HSA 403 Final Chapters 9, 10, 12, 14, 15, 16, 17

Characteristics and behaviors of a Collaborative Leader
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Characteristics and behaviors of a Collaborative Leader
Confidence that the goals and objectives are achievable
The skills to clearly communicate with the stakeholders regarding the issues needing to be addressed and the potential approaches to problem-solving
The ability to serve as an active listener
The ability to share knowledge and authority with the collaborators
The ability to assess and handle varying levels of risk in decision-making and implementation
Transformational leadership
Provides followers with a vision and motivates them to go beyond self-interest for the good of the organization
Implements value-driven change, innovation, improvement, and entrepreneurship through vision and inspiration
Incorporates both direct and indirect influence through a variety of mechanisms that affect the intellectual, emotional, and behavioral processes of employees
Servant leadership
Begins with a clear compelling vision that excites passion in the leader and staff and engenders commitment from the employees
Values others' strengths and talents and encourages the use of these strengths and talents for the betterment of the organization
Emotional Intelligence (EI)
A leadership attribute that is viewed as increasingly critical to an individual's social effectiveness.
It involves the self-assessment of one's own feelings and the interpretation of others' feelings, which help to guide one's thinking and action.
What are the five distinct competencies of emotional intelligence (EI)
Self-awareness
Self-management or regulation
Self-motivation
Empathy or social awareness
Social skills
What are the six strategies for a collaborative leader
Assess the environment for collaboration
Create clarity
Build trust and create safety
Share power and influence
Develop people
Self-reflection
What are the potential pitfalls in collaborative leadership
Collaboration may be slow and time-consuming
There may be a high degree of conflict requiring management and mediation
Collaborative leaders may need to cede some of their power and authority to the partnership and credit the group rather than themselves for the positive outcomes achieved.
What are core values
internal principles that make up the underlying foundation of a person or agency and guide relationships with others and which strategies are used to accomplish what needs to be done.
They are the practices we use(or should be using) every day in everything we do.
They define who we are and what we stand for.
They guide us in the practice of our profession and explain why we do what we do.
Core values in the development of the transformational leadership style are important because
These values lead to a shared sense of mission and vision that creates the foundation for organizational commitment. By uniting everyone in the organization, there is a greater opportunity for improving patient services at all levels.
What are the five strategies for transformational leadership
Integrity above all else — stay true to one's values and be honest
Get down in the trenches — be first to pitch in
Communicate, communicate, communicate — clear and open lines of communication
Have a meeting — involve followers in all matters and decisions relative to their work
Keep the mission of the organization in mind — reinforce your appreciation for each employee at every level
Financial Management Considerationsvital to the organization's success. combines strategic and operational elements that allow healthcare leaders to develop invest in, and implement effective and sustainable business models for their organizations.What are the key drivers in healthcareSalary and benefits as a percentage of revenue or per unit of service performance Supplies as a percentage of revenue or per unit of service Contribution margin by product or service line Bad debt and charity as a percentage of revenue Market share percentage Cash collections as a percentage of net collectable revenue (net revenue less bad debt) Operating margin percentage Earnings before interest, taxes, depreciation, and amortization (EBITDA percentage)Importance of key driversThey can be used to identify the steps to be taken toward the organization's goals and objectives and the data to be collected to assess effective performance and progress. It is critical for healthcare leaders to identify and focus on a vital few related to organizational performance.performance reportingCan be used as a learning tool that highlights best practices within an organizationGoverning Board ResponsibilitiesCreation and/or guardianship of the HCO's mission, vision, and values Evaluation of Chief Executive Officer (CEO) performance Ensuring the provision of quality patient care Ensuring the organization's financial health Assuming some responsibility for the health of the community Assuming responsibility for itselfIndividual Board Member ResponsibilitiesMust learn about and understand the organization and its culture Must learn about and understand the target population/clientele Must develop a working knowledge of the healthcare industry and key drivers of the healthcare system Must be prepared for and attend meetings regularly Must make an active and positive contribution in meetings and toward