Questions and Answers of Leadership In Healthcare Essential

What does commitment mean to me?
Am I paying a price for the work I do? Is that price worth the rewards I am receiving? Do I enjoy my work?
What does “paying dues” mean to me?
If my staff were to describe my facial expressions at work, what would they say?
To what degree am I organized? Do I regularly run behind schedule? Do I keep a daily or weekly to-do list and accomplish most, if not all, of it?
Consider this quote from Katzenbach and Smith (1993, 105): “Team [members]work hard and enthusiastically. They also play hard and enthusiastically. No one has to ask them to put in extra time; they
What does Dori mean? What should she recommend University Hospital do to increase employee and leadership commitment?
How might commitment be measured?
What are the primary causes of high employee engagement?
What is the relationship between an employee's level of engagement and his relationship with his boss?
What practices should senior leaders develop to build employee engagement in their organizations?
How isolated have I become from direct personal feedback?
How well do I know myself?
Would others say that I am plagued by frequent bouts of emotional inconsistency, such as outbursts of anger, hostility, or antagonism?
How do I manage my emotions?
How should Rena address the problem with Mike?
What do you think triggered Mike's transformation in the past three years?
As mentioned earlier, emotional intelligence may be managed through learning and improving both personal and social competencies. Personal competency includes self-awareness, self-control, and
What are the primary reasons for the existence of this senior management team?
What are the primary reasons for the meetings of this senior management team?
Does the content of the meetings support the primary reason for the existence of the team?
Has my team ever discussed its purpose?
Do my team members truly believe in the value of teams?
Do they believe in the value of team deliberations?
Does my team regularly participate in team-building activities?
What has been the primary purpose of the senior management meetings in the past? What was discussed? What was accomplished?
What do you want to be the primary purpose of these meetings moving forward?
What should we discuss? What should we accomplish?
What meeting format do you prefer? Do you think that format will enable us to better meet our goals?
Do each of you have a clear understanding of your roles? Do each of you help one another? How much cooperation and sharing should we expect from this team?
You are one of Malcolm's vice presidents. How would you answer these questions?
Should Malcolm discuss these questions privately with each senior management member before raising them in the full group meeting (and therefore getting more open feedback than in an open meeting)?
You are Luann. Give Cynthia an extensive diagnosis of the meeting. Include as many details in your diagnosis as possible.
Give Cynthia specific recommendations on improving the meeting.
How will you get Cynthia to buy into your suggestion? How will you coach her to gain buy-in from her team?
If these points are correct, how should senior executives enhance their working effectiveness? Can executives create real teams?
If you were starting an organization from scratch, how would you assemble the leadership team?
What are the strengths of this team? Its weaknesses?
Do the site administrators belong to this group? Explain your answer.
What message does Serena send to her team by relying so much on three team members over everyone else?
If you were a consultant, what advice would you offer Serena to strengthen the team?
Why does my team meet? What do we accomplish when we meet?
Would outside observers describe my team as cohesive?
Has my team studied collaboration? Have we had training in conflict resolution?
Consider the symptoms of groupthink listed earlier in this chapter. What symptoms does my team exhibit?
How is trust displayed among my team members? Do we barter trust, and do we understand its function in the team?
Is my leadership style marked by openness and honesty? Do others easily approach me?
To what extent am I known as a good team player?
Is my communication with the team candid and straightforward? To what extent do I encourage this communication style?
To what extent do team members believe in each other's abilities and competence?believe in each other's inclinations and intentions?believe in each other's integrity?get along with each other?share
If you were Roxanne, how would you respond to Doug? What suggestions would you offer?
What is the role that lack of trust plays in this situation?
Do you think it's important to find out the history of this team to understand its current dysfunctions?
What long-term effects does Ralph's behavior have on his team, the employees at large, and the organization as a whole? Are these effects irreversible?
Ralph is clearly a financial wizard and has great business instincts. How should he leverage these competencies to create a better culture? To make himself even more powerful by being approachable
What role does power play in Ralph's success?
How does my team manage conflict? Is our approach working? If not, why not?
What is my personal conflict management style? Is it working?
Does my team suppress conflict? Why?
Has my team established a conflict management policy? Was it developed for the team's sake, or to comply with requirements of The Joint Commission?
