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business
the leadership experience

Questions and Answers of The Leadership Experience

5. Create a leadership model—either simple or complex—for your own use in health organizations and relate your model to constructs found in models from this chapter and other constructs from
1. Discuss the constructs and processes of at least two contemporary leadership models presented in this chapter and name the prescriptive mechanisms of those models.
2. Interpret the differences of at least two of the contemporary leadership models in this chapter from one other leadership theory or model from the situational leadership thought phase. Why did you
3. Explain how you would apply at least one contemporary leadership model from this chapter to a real or hypothesized health leadership situation or case; explain the rationale for your decisions,
4. Identify and discuss the contemporary leadership models’constructs that enable a health leader to develop, modify, or revise organizational culture in a health enterprise.
5. How would you create a leadership model—either simple or complex—for your own use in health organizations? Relate your model to constructs found in models from this chapter and other
6. Select two models from this chapter. Compare and contrast those contemporary leadership models. Is one better for leadership use in health organizations?
1. In a two-page paper, outline the constructs and processes of at least two contemporary leadership models presented in this chapter, and state the prescriptive mechanisms of those models.
2. In a three-page paper, identify the differences between at least two of the contemporary leadership models in this chapter from one other leadership theory or model from the situational leadership
3. Apply at least one contemporary leadership model from this chapter to a real or hypothesized health leadership situation or case; explain the rationale for your decisions, actions, and behaviors
4. In a two-page paper, analyze and illustrate the contemporary leadership models’ constructs that enable a health leader to develop, modify, or revise organizational culture in a health enterprise.
5. In a paper that is 10 pages or less, create a leadership model—either simple or complex—for your own use in health organizations and relate your model to constructs found in models from this
6. In a three-page paper, compare and contrast two or more contemporary leadership models. An example can be found within this chapter, but do not use those specific models in your own work.
1. Identify the strategic direction elements of the strategic plan, identify the other elements of the strategic and operational plan, describe each of these elements in summary, and outline which
2. Distinguish the levels of organizational culture and summarize the actions and behaviors a health leader would perform to proactively and positively change organizational culture.
3. Predict how strategic planning might positively influence organizational culture and the internal environment; describe how strategy selection (e.g., competitive, adaptive)reinforces those changes
4. Analyze how external and internal environmental factors influence the strategic plan and the organizational culture of a health organization.
5. Design a methodology to perform internal environmental scanning, monitoring, and assessment and external environmental scanning, forecasting, and monitoring for a hospital or group practice,
6. Interpret the current external environmental factors in the health industry; turn the interpretation into a critical list for action for a health organization; and appraise each element on the
1. What are the strategic direction elements of the strategic plan? What are the other elements of the strategic and operational plan? What are the various challenges a health leader faces in
2. Discuss the levels of organizational culture. Summarize the actions and behaviors a health leader would perform to proactively and positively change organizational culture.
3. Can you predict how strategic planning might positively influence organizational culture and the internal environment? How does strategy selection (e.g., competitive, adaptive) reinforce those
4. How might external and internal environmental factors influence the strategic plan and the organizational culture of a health organization? In your answer, highlight the basic differences between
5. Discuss a methodology to perform internal environmental scanning, monitoring, and assessment and external environmental scanning, forecasting, and monitoring for a hospital or group practice,
6. Explain how you would interpret the current external environmental factors in the health industry; translate your interpretation into a critical list of action items for a health organization. How
1. Identify the different challenges a health leader faces in institutional, resource-dependent, and contingent environments. Which strategies should a health leader implement for successful outcomes
2. In a one- to two-page paper, summarize the levels of organizational culture and predict the actions and behaviors a health leader would perform to proactively and positively change organizational
3. In a one- to two-page paper, explain how strategic planning can positively influence organizational culture and the internal environment. In your paper, describe how strategy selection (e.g.,
4. Analyze how external and internal environmental factors influence the strategic plan and the organizational culture of a health organization, highlighting the basic differences between vertical
6. Evaluate and interpret the current external environmental factors in the health industry; translate your interpretation into a list of critical action items for a health organization.How could you
1. Define distributive justice, ethics, morals, values, promise keeping, and leadership bankruptcy. Describe how they are used by leaders in decision-making based in an ethical framework.
2. Explain four ethical principles and four statutes or regulations that guide decision-making associated with patient care.
