MHA 670 Belhaven University Organizational Leadership Fit Traits Discussion

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MHA 670

Belhaven University

MHA

Description

After completing the Hall lecture and reading assignments, develop an 800-1000 word written response paper to the following question. Papers must include a substantive elaboration on the topic as well as support from scripture. Do not use the question in your response.

  • According to the course text, leaders should be focused on issues of “fit”. Discuss at least three of your personal leadership characteristics and evaluate their fit with the leadership skills needed in the emerging healthcare system.

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Health Administration Capstone MHA 670 Hall #2 Complexity, Chaos, and Change Introduction to Hall • Change in work and leadership • Different values and interactions • Reformulate the value in healthcare • Challenge current measurement assumptions • Creation of more reflective models 2 Topics Covered • Biblical worldview and new age leadership • Complexity • Chaos • Change • Primary vs. Secondary Greatness • Evidentiary Leadership • Healthcare Valuation Model 3 Hall Objectives • Discuss how Christian worldview might impact the changes in the 21st century workplace in forming the context for new-age leadership. • Develop personal goals for adapting to the leadership role in the presence of chaos and complexity while maintaining a Biblical worldview perspective. 4 Hall Objectives (cont.) • Identify the critical principles of competent clinical leadership. • Review the major drivers for documentation of value-based outcomes. • Describe innovative leadership strategies for measurement in complex social systems. 5 Hall Objectives (cont.) • Gain an appreciation of the realities and challenges of creating more robust measurement models reflecting the complexity of healthcare. • Discuss the utility of the Healthcare Valuation Model as a guide for transforming healthcare. 6 Biblical Worldview Application • 1 Peter 4:10 ▫ Our gift from God ▫ Our task  To be good stewards 7 Living In The Potential • Provides a context for meaning • Why workers work • Individual value and meaning of work • Motivation for growth • Focus on the journey 8 Living In The Potential Primary Greatness • Achieved through character • Three character traits ▫ Integrity  The value we place on ourselves ▫ Maturity –  The balance between courage and consideration. ▫ Abundance Mentality  There is plenty out there for everybody. 10 Leadership Principles 1. Wholes Are Made Up of Parts ▫ Always interacting with each other ▫ System mind-set give direction and purpose ▫ “Goodness of Fit”  Point of service and overall work ▫ See and live in systemness 11 Leadership Principles (cont.) 2. All Health Care Is Local ▫ Local relationships ▫ Structure  Function: Integrity and sustainability  Only the amount needed to be effective ▫ Flow and fluidity ▫ More dynamic than static ▫ Stoking the expectation for changes 12 Inside-Out • Start first with self • Generate positive energy • Be trustworthy • Be more responsible • Be more helpful 13 Leadership Principles (cont.) 3. Adding Value to A Part Adds Value to the Whole ▫ All activities have value ▫ Essential systemness ▫ Connections between system elements ▫ If value is not being added, it is being taken away. 14 Biblical Worldview Application • Colossians 3:23 ▫ Work willingly ▫ Working for the Lord ▫ Rather than people 15 Leadership Principles (cont.) 4. Simple systems make up complex systems ▫ ▫ ▫ Component system has same rules as larger system Well-integrated components Systems must intersect and interact 16 Systems Relationships Leadership Principles (cont.) 5. Diversity Is A Necessity of Life ▫ Presence of diversity ensures potential to thrive. ▫ Makes chaos visible ▫ Conflicting forces create healthy systems ▫ Task of the leader is to harness chaos 18 Leadership Principles (cont.) 6. Error Is Essential to Creation ▫ Error underpins all change ▫ Learning and Development ▫ Mechanism for assuring change and advancement ▫ Absence of error = death 19 Leadership Principles (cont.) 7. Systems Thrive When All of Their Functions Intersect and Interact ▫ No unilateral task performance ▫ No silos ▫ Role of leader make component and whole system thrive 20 Leadership Principles (cont.) 8. Equilibrium and Disequilibrium Are in Constant Tension ▫ Tensions between stabilizers and challengers ▫ Consciousness and purpose ▫ People do not make change  They live it 21 Leadership Principles (cont.) 9. Change Is Generated from the Center Outward ▫ Each system is unique ▫ Point of service must deliver ▫ Dynamic and cyclical patterns ▫ Assess adequacy of support structures 22 Leadership Principles (cont.) 10. Revolution Results from the Aggregation of Local Changes ▫ Paradigmatic moment ▫ Demand for a significant shift  Jointly from external and internal components ▫ Focus on implications ▫ Lead appropriate response to the shift 23 Covey’s Three Resolutions • Appetites and Passions ▫ Self-discipline and self-denial • Pride and Pretension ▫ Character and