initiatives Must maintain confidentialityWhat are the three basic duties of the governing boardDuty of care Duty of loyalty Duty of obedienceDuty of carerequires the board member to act with due diligence when making decisions for the organization; that is, to do what a reasonable person would do in the same situation with the same information and to act in the best interests of the organization and its clientsDuty of loyaltyrequires board members to act in the best interest of the organization and not on behalf of themselves, family and friends, or other organizations with which the board member might be affiliated.Duty of obediencerequires board members to comply with all federal, state, and local laws and use support the mission, vision, values, and bylaws of their organization.Role of the CEO in governanceto run the organization in a manner consistent with its mission, vision, values, policies, and procedures, as approved by the governing body.What is the leadership role i outreach initiativesto be aware of this risk and should strive to enhance their organizations' economic and mission "fitness" by remaining engaged in their communities and addressing their neighbors' needs and concerns. to bring the positive reputation of their organizations to the table, adding value to the initiative and its objectives, and inspiring and motivating the program participants. Bring their partners and competitors to the table to address a mutually agreed-upon health concern. Can encourage and support initiative participants in the discussion and resolution of common problems.Why is global health important to today's healthcare leadershipto adopt and share best practices that can improve health both nationally and globally. Leaders must consider global public health issues, such as risks from communicable diseases. Leaders must consider global public health to gain benefits from medications and treatments around the world.Challenges of global healthDisparities in access to quality care across populations continue to be glaring. Failure to protect the environment has also negatively impacted public health in many regions; local and international responses to natural disasters may not be sufficient to minimize morbidity and mortality. Health services for vulnerable populations (low-income and/or homeless) are frequently inaccessible and unaffordable. With the longer lifespans and growing populations of elderly individuals, there is a need for new approaches to effectively manage chronic conditions, such as diabetes and Alzheimer's disease.Six trends impacting the learning needs of healthcare leadersTrend 1: Growing emphasis on cost constraints, transparency, and value-based reimbursement Trend 2: Moving toward population health improvement Trend 3: Increasing importance of organizational learning Trend 4: Changing demographics and needs of patients Trend 5: Changing demands on the healthcare workforce Trend 6: Increasing globalization and global innovationHCO's governance structures have evolved since mergers and acquisitions have become more common. One new structure is decentralized which typically has multiple layers of governance, with a parent board retaining designated authority oversight, control, and coordination. True FalseTrueHealthcare governing boards should be diverse in order to serve the community they live. It is important to promote diversity of thoughts and ideas. True FalseTruePerformance management is not a destination, but a journey. Leaders who promote a culture of intellectual curiosity and __________ are most likely to enlist employees in collaborating to identify concerns and to develop and implement creative and __________ solutions. Excellence, effective Imagination, effective Effective, excellence None of theseExcellence, effectiveThe management model focuses on managing and directing the organization's resources economically and efficiently to achieve the organization's objectives. True FalseTrueEffective governance can only result if governing board members clearly understand the broad __________ of the healthcare organization. Mission Vision Values GoalsMissionHCO's governance structures have evolved since mergers and acquisitions have become more common. A __________ is when the parent board will oversee some subsidiary entities that are managed as operating units, and some subsidiary entities that are decentralized boards and serve as subsidiary fiduciary governing bodies. Modified centralized structure Modified structure Centralized structure Decentralized structureModified centralized structureFinancial management combines strategic management and operational element that allow healthcare leaders to develop, invest in, and implement effective and sustainable models for their organizations. True FalseTrueA healthcare leader can have as many as needed key drivers. Never is enough. True FalseFalse__________ in an organization can be assessed by monitoring its vital few key drivers. Financial performance Organizational performance Management models All of theseFinancial performanceHCO's governance structures have evolved since mergers and acquisitions have become more common. A __________ structure is when the parent board has the ultimate authority over the subsidiary entities, which are the operating units. Centralized Decentralized Modified centralized ModifiedCentralized