environment. In cases such as these, staff have the ability to refer the patient to social work to continue working on this issue in
conjunction with the patient.

In summary, there are a number of efforts geared toward supporting the older adult patients being treated. Ongoing training, using a systems-based approach, and having
a collaborative work environment all contribute to being able to address the overall health and wellbeing of older adults. It is critical for, not only older adult
patients but, any patient being treated at the hospital to receive care in a manner that is adherent to legal, ethical, and professional standards.

Perez-Carceles, M. D., Lorenzo, M. D., Luna, A., & Osuna, E. (2007). Elderly patients also have rights. Journal of Medical Ethics, 33,712-716