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Becoming a Healthcare Leader introduces readers to theories, philosophies, strategies, methods, techniques, and lessons that have proven effective when applied to the field of healthcare management. The book shares insights from experienced hospital and healthcare leaders and prepares students for success in entry-level administrative positions and beyond. The material explores the important role leadership plays in an industry in transition, as well as what is needed to become an effective healthcare leader. In addition, it addresses specific leadership skills such as creating a culture of collaboration, fostering accountability, and putting motivational theories into practice. Students also learn about creating a strategic vision, developing a business planning cycle, marketing health service delivery, making business presentations, and dealing with the media. Becoming a Healthcare Leader is a practical tool for teaching and learning about becoming an effective healthcare leader at any level or position. It can be used in general healthcare management and leadership classes by those focused on becoming an effective healthcare leader, as well as by those already practicing leadership in a health service organization. Featuring newly added discussion questions, the book is equally effective for in-class, online, and hybrid courses. Steven B. Reed, FACHE holds a master's degree in health administration from Indiana University-Purdue University, Indianapolis, where he serves as the Executive in Residence and lecturer for the MHA Program in the Richard M. Fairbanks School of Public Health. Professor Reed is a Fellow in the American College of Healthcare Executives and President of Magellan Management Group, LLC, a healthcare consulting company. He has over 30 years experience in hospital administration in both proprietary and not-for-profit community hospitals. His consulting experience includes work with tertiary care, single specialty and critical access hospitals, and community-based health service organizations. Other Cognella titles by Steven Reed: Becoming a Healthcare Leader (First Edition)
Two renowned experts in healthcare transformation show how leaders are implementing behavior-driven strategies to ensure quality care and create lasting change. Healthcare is in the midst of a massive disruption. With financial structures in tatters and the future uncertain, this is the moment to begin the revolution. But first, leaders need to learn how to support staff at all levels as they make transformational improvements in care. This book demonstrates that real change is very personal and has to start at the top―whether you’re an executive, governing board member, manager, or physician. A powerful new approach to healthcare leadership, this book showcases executives in health systems around the world as they: Practice behavior-based solutions to organizational problems Learn how to support continuous improvement Be more present in their leadership role Learn how to reflect and assess themselves as leaders Achieve better results for patients Drawing on a wealth of behavioral research, industry case studies, and personal insights from healthcare professionals, the authors explore how change actually happens—from the inside out, top to bottom, throughout the whole organization. You’ll learn how healthcare systems led by people who are compassionate, principled, and engaged can undergo profound and lasting transformation. Find proven strategies for cultivating principle-driven behaviors that can turn the remotest possibilities on the healthcare horizon into a new working reality. This is more than a leadership guide to revolutionizing healthcare. This is about being a force for change that makes life better for patients, caregivers, and all stakeholders. If you want to take the lead in making change happen, start with Becoming the Change.
Preceded by Becoming an effective health care manager / by Len Sperry. c2003.
Leadership in Healthcare opens up the world of leadership studies to all healthcare professionals. Physicians, nurses, and other healthcare professionals spend thousands of hours studying the science and technology of healthcare, and years or even decades putting into practice recent findings in molecular biology, clinical diagnostics, and therapeutics. By contrast, the topic of leadership and the traits of effective leaders tend to receive remarkably little attention. Yet no less vital than an understanding of how to interpret diagnostic tests and design care plans is a grasp of healthcare's organizational side, including the operation of multidisciplinary care teams, academic departments, and hospitals. If patient care, education, research, and professional service are to thrive in years to come, we must do a better job of preparing healthcare professionals to lead effectively. Composed of insightful and thought-provoking essays on the key facets of leadership, this book is designed to meet the needs of several important constituencies, including educators of health professionals who wish to incorporate leadership into their educational programs; health professional organizations seeking to enhance their members' leadership effectiveness, and individual health professionals who wish to embrace leadership in their personal and professional lives. This book represents a vital resource for health professionals who wish to enhance the quality of leadership in health professions education, practice, and professional development. In addition to regularly caring for patients, Richard Gunderman, MD PhD MPH brings to this discussion a wealth of personal experience in professional and organizational leadership.
In the ever-changing healthcare environment, the profession of healthcare management needs strong leaders who will rise to the challenges of today and carry organizations into the future. The Emerging Healthcare Leader: A Field Guide is an essential resource for those in the early stages of becoming a healthcare leader. Packed with tactics, tips, and illuminating straightforward examples, this book is an indispensable guide to building your career in healthcare leadership. Honestly and authentically, authors Laurie Baedke and Natalie Lamberton offer practical suggestions and share anecdotes, personal stories, and important lessons learned from their own professional experiences. The book covers: - Developing self-awareness - Practicing self-management - Cultivating your personal brand - Launching your career - Understanding and refining your leadership style - Learning and rebounding from failures - Maximizing your internship opportunities - Mastering the interview process This second edition includes new chapters on emotional intelligence and successful onboarding. Valuable content on technology, social media, online presence, networking, and professional decorum has been updated and expanded. Four new "Notes to My 25-Year-Old Self" from distinguished healthcare leaders are sources of additional inspiration and insight for readers. Whether you're a newcomer to healthcare management or transitioning into a leadership role, The Emerging Healthcare Leader: A Field Guide provides the advice and ideas you need to advance your career. "More than theory, The Emerging Healthcare Leader: A Field Guide is your road map for that journey. A refreshing and practical tool, this should be your handbook, your back-pocket how-to resource as you traverse the early years of your leadership career." --Rulon F. Stacey, PhD, FACHE, Chairman (2011-2012), American College of Healthcare Executives
Instructor Resources: Test bank, PowerPoint slides, and answers to end-of-chapter discussion questions In healthcare, strong leadership is crucial. Today's volatile and ever-changing environment calls for a new set of leadership skills. As cost reduction, quality improvement, and management of scarce resources become increasingly important, healthcare leaders must know how to build a positive culture, manage change and conflict, establish trust, promote creativity and innovation, and empower every staff member in their organization to succeed. Principles of Healthcare Leadership provides complete coverage of the topics most vital to the success of a healthcare leader. Beginning with foundational leadership theory, including a discussion of power and influence, the book then explores distinct leadership styles and skills, the importance of organizational culture building, and strategies for leading people in healthcare delivery. Additional key topics include: Creativity and innovation Entrepreneurship Trust Change and conflict Leadership development and trends Team performance End-of-chapter summaries and discussion questions allow students to review and apply each chapter's concepts while they learn. Five comprehensive leadership case studies provide opportunities to integrate and apply skills featured in the book. The future of healthcare is now, and this book will guide leaders, current and future, as they manage daily change and growth in their redesigned healthcare organization.
