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project team leadership

Questions and Answers of Project Team Leadership

2. How helpful was the feedback you received?
1. What kind of self-assessment of your own leadership skills have you engaged in?
I read about the new clinic the service. What are some areas of intersection that I (as the new manager of a related unit) would need to think about?
How do you want me to keep you informed, and about what kinds of issues?
How will I know I am successful after 6 months—what do you expect me to accomplish?
To explore a sense of spiritual self in leadership
To describe key elements to enhance influence
To learn how to cultivate peer networks and consider career coaches to develop skills
To apply the importance of caring for self, mindfulness techniques, and spirituality in a leader’s journey
To describe the challenges, such as fear and failure, that leaders may face, and identify strategies to manage them
To describe and use self-assessment tools to build leadership capacity
To identify the typical career journey of leaders in nursing
At the end there will be two to three different themes if 10 to 12 people are in the group. So next step is to come to one understanding that is so clear that the only response is, “Yes! That’s
As the last person is done, ask the group to write down a clear, succinct statement that captures what the common theme was across everyone’s “vision” or preferred end state.
Now ask each participant to take 1 minute and vividly describe it, discuss it, and encourage all to share in that person’s their view of it.
When brainstorming to develop the vision statement, be bold to use metaphor, poetry, images, stories, and emotion. People need to truly experience the image. Ask each member of the group to draw a
6. If you interview one of your role models what three questions would you ask them to help you understand how they developed their leadership skills?
5. Who and where are your role models for leadership? What knowledge, skills, and competencies do you see in them that you admire and would seek to emulate? What are the gaps in skill you see?
4. If you are a leader with responsibilities across both academe and practice, what leadership skills must you possess?
3. What are common assumptions and expectations related to leadership style and competencies? What needs might be uniquely met by a leader rooted in clinical practice?
2. Is health care leadership only about competencies or skills?
1. What habits, skills, and competencies must the next generation of leaders in nursing in practice and academe possess?
To recognize the responsibility of a leader for generativity
To understand servant leadership
To consider the role of a leader as an entrepreneur
To define and understand the significance of power as a leader
To recognize the importance of the use of evidence to support vision
To develop a vision in leadership
To identify and explore competencies and/or habits for leadership
To deepen appreciation for two current models: authentic leadership and the leadership challenge model
3. If one of your colleagues was upset about a change in some factor that clearly motivated him or her (position title, scope of responsibility) and came to talk with you about leaving the
2. How would you respond (think, feel, behave) if one of the extrinsic motivators (decrease in pay but more flexibility in role) changed?
1. What motivates you the most related to your professional career? Identify both intrinsic and extrinsic motivators.
Are you comfortable expressing yourself?
Do you speak too fast?
Is your voice harsh, whiny, or intimidating?
Is your style either too informal or too pedantic?
Do you have a soft voice or an accent that makes people strain to understand you?
Do you use colloquial phrases such as “my docs” or “the folks in housekeeping”?
Do you overuse jargon? Acronyms are often used as shortcuts for entities or practices it is assumed everyone understands—but, in fact, may not—such as “IPE (interprofessional education)” or
6. How would such a partnership help you as a leader to develop a professional network? How could that work inform the formal leadership structures and networks in the two settings?
5. What criteria would you use to evaluate the effectiveness of the partnership?
4. What resources would you need to develop and sustain the partnership?
3. What are some common outcomes on which your partnership might focus?
2. What barriers do you think you would face, and how would you begin to address those?
1. If you created a partnership team, who would be members of that team from each setting? What critical logistical steps would you take to develop those commitments?
To describe how a leader utilizes expert opinion and others to make the best decisions possible
To describe facilitative infrastructures that support intra- and interprofessional collaboration models
To identify key interprofessional collaboration competencies to ensure successful organizational impact
To describe the core values needed to enable ef ective intra- and interprofessional collaboration
To describe how emerging leaders build networks with other leaders within and across organizations to ef ect change that will support growth
To understand the changing nature of roles in response to change in health care