How has conflict affected me personally?
Give thought to what the students might prepare. How might the answers from a class of older, part-time students in a master's of health administration program be different from those given by people
Is the ultimate goal of conflict management winning an argument, preserving a relationship, compromising on a solution, or all of these?
What lessons from this chapter and from Crucial Confrontations can be applied to your conflict management efforts?
What kind of conflict is present in this situation?
What are the short- and long-term effects of this conflict on the two nurse leaders involved, their chief executives, and the education of the CNSs?
What should Jack's next step be?
What organizational structure issues exist that gave rise to this conflict? How may they be resolved?
The vignette illustrates an age-old story of strife between line and staff. What are some ways that these stresses can be avoided?
As a team member, what values do I espouse that may support or impede my team's function?
Composition. Are criteria followed in assembling the team? Who establishes and evaluates the criteria? How many members does the team have, and does this size benefit or disadvantage the team? Are
New-member integration. How are new members integrated into the group? Do they go through a formal or informal orientation? When do the integration activities take place—before or after the member
Personality and style differences. Is a structured tool—Myers-Briggs Type Indicator, Keirsey Temperament Sorter, or Hogan Personality Inventory—used to develop an understanding of different
Purpose, goals, and roles. Who sets the purpose, goals, and roles for the team?Are all members involved in this process, and are these elements discussed by the team? Do all members have an
Protocols. Are there rules and standards for decision making, interactions, behaviors, and other components of team function? Who established them, and are they well known to and practiced by the
Conflict management. What methods does the team employ to manage conflict?Is the team aware of the areas in which conflict may be introduced (e.g., decision making, discussions, power
What is the composition of my team? Does the membership evenly represent the major areas in the organization?
How are our team meetings conducted? Do we abide by certain rules of conduct during the meeting?
What is our decision-making process? Are my team members involved in discussions?
Has my team established team protocols? Do we follow these protocols?
Have I ever formally, using assessment tools, evaluated my leadership successes and failures?
How well do I live by my values? Do I expect those around me to live by their values?
What is my legacy?
Do I view myself as a leader? If so, is my goal to bring about needed change or, in the words of one CEO, “to build palaces and monuments to my legacy”?
Do I view leadership as an act, a process, or a skill?
Do I, and other leaders I know, think that a leadership imperative exists today?
Have I observed any significant shifts and trends in the field and popular culture that affect leadership in my organization?
Does it seem more difficult to lead and manage change today?
What does the illustration of the Canyon mean to you as a leader?
Read and reflect on the following article. Outline the primary areas of concern for healthcare leaders, and suggest steps that could reduce the problems created by generation gaps.
Use the survey question from the chapter and conduct your own survey. How do the results compare to those discussed in this chapter?
How inclusive are the members of the leadership team in my organization?
We analyzehere the model of the driving mechanism of the mechanism shown in Fig. 4.13, forψp(t) given asFigure 4.13and displayed in Fig. 5.27, while f (t) is given, in turn, asFigure 5.27(a) Compute
Here, we consider the iconic model of Fig. 5.26 that represents an aircraft engine undergoing tests on an elastic foundation. Find the amplitudes of the oscillations exhibited by each end of the pad
When the press of Fig. 5.24 is loaded, the press-load system can be represented by the iconic model of Fig. 5.25. Find the time response of the system, still under the assumption that ω = 10√k/m.
A more elaborate, if undamped, model of the press described in Exercise 2.29 is shown in Fig. 5.24. For the case in which ω = 10√k/m, find the amplitude of the oscillations undergone by the mass
A robotic joint is modeled as a mechanical system with rotors of moments of inertia J and 2J, connected by a viscoelastic coupling (a parallel array of a torsional spring and a torsional dashpot)
Two 2 × 2 matrices with real entries are given below:(a) State the conditions on the entries of M under which it can represent the massmatrix of a two-degree-of-freedom mechanical system.(b) State
Here, we consider the iconic model shown in Fig. 5.10, but disregarding the ball. This model represents now an aircraft engine undergoing tests on an elastic foundation. Find the time response of the
Find the natural frequencies and the natural modes of the overhead crane of Fig. 1.19 for “small-amplitude” oscillations about a stable equilibrium state, in the absence of damping. As well,

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