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Bibliographic Record Display

• Title:Leadership for health professionals : theory, skills, and applications / by Gerald (Jerry) R. Ledlow, M. Nicholas Coppola.
  
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• Author/Creator:Ledlow, Gerald R.
  
• Other Contributors/Collections:Coppola, M. Nicholas.
  
• Published/Created:Sudbury, MA : Jones and Bartlett, ©2011.
  

• Holdings

  Holdings Record Display

  • Location:WOODWARD LIBRARY stacksWhere is this?
    
  • Call Number: W84.1 .L473 2011
    
  • Number of Items:1
    
  • Status:c.1 Missing - 06-05-2012
    

   
• Library of Congress Subjects:Health services administration.
  Leadership.
  
• Medical Subjects: Health Services Administration.
  Leadership.
  
• Description:xx, 407 pages : ill ; 26 cm.
  
• Summary:"Leadership for Health Professionals: Theory, Skills, and Applications concentrates on leadership as a subject of study and enables students to apply and practice the theories, models, and capabilities of leadership within a health organization context. This thorough, well-organized text includes practical cases from health leaders across the industry, providing leadership principles with an emphasis on enabling and empowering students and professionals to become better leaders in practice, develop an efficacious personal leadership model, and improve the health industry through better leadership." "Leadership for Health Professionals: Theory, Skills, and Applications provides a strong knowledge base of leadership principles for students, early careerists, and mid-level leaders in the health professions. With exercises and discussion questions to reinforce key concepts and create critical thinking opportunities, this book combines theoretical foundations with practical applications and is the ideal text to prepare students and professionals for leadership opportunities."--Jacket.
  
• Notes:Includes bibliographical references and index.
  
• ISBN:9780763781514
  0763781517
  
• Contents:PART 1. Leadership Foundations
  Chapter 1. Leadership Thought
  Introduction
  Purpose of This Leadership Text
  Introduction of Leadership in Academics and Practice
  Leaders and Systems: Individual, Group, Organization, and Industry Success
  Bridging Theory and Practice of Leadership in Health Care: Applying Leadership Theory
  In This Text
  Summary
  Discussion Questions
  Exercises
  References
  Chapter 2. Determining Your Own Leadership Style
  Introduction
  Know Thyself: What Kind of Leader Are You?
  Leader and Personality Assessments
  Relationship Between Personality Archetype and Leadership
  Strategies to Maximize Your Nature-Versus-Nurture Leadership State of Being
  Summary
  Discussion Questions
  Exercises
  References
  Chapter 3. Understanding Leadership as a Theory
  Why Study Theory?
  What Is a Theory?
  Overview of Theory
  Theories, Models, Constructs, Variables, and Measurements
  Constructs
  Key Relationships: Leadership Models to Theories to Accepted Theories
  Descriptive and Prescriptive Leadership Models Revisited: A Conceptual Model of a Leadership Theory on Motivation
  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
  Summary
  Discussion Questions
  Exercises
  References
  PART 2. Leadership in Practice
  Chapter 5. Leadership Competence I: Personal Responsibilities
  Complex and Dynamic Health Environment
  Leadership Knowledge, Comprehension, Skills, and Abilities
  Motivation and Inspiration
  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
  Decision Making and Decision Alignment
  Training
  Summary
  Discussion Questions
  Exercises
  References
  Chapter 7. Leadership Assessment and Research: Individual, Team, and Organization
  Cycles of Leadership Development
  Crawl-Walk-Run Metaphor
  Crawl: Strategies for Managing Individuals
  Walk: Strategies for Managing Groups and Teams
  Run: Strategies for Leading Organizations
  Effectiveness and Leadership Development
  Summary
  Discussion Questions
  Exercises
  References
  Chapter 8. Leadership Models in Practice
  Omnibus Leadership Model
  Dynamic Culture Leadership Model
  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
  PART 3. Leadership in Health Organizations
  Chapter 9. Leadership and the Complex Health Organization
  Mission, Vision, Values, Strategies, Goals, Objectives, and Action Steps
  Understanding the Internal Environment
  Understanding the External Environment
  Organizational Culture
  Challenges of Change
  Summary
  Discussion Questions
  Exercises
  References
  Chapter 10. Ethics in Health Leadership
  Introduction
  What Is Ethics?
  Understanding the Patient's Spirituality Base in Decision Making
  Ethical Codes Adopted by the Health Industry
  Difference Between Medical Ethics, Clinical Ethics, and Bioethics
  Health Leader's Challenge: Where to Start?
  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
  Tools to Measure Leadership Outcomes and Competencies
  Models for Leadership Assessment and Evaluation
  Summary
  Discussion Questions
  Exercises
  References
  Chapter 12. Understanding the Executive Roles of Health Leadership
  Leadership for Physicians, Nurses, Administrators, and Medical Function Directors
  Parity of Health Care
  Summary
  Discussion Questions
  Exercises
  References
  PART 4. Leading People and Managing Resources into the Future
  Chapter 13. Complexity, Speed, and Change: Leadership Challenges for the Next Decade
  Cultural Differences in Leadership
  GLOBE Leadership Study
  Leveraging Technology
  Leaders as Followers
  Power, Influence, and the Basis of Power
  Enduring Organizational Values and Beliefs
  Knowledge Management and a Learning Organization
  Summary
  Discussion Questions
  Exercises
  References
  Chapter 14. Leadership: A Critical Factor for the Future Success of the Industry
  What Kind of Leader Do You Want to Be?
  Maintaining Relevancy and Creditability
  Development of Systems to Lead People and Manage Resources
  Integrity
  Relationship Building and Communication
  Have Fun
  Summary
  Discussion Questions
  Exercises
  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
  Summary
  Discussion Questions
  Exercises
  References
  Chapter 16. Responsibilities of Mentorship and Succession Planning
  History of Mentoring
  Differences Among Leading, Coaching, and Mentoring
  Starting a Mentoring Program
  Responsibilities of the Mentor and the Mentee
  Succession Planning
  Leadership Decision for Your Leadership System
  Summary
  Discussion Questions
  Exercises
  References
  Appendix Leadership in Practice: Cases and Insights
  Introduction
  Introducing the Health Leader: James H. Stephens, DHA, MHA, FACHE
  Introducing the Health Leader: Donald M. Bradshaw, MD, MPH, FAAFP, FACHE, FACPE
  Introducing the Health Leader: Michael Sack
  Introducing the Health Leader: Susan Reisinger Smith, DHA, MSN, RN
  References.