Riverbend Orthopedics is a busy group practice with expanded services for orthopedic care. It has seven physicians and a podiatrist, plus about 70 other employees. At its big, new clinic building, Riverbend provides extensive orthopedic care. Several technicians provide diagnostic medical imaging, from basic X-rays to magnetic resonance images.

The physicians perform surgery in their own outpatient surgery center with Riverbend’s own operating nurses and technicians. Therapy is provided by three physical therapists and one part-time contracted occupational therapist. In addition to staff providing actual patient care, the clinic has staff for financial management, medical records, human resources, information systems/technology, building maintenance, and other administrative matters. Occasional marketing work is done by an advertising company.

Legal work is outsourced to a law firm. Riverbend is managed by a new president, Ms.

Garcia. She and Riverbend have set a goal of achieving “Excellent” ratings for patient experience from at least 90 percent of Riverbend’s patients this year.

Ms. Garcia knows that merely setting the goal will not achieve it—she must lead the staff to achieve it. The board has told her that funds will be available to support what is needed to reach the goal. She begins to think about various leadership theories and models.

Mini Case Study Question MCQ1. Using information from this case and chapter, describe how Ms. Garcia should lead to achieve the patient experience goal. How should she lead Dr. Barr, Dr.

Chen, and other physicians? How should she lead other staff? Which leadership theories and models should she use? Why? You may make (and state) additional reasonable assumptions about Riverbend Orthopedics.