We are living through what is arguably the most challenging time for the health care industry. Glaring gaps and inequities in health persist both within and between countries, underscoring our collective failure to share the dramatic health advances of the last century equitably. At the same time, health care is also changing dramatically and our concepts of medicine and health will be fundamentally redefined by the disruptive influences of exponentially growing technologies and converging fields within health and healthcare, new models for care delivery, the rise of consumerism and a quest to maximize value for patients, providers, payers and the system as a whole. yet the reality is that healthcare’s leadership has not kept pace with these challenges, and the results thereof are pretty stark for all to see. The purpose of this book is to provide healthcare leaders with a set of new skills and competencies that are critical if they and their organizations are to survive, let alone succeed in the New Health Economy.We’ll explore the five mainstays of leadership for the new health economy. I refer to these as the 5Qs and these are the critical skills and expertise leaders must learn to successfully navigate a rapidly changing world—not just to create strategic advantage for their organizations, but also to help build the kind of abundant equitable, inclusive and positive future we all want to live in. The 5Qs include IQ (Cognitive Intelligence ), eQ (Digital Emotional Intelligence, MQ (Moral Intelligence, NQ (Innovation Intelligence and SQ (Spiritual Intelligence)
The New Health Economy offers leaders a 360-degree look at health care politics, policy, providers, and personalization. Drawing from interviews with industry leaders, this guide brings together the best thinking from across the health care sector, setting the ground rules required to shape a new health care system as we emerge from the pandemic.
New Edition Available 12/28/2012 This thorough revision maintains the same basic structure of the first edition of Public Health Leadership. In five parts, it explores the basic theories and principles of leadership and then describes how they may be applied in the public health setting. Leadership skills and competencies, as well as methods for measuring and evaluating leaders are also thoroughly covered. The final chapter has been expanded to cover the future of public health and global leadership. Four new chapters have been added to the Second Edition: a chapter on the interface between management and leadership, a chapter on systems and complexity leadership concerns, and a chapter on employee development. The final new chapter will explore the transition from traditional leadership roles to the new roles required by a focus on bioterrorism and other disasters. New case studies, interviews, and exercises have also been added. The Second Edition also features new sidebar boxes with quotes from classic and contemporary writers on leadership.
There are few contemporary industries that are as complex and challenging to navigate as healthcare. The realities of constantly changing regulatory, financial, and legal environments, combined with increasing societal expectations for excellence and safe and quality care, have resulted in a unique combination of constraints and opportunities that require the best and the brightest of managers and leaders to successfully tackle. Yet despite a growing cadre of highly trained healthcare management professionals, there continues to be a paucity of high quality leaders across the industry. Moreover, even among those individuals, there is a significant amount of variability and heterogeneity of leadership styles and approaches. In an era of accountability to multiple stakeholders from patients, to insurance companies, to local and national governments the complex environment of healthcare requires visionary leadership, flexibility, adaptability, short-term tactical approaches, as well as long-term strategic thinking. Beyond the traditionally defined scope of services, the mission of institutions providing healthcare services has become much broader and far-reaching than just the provision of medical services within a specific geographic area. With hospitals and health networks progressively growing to become some of the largest aggregators of employment in the United States, it is not uncommon for healthcare institutions to function as guarantors of economic stability to entire towns, cities, and regions. Yet this must be carefully balanced with the challenges of maintaining sustainable growth and acceptable profit margins that help ensure that this safety matrix continues to function as intended. To be an effective leader in the modern healthcare environment, one must possess more than the knowledge and skills similar to other corporate environments such as having a fundamental understanding of relevant business models and their implementations, a high degree of emotional intelligence, conflict resolution, and a well-established repertoire of leadership behaviors expected of an executive. It takes someone truly special to translate the presence of diverse threats and opportunities often in a climate rich with multiple types of diversely structured and organized competitors, multi-layered complex agendas that incorporate both personal and organizational goals, and an institutional history and culture that can be difficult to navigate, let alone change. Contemporary healthcare leaders must also possess a broad understanding of the nuances and intricacies involved in working with a multitude of care providers, inter-disciplinary teams, complex delivery platforms, and diverse patient populations. These efforts must translate into well-run healthcare systems that, although difficult to clearly and concisely define, are able to deliver excellent patient care, at the highest possible intersection of customer quality and value. For some other healthcare institutions, teaching and research missions can also be variables that must be considered and managed effectively in order for a hospital or healthcare system to be successful. Many of such organizations are the primary generators and providers of new provider talent to their communities and patients. Achieving all of the above goals is far from easy. As the editors of Fundamentals of Leadership for Healthcare Professionals, we were motivated by personal experiences, passion for the arts and sciences leadership roles, and the overarching goal to improve one of our most precious resources the healthcare system. Each chapter in this text explores different aspects of healthcare leadership, provides valuable insights into how effective leadership functions, and offers practical perspectives on implementations of theory into practice. We hope that the reader will gain a better understanding of the full spectrum of challenges and opportunities that face healthcare leaders at all organizational levels.