Health care organizations are challenged to improve care at the bedside for patients, learn from individual patients to improve population health, and reduce per capita costs. To achieve these aims, leaders are needed in all parts of the organization need positive solutions. Transforming Health Care Leadership provides healthcare leaders with the knowledge and tools to master the unprecedented level of change that health care organizations and their leaders now face. It also challenges management myths that served in bureaucracies but mislead in learning organizations.
The COVID-19 Pandemic has been an ultimate challenge for leadership resiliency. Resilient leaders are thoughtful and deliberate. They balance logic and emotion, ego and humility. They lead through compassionate empathy by focusing on the ‘how’, not only the ‘what’. They use their influence to drive positive change, diversity and inclusion, and create an equitable community. Most books on resilient leadership appear to focus on spirituality and tools to grow an “unshakable core of calm, strength, and happiness” or “bounce back without getting stuck in the toxic emotions of guilt, false guilt, anger, and bitterness”. These books are very similar to handbooks focusing on mental toughness and providing guides for overcoming adversity and managing negative emotions. This book, however, defines resilience as a critical competency of high-performing leaders. Leaders must cultivate resilience in themselves and foster it throughout their organizations and multidisciplinary teams in order to adapt and succeed. Resilience in Healthcare Leadership is differentiated by offering practical strategies and self-assessment instruments for identifying strengths and weaknesses and for developing and sustaining the performance of resilient leaders. The book will also focus on best practices to help build a talent pipeline and develop resilient care team leaders to effectively manage the challenges of disruptive environments. Whether senior or mid-level manager the reader will learn to apply knowledge and skills to initiate cultural change, assess strengths and weaknesses, align leadership roles with organizational goals, and position themselves to become a resilient leader. The reader will also learn how to identify message strategies consistent with stakeholders’ needs, resolve conflicts, lead multidisciplinary teams, and realize the impact of resilient leadership in influencing outcomes. Takeaways and tools are included to guide progressive learning and leadership development and build a strong succession pipeline, to help organizations become more prepared to respond to challenges facing healthcare leaders in the future.
Hospitals have long relied on the heroics of one brilliant nurse or doctor to save the day. Such heroics often result in temporary workarounds and quick fixes that leave not only patients and quality care at risk, but also increase costs. This is the story of an organization breaking that habit. Like a growing number of healthcare organizations around the world, ThedaCare, Inc. has been using lean thinking and the principles of the Toyota Production System to improve quality of care, reduce waste, and become more reliable. But lean thinking was incompatible with ThedaCare’s old top-down, hero-based system of management. Kim Barnas, former SVP of ThedaCare, shows us how she and her team created a management system that is stable and lean, to spur continuous improvement. Beyond Heroes shows the reader, step by step, how ThedaCare teams developed the system, using the stories of its doctors, nurses and administrators to illustrate. The book explores each of the eight essential components of the lean system, from front-line problem solving with the scientific method to daily team huddles and creating standard work for leaders all the way to the top of an organization. Finally, the author introduces four executives from healthcare systems across North America who have implemented ThedaCare’s system and share the lessons they learned along the way. Beyond Heroes is not just a call to action or an argument for a better healthcare system. It is a necessary roadmap through the rocky terrain ahead, one that healthcare leaders can customize to their special needs.
The Future of Nursing explores how nurses' roles, responsibilities, and education should change significantly to meet the increased demand for care that will be created by health care reform and to advance improvements in America's increasingly complex health system. At more than 3 million in number, nurses make up the single largest segment of the health care work force. They also spend the greatest amount of time in delivering patient care as a profession. Nurses therefore have valuable insights and unique abilities to contribute as partners with other health care professionals in improving the quality and safety of care as envisioned in the Affordable Care Act (ACA) enacted this year. Nurses should be fully engaged with other health professionals and assume leadership roles in redesigning care in the United States. To ensure its members are well-prepared, the profession should institute residency training for nurses, increase the percentage of nurses who attain a bachelor's degree to 80 percent by 2020, and double the number who pursue doctorates. Furthermore, regulatory and institutional obstacles-including limits on nurses' scope of practice-should be removed so that the health system can reap the full benefit of nurses' training, skills, and knowledge in patient care. In this book, the Institute of Medicine makes recommendations for an action-oriented blueprint for the future of nursing.