How much will it cost? The donor should have a clear idea of the appropriate donation that would resolve the need. You must also articulate the consequences should you be unable to fulfill the need.
What are the benefits of your action to resolve the need? Again, a specific, urgent, heartfelt but authentic rationale needs to be articulated.
How is your organization uniquely positioned to resolve the need? The idea that your organization is the best or only means to resolve the need should become clear to the donor and should draw the
What is the need? This should be stated in the most urgent and compelling manner. It needs to be specific, and stated in such a way that potential donors can identify how they can personally make a
7. What approach to budgeting do you find most attractive? Why?
6. What would you recommend as positive changes to improve the budgetary process?
5. Is it a “good fit”? Why or why not?
4. What approach to budgeting is used at your workplace (or former workplace)?
3. What issues might concern you?
2. What is your comfort level in budgeting?
1. Have you been involved in creating a budget or in managing one?
What needs to be done to make the best of the situation?
What can be done to prevent its reoccurrence?
Why did the variance occur?
What effect does the variance have?
3. How are the financial needs of the organization balanced with ethical concerns?
2. Are any ethical principles violated by limiting accepted payers?
1. What ethical considerations come into play with these issues?
9. Summarize your experience.
8. Give some thought to strategies for change. What might be positive outcomes for change in terms of cost management or maximization of revenue?
7. To whom would your present your results? What means would you use to present the analysis? (charts, tables, software?)
6. Develop your team. Such an undertaking can rarely be accomplished by an individual. Who in your work environment (or external, for that matter) could facilitate both the collection and analysis of
5. Determine the critical information you will need. Note that quantitative measures (referred to as metrics) may not be your only source. Many areas allow for qualitative data, such as interviews.
4. After creating a clear statement of the area of concern, determine which section of the Greenbook you selected would be most helpful to you in understanding the problem. Give your rationale for
3. Consider areas in your practice environment that could use improvement. For the purposes of this exercise, choose an area that would have an impact on financial well-being. However, do recall the
2. Choose the Greenbook that most closely matches your clinical practice area.
1. Access the Microsystem Academy supported by the Dartmouth Institute for Health Policy and Clinical Practice, at https://clinicalmicrosystem.org/workbooks/. Review the Microsystems at a Glance
5. As you continue to read the chapter, make notes on aspects of financial leadership that would support your success.
4. What decision-making skills would you employ to minimize risk and support success in a new financial venture?
3. Do your preferences in risk taking translate well into the learned skill of rational risk taking?
2. Do you find energy in new adventures or does the “tried and true” support your strengths? In this time of rapid change, even the tried and true is bound to change as new opportunities arise.
1. How do you feel about risk?
4. How might reaching an appreciation of the other’s perceptions be a positive force in interdisciplinary collaboration?
3. How might caring be manifested from a financial perspective?
2. How might perceptions between those responsible for financial management and resources differ from clinicians?
1. What values may be held in common?
To recognize opportunities related to emerging payment models for the provision of care?
To determine various means of revenue and resource generation for the delivery of health care
To utilize financial management tools, such as budgeting, to support the best use of resources
To articulate the interrelationship between quality of care (processes and outcomes) and health care finance models
To appreciate the power inherent in ef ective use of resources
8. How do fluctuations in nursing workforce affect care delivery? What is one solution to attract and retain more nurses into faculty roles?
7. Does the successful implementation of interprofessional teams and educational activities have the potential to contribute to reduced workplace incivility?
6. Have you experienced bullying or incivility in your workplace? If so, how has this affected the morale and productivity of the work environment?
5. What can leaders do to remove barriers to workplace incivility, bullying, and violence?
4. How do literacy skill challenges affect the successful implementation of the triple aim? How do organizations create and operationalize systems that consider health literacy?
3. As the United States approaches the goal of health insurance coverage for all citizens, how do you think this will change how nurse leaders function within organizations? How will social
2. How would you use your leadership skills as the nurse or APN member of an interprofessional health care team?

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