Leadership for Health Professionals: Theory, Skills, and Applications, Second Edition uniquely applies classical knowledge of leadership theory and time-honored best practices of industry leaders to a health organization context. This comprehensive and well-organized text is grounded in real-world applications of theoretical concepts and focuses on practical examples of leadership practice in concrete healthcare scenarios. The text’s innovative and dynamic pedagogical structure cycles and expands key principles throughout the text, allowing for enhanced learning and information retention. The material supports and engages students, pushing them to synthesize solutions and develop leadership strategies that are flexible enough to address an ever-changing industry.
The fully revised and updated Second Edition includes new material supporting leadership in high-performing organizations, as well as a stronger emphasis on leading systems and sub-systems of health organizations. The Second Edition also features new and expanded material on the healthcare supply chain and integration with revenue management and finance, competencies and motivation, emergency and disaster preparedness for hospitals and public health systems, and strategic and operational planning. Ideally suited for graduate or upper-level undergraduate students in health professions programs, Leadership for Health Professionals, Second Edition is the essential text for future healthcare industry leaders.
• Text developed based on competencies from the Healthcare Leadership Alliance Competency Directory
• Practical, real-world cases from health leaders across the industry that demonstrate the application of theoretical principles in practice
• Material organized in four parts according to Bloom’s Taxonomy of the Cognitive Domain, which encourages retention, synthesis, and learning.
Instructor Resources: Instructor’s Manual, PowerPoint Presentations, and Test Bank.
Student Resources: Navigate Companion Website including: Assessments and Exercises, Handouts, Readings, and Web Links. Visit go.jblearning.com/leadership2eCWS to learn more.
Gerald (Jerry) R. Ledlow, PhD, MHA, FACHE-Jiann-Ping Hsu College of Public Health, Georgia Southern University
Dr. Gerald (Jerry) R. Ledlow, as a board-certified healthcare executive and Fellow in the American College of Healthcare Executives, has led team members and managed resources in health organizations for more than 27 years, including 15 years as a practitioner and more than a dozen years as an academically based teacher–scholar. He has successfully held a variety of positions: (1) executive-level positions in corporate and military health systems in the areas of clinical operations, managed care, supply chain and logistics, information systems, and facility management; (2) management positions in health services, medical materials, and the supply chain; and (3) various academic leadership positions as the director of doctoral programs at two universities, director of academic affairs, director of student services, and director of the center for survey research and health information, as well as holding tenured faculty positions at two doctoral research universities. Dr. Ledlow earned his PhD in organizational leadership from the University of Oklahoma, a master of health administration degree from Baylor University, and a bachelor of arts degree in economics from the Virginia Military Institute. He has held tenured graduate faculty positions at Central Michigan University and currently is a tenured professor and graduate faculty member at Georgia Southern University.
Dr. Ledlow has taught 24 different graduate-level courses, including teaching doctoral- and master’s-level students in the topic of health leadership. “Dr. Jerry” (as his students call him) has made presentations on health-related topics and health leadership models and applications across the globe; he has presented to a myriad of audiences internationally, nationally, and locally. He has published in many venues (e.g., journals, book chapters) and has been author, contributing author, editor, and reviewer for several books.
Dr. Ledlow is married to his beautiful wife, Silke, and has three fantastic daughters, Sarah, Rebecca, and Miriam. He is a regional editor for the Journal of Global Business and Technology, is on several publication review teams, and participates as a member of various task forces and committees internationally, nationally, and at the state level. Years ago, Dr. Jerry was a National Registry-certified emergency management technician as a volunteer and was deployed to combat zones as a commissioned officer in the U.S. Army Medical Service Corps.
He received the Federal Sector Managed Care Executive of the Year Award in 1998 and the American College of Healthcare Executives’ Regent’s Award in 1997 and in 2003. His interests are health industry oriented and focus on the areas of leadership, management, decision sciences, supply chain and logistics, community preparedness for terrorism and disasters, socioeconomic constructs of health and community health status, and any project that has the potential to improve the health of communities through moral, effective, efficient, and efficacious health leadership and management practices.