competence • Aspiration and Ambition ▫ Service to others 24 Leadership Skills • Exploration vs.. exploitation • Stability vs. variability • All strategies have consequences • Membership continues • Small changes  large changes • Crisis vs. creativity 25 System Contexts Biblical Worldview Application • Psalm 78:72 ▫ Cared for them  True heart ▫ Led them  Skillful hands 27 Evidentiary Leadership • Failure of linear models • New models ▫ Cannot stand alone ▫ Not isolated ▫ Must cover multiple variables ▫ Customized to the organization 28 Key Drivers for Change in Measurement • Cost • Cost shifting • Demand without accountability • Partial measurement and avoidance of ambiguous evidence • Using evidence is potential 29 Cost • What would be an acceptable cost? • What kinds of services should be provided? • Should quality be a reflection of cost? 30 Cost Shifting • Does it “even the playing field”? • Is controlling access the solution? • Disparity between cost and quality • Who determines who pays what? • Is healthcare a right or a privilege? 31 Demand Without Accountability • The reality of universal access • Lack of accountability • One way model ▫ Presence of disease/illness • No expectations of compliance 32 Measurement and Avoidance of Ambiguous Evidence • Patient-provider relationships • Effectiveness of procedures • Patient satisfaction • Outcomes reflective of quality 33 Using Evidence Is Optional • Inconsistent identification and application ▫ Lack of knowledge ▫ Lack of access to best practice data • IOM goal ▫ 90% evidence based clinical decision making by 2020 34 System Complexity • Connectivity • Interdependence • Emergence • Needed measurements ▫ Traditional metrics ▫ Teamwork effectiveness ▫ Patient provider engagement ▫ Degree of evidence integration 35 New Healthcare Valuation Model • Document the story • Extend traditional tools • Quantify the value of teamwork ▫ Hours of work and skill mix ▫ Education and years of experience ▫ Overtime hours ▫ Complaints and satisfaction ▫ Caregiver feedback ▫ Negative patient outcomes 36 New Healthcare Valuation Model (cont.) • Focus on engagement of providers and patients • Begin locally • Plan for “course correction” work. • Create the business case for healthcare 37 The Business Case For Healthcare • Document the healthcare narrative • Identify the goal or purpose and relationship to the mission. • Determine costs. • Describe projected benefits 38 The Business Case For Healthcare (cont.) • Select target levels of performance. • Identify anticipated profit / loss • Identify non-financial benefits • List key influential stakeholders • Identify anticipated risks 39 Christian Worldview Application • 1 Peter 5:2-4 ▫ Take care of those entrusted to you  Willingly ▫ Lead by your example 40 Recap of Hall • Biblical worldview and new age leadership • Complexity • Chaos • Change • Primary vs. Secondary Greatness • Evidentiary Leadership • Healthcare Valuation Model 41 What’s next? • Complete the reading assignments • Take the Hall Quiz • Answer the discussion questions • Complete the writing assignments 42 References • Covey, S. (1992). Principle-Centered Leadership. Los Angeles, CA: Fireside Press. • Covey, S. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. (Revised Ed.) Tampa, FL: Free Press. • Porter-O’Grady, T. & Malloch, K. (2011). Quantum Leadership – Advancing Innovation, Transforming Health Care. (3rd ed.). Sudbury, MA: Jones & Bartlett Learning. • The Holy Bible (New Living Translation) 43
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Explanation & Answer

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Outline

Topic: Leadership Fit Traits

Thesis statement: Leadership is the core principle of organizational success. Organizational
leadership reflects the approach of combining strategies that are deemed competent in
transforming and developing an organization.
1. Introduction

2. Leadership traits/characteristics/skills

3. Leadership skills and their fits

4. Communication skills

5. Vision skills

6. Integrity skills

7. Leadership fit skills I healthcare system

8. Conclusion

References


Running head: LEADERSHIP FIT TRAITS

1

Leadership Fit Traits

Name

Institution

LEADERSHIP FIT TRAITS

2
Leadership Fit Traits

Leadership is the core principle of organizational success. Organizational leadership
reflects the approach of combining strategies that are deemed competent in transforming and
developing an organization. For instance, leadership in the healthcare system will require
strategic leaders that are conversant with the styles of transforming the success of the health care
facilities. Leaders have various skills and characteristics that help in developing the business
aspects of an organization (Moodie, 2016). Health leaders should also consider leadership fit
traits. Leadership fit is the traits that are coined to physical energy, emotional connection, and
mental toughness. The fit characteristics should involve knowledge, value, career experience,
and leadership behaviors.
Leadership characteristics differ based on the nature...


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