3. Apply at least two ethical frameworks or distributive justice theories, with examples of moral practice of a leader, to an ethical issue in a health organization.
4. Analyze arguments and make a recommendation for health leaders to adopt utilitarian or deontological postures in their organization and differentiate potential decisions leaders would make between
5. Compile a list of options that a leader in a health organization has to develop for an integrated system of ethics and moral practice and summarize the potential impact of each option regarding
6. Compare and contrast at least three ethical frameworks or distributive justice theories for the topics of patient autonomy, beneficence, nonmaleficence, and justice, and interpret the moral
1. In a one-page paper, define distributive justice, ethics, morals, and values, and describe how they are used by leaders in decision-making.
2. In a one-page paper, explain four ethical principles that guide decision-making associated with patient care.
3. In a two-page paper, apply at least two ethical frameworks or distributive justice theories, with examples of moral practice of a leader, to an ethical issue in a health organization.
4. In a two- to three-page paper, analyze arguments and make a recommendation for health leaders to adopt utilitarian and/or deontological postures in their organization;differentiate potential
5. Compile a list of options that a leader in a health organization has to develop an integrated system of ethics and moral practice. In a one- to two-page paper, summarize the potential impact of
6. Read “The Case Study of the Transferred Employee” and answer the following questions in a two- to three-page paper:a. What do you do?b. Do you change the documents?c. Do you go back and
1. Describe how health leaders measure and capture information (i.e., use metrics) related to efficiency, effectiveness, performance, efficacy, and quality in health organizations.
2. Explain the importance of measurement and developing criteria for efficiency, effectiveness, performance, efficacy, and quality in health organizations.
3. Demonstrate applicable models and tools that represent the constructs of efficiency, effectiveness, performance, and quality in health organizations.
4. Compare and contrast two or more models of health leader assessment and evaluation and analyze the process of capturing metrics for this assessment and evaluation within a health organization.
5. Compile and categorize health leader measures/metrics for assessment and evaluation of effectiveness, efficiency, performance, efficacy, and quality; compile and categorize measures/metrics for
6. Appraise, evaluate, and justify the use of performance and quality measures/metrics for a specific type of health organization (e.g., hospital, group practice, rehabilitation center).
1. How do health leaders measure and capture information(metrics) of efficiency, effectiveness, performance, efficacy, and quality in health organizations? Where are stakeholders’expectations
2. Can you explain the importance of measurement and developing criteria for efficiency, effectiveness, performance, efficacy, and quality in health organizations? Why is this important to health
3. Which types of applicable models and tools represent constructs of efficiency, effectiveness, performance, and quality in health organizations? Are some better than others?
4. Compare and contrast two or more models of health leader assessment and evaluation, and analyze the process of capturing metrics for this assessment and evaluation within a health organization.
5. List health leader measures/metrics for assessment and evaluation for effectiveness, efficiency, performance, efficacy, and quality. List measures/metrics for assessment and evaluation of the
6. How would you appraise, evaluate, and justify the use of performance and quality measures/metrics for a specific type of health organization (e.g., hospital, group practice, rehabilitation center)?
1. In a one- to two-page paper, describe how health leaders measure and capture information (metrics) of efficiency, effectiveness, performance, efficacy, and quality in health organizations.
2. In a one-page paper, explain the importance of measurement and developing criteria for efficiency, effectiveness, performance, efficacy, and quality in health organizations.
3. The CEO of your health organization comes to your office and states that she is not happy with the efficiency of the new ambulatory care clinic; she does not believe that the new clinic is being
4. In a one- to two-page paper, compare and contrast two or more models of health leader assessment and evaluation, and analyze the process of capturing metrics for this assessment and evaluation
5. Compile and categorize health leader measures/metrics for assessment and evaluation for effectiveness, efficiency, performance, efficacy, and quality; also compile and categorize measures/metrics
6. Appraise, evaluate, and justify the use of performance and quality measures/metrics for a specific type of health organization (e.g., hospital, group practice, rehabilitation center).
1. Describe how quality and safety are everyone’s responsibility within a health organization and are best approached proactively.
2. Explain major elements of hospital accreditation and metrics established in health quality.
3. Demonstrate, using a model, picture, or diagram, the key principles within an organizational culture to strategically align resources and efforts to the organization’s quality mission to include
4. Compare and contrast different methodologies and approaches to quality improvement and describe the importance of integration of the voice of the customer in those methodologies.