This 24-page article is perfect for leaders with limited time and budget. It provides a concise overview of Kouzes and Posner's model and overall thoughts on leadership in the realm of healthcare. Ideal for orienting readers to the Five Practices® model at the beginning of a workshop or coaching session, the piece contains two Leadership Challenge case studies drawn from healthcare, a short description of the Five Practices®, a section on "Learning to Lead", and background information on the Leadership Practices Inventory (LPI).
Essentials of Leadership in Public Health reflects the complexities of leadership in Public Health as well as the overall needs of effective leadership in a constantly changing social environment. In addition, the book examines the impact of health reform, with an expanding definition of public health and understanding of how our leaders will be affected by these new changes. Important Notice: The digital edition of this book is missing some of the images or content found in the physical edition.
Respect. Commitment. Integrity. Trust. Cooperation. Stewardship. Leadership in Healthcare explains the connection between values and leadership. It defines the role of both personal and team values in improving behavior, performance, and morale. It also offers practical strategies for strengthening leadership and interaction skills and for enhancing overall effectiveness. Case studies, exercises, and self-assessment tools are included in the book to help readers internalize and apply the concepts. This new edition includes: # Additional strategies for enhancing listening skills, engaging employees, and evaluating team effectiveness # Coverage of competency-based leadership, rapid-cycle testing, and the whole-person approach to leadership evaluation # Expanded discussion of servant leadership, change makers, emotional intelligence, and groupthink # Vignettes that apply chapter concepts to actual healthcare work situations # Sidebars, updated references, suggested readings, and cases and exercises
Now revised and updated into a Second Edition, Leadership in Health Care retains its successful approach of looking at leadership theory from an individual, team and organizational perspective, and continues to focus on major areas such as problem solving, dealing with conflict, unhealthy behaviors and notions of quality, diversity and individual values. This new edition, however, responds to recent political changes in health care with the inclusion of two new chapters on interprofessional working and on emotional intelligence. Authors Jill Barr and Lesley Dowding have also taken the opportunity to focus more clearly on service users, and take forward the concept of project management.
A classic book on credit risk management is updated to reflect the current economic crisis Credit Risk Management In and Out of the Financial Crisis dissects the 2007-2008 credit crisis and provides solutions for professionals looking to better manage risk through modeling and new technology. This book is a complete update to Credit Risk Measurement: New Approaches to Value at Risk and Other Paradigms, reflecting events stemming from the recent credit crisis. Authors Anthony Saunders and Linda Allen address everything from the implications of new regulations to how the new rules will change everyday activity in the finance industry. They also provide techniques for modeling-credit scoring, structural, and reduced form models-while offering sound advice for stress testing credit risk models and when to accept or reject loans. Breaks down the latest credit risk measurement and modeling techniques and simplifies many of the technical and analytical details surrounding them Concentrates on the underlying economics to objectively evaluate new models Includes new chapters on how to prevent another crisis from occurring Understanding credit risk measurement is now more important than ever. Credit Risk Management In and Out of the Financial Crisis will solidify your knowledge of this dynamic discipline.