5. Categorize, by developing a graphic or narrative model, the components and methods or tools of high reliability as accomplished through the use of continuous quality improvement, maintaining a
6. Evaluate the elements of a model or theory, such as Schein’s primary embedding and secondary reinforcement mechanisms, the theory of planned behavior, or the dynamic culture leadership model, in
1. Who is responsible for quality and safety within a health organization? How can quality and safety be approached proactively?
2. Identify and explain the major elements of hospital accreditation and metrics used to reflect quality.
3. Demonstrate, using a model, picture, or diagram, the key principles within an organizational culture to strategically align resources and efforts to the quality mission of the organization to
4. Compare and contrast different methodologies and approaches to quality improvement and the importance of integration of the voice of the customer in those methodologies.
5. Categorize, by developing a graphic or model narrative, the components and methods or tools of high reliability, as accomplished through use of continuous quality improvement, maintaining a mature
6. Evaluate the elements of a model or theory, such as Schein’s primary embedding and secondary reinforcement mechanisms or theory of planned behavior or the dynamic culture leadership model, that
1. Review the section and example provided in the chapter on the five whys. Think about a real or potential safety event in healthcare (or other industry). In a ½ – 1 page narrative describe the
1. In a one- to two-page paper, describe and outline issues related to globalization, power, followership, and culture change from a health leader’s perspective.
2. In a one- to two-page paper, give examples of tools a health leader can use to change and adapt culture in the health organization.
3. In a two- to three-page paper, relate global leadership style differences and similarities using appropriate constructs for transformational leadership practices.
4. In a two-page paper, analyze a health leader’s use of power as it relates to followership, culture change, and knowledge management.
5. In a two- to three-page paper, categorize global leadership differences according to a leader’s use of power, technology, and knowledge management.
6. In a four-page paper, evaluate approaches to knowledge management, organizational learning, and transformational leadership in relation to health organization culture change.
1. Describe and outline issues related to globalization, power, followership, and culture change from a health leader’s perspective.
2. Which tools can a health leader use to change and adapt culture in the health organization? Are some tools better than others? Why?
3. What are the major global leadership style differences and similarities (based on appropriate constructs)? Do leaders from certain cultures seem to be able to use transformational leadership
4. How can a health leader use power? Which kind of power works best in the setting of followership, culture change, technology, and knowledge management?
5. Can you categorize global leadership differences according to a leader’s use of power, technology, and knowledge management? Which leaders from various cultures would use each type of power most
6. What are the best approaches to knowledge management, organizational learning, and transformational leadership within health organizations? How can a health leader facilitate culture change using
1. Describe health advocacy in the health industry that prompts change in the industry or society.
2. Explain how health leaders can be catalysts for reform and policy change.
3. Demonstrate how an applicable model of advocacy can be utilized from problem identification to support of legislative action to rulemaking to implementation to improve efficiency, effectiveness,
4. Compare and contrast stakeholder groups’ power, influence, and incentives for a current issue that is in the early phase of an advocacy debate in society.
5. Categorize health leaders’ power and influence in advocacy of an issue for the industry and how power and influence transforms in the cycle of change
6. Appraise and evaluate an issue that needs advocacy at the local or regional, or national level, and determine the stakeholders and their potential views on the issue.
1. Describe health advocacy in the health industry that prompts change in the industry or society.
2. Explain how health leaders can be catalysts for reform and policy change.
3. Demonstrate how an applicable model of advocacy can be utilized from problem identification to support to legislative action to rules-making to implementation to improve efficiency, effectiveness,
4. Compare and contrast stakeholder groups’ power, influence and incentives for a current issue that is in the early phase of an advocacy debate in society.
5. Categorize health leaders’ power and influence in advocacy of an issue for the industry and how power and influence transforms in the cycle of change.
6. Appraise and evaluate an issue that needs advocacy at the local or national level, and determine the stakeholders and their potential views on the issue.
1. Describe the importance of dealing with nonperforming employees in the workplace.
2. Distinguish between the different types of nonperforming employees in the organization.
3. Relate progressive strategies for moving nonperforming employees toward a more productive posture within the organization and predict outcomes of each strategy.

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