M. Nicholas Coppola, PhD, MHA, FACHE-Associate Professor of Nursing, University of Michigan-Flint
Dr. M. Nicholas Coppola is the Program Director for the Healthcare Master of Science in Clinical Practice Management program at Texas Tech University Health Sciences Center (TTUHSC). He is also the (elected) president of the TTUHSC Faculty Senate. In this capacity, Dr. Coppola leads the faculty in the governance process of the university. Prior to being elected by his faculty peers as the Faculty Senate president, Dr. Coppola was elected by his practitioner peers as the American College of Healthcare Executives (ACHE) Regent for the West Texas Region. In this capacity, he represented the interests of nearly 500 senior healthcare executives in West Texas and New Mexico. In addition to serving as the ACHE Regent for West Texas, Dr. Coppola also had previously served as the ACHE Army Regent. In this capacity he represented the interests of military healthcare executives worldwide.
Prior to his position at TTUHSC, Dr. Coppola served in the U.S. Army for 26 years. He originally enlisted in the Army as an engineer, was later commissioned as a second lieutenant in the Infantry, and finally branch transferred into the Medical Service Corps where he completed his career. His healthcare experience includes service as an administrator in Army hospitals, serving as a policy analyst for the Surgeon General, and being the director of an ambulatory clinic in his early careerist days. Dr. Coppola’s last assignment in the Army was as the Founding Associate Dean of the Army Medical Department’s Graduate School. While there he also served as the Founding Program Director of the Army–Baylor Graduate Program in Health and Business Administration (MHA/MBA joint degree).
Dr. Coppola is an ACHE Fellow, and a Past Fellow of the U.S. Medicine Institute. He holds a BA in Biology from the State University of New York (SUNY) at Potsdam, a master of science degree in administration from Central Michigan University, and a master of health administration degree from Baylor University, Texas. He has a PhD in health service organizations and research from the Medical College of Virginia Campus, Virginia Commonwealth University.
Dr. Coppola is the author of more than 100 scholarly publications and presentations, and has lectured globally on healthcare leadership and healthcare administration. He is the proud recipient of numerous leadership awards, including the 9A Proficiency Designator award from the Surgeon General (which identifies the top 1% of Army medical personnel), seven ACHE Leader-to-Leader awards, and an ACHE Governor’s Award. He has also received leadership and recognition awards from every university from which he has earned a degree. This includes the Rising Star Award from SUNY Potsdam, and Distinguished Alumni Awards from both Baylor and Central Michigan. Dr. Coppola has also earned teaching awards from both Baylor and TTUHSC. Prior to his military retirement, officers worldwide nominated and elected him as the Medical Service Corps’ Mentor of the Year. Dr. Coppola is listed in two national Who’s Who publications, and is a member of three national honor societies in allied health, business, and healthcare administration. Dr. Coppola and his wife, Susannah, have three wonderful children together: Nicholas, Holly, and GiGi.
Table of Contents:
New to the Second Edition • Foreword • Foreword from First Edition • Preface • The Purpose of This Leadership Text • In This Text • Acknowledgments • Author Biographies • Contributors
Part 1: Leadership Foundations
Chapter 1: Leadership Thought • Introduction • Why Study Leadership? • Introduction to Leadership in Academics and Practice • Leaders and Systems: Individual, Group, Organization, and Industry Success • Descriptive and Prescriptive Theories • The Study of Leadership: What’s in It for Me? • Summary • Discussion Questions • Exercises • References
Chapter 2: Determining Your Own Leadership Style • Introduction • Know Thyself: What Kind of Leader Are You? • Leadership and Personality Assessments • The Relationship Between Personality Archetype and Leadership • Strategies to Maximize Your Nature Versus Nurture Leadership State of Being • Using What You Learn About Yourself • Summary • Discussion Questions • Exercises • References
Chapter 3: Understanding leadership as a Theory • Why Study Theory? • What Is a Theory? • Overview of Theory • Theories, Models, Constructs, Variables, and Measurements • A Model of Health • Key Relationships: Leadership Models to Theories to Accepted Theories • Descriptive and Prescriptive Leadership Models Revisited: A Conceptual Model of a Leadership Theory on Motivation • Summary • Discussion Questions • Exercises • References
Chapter 4: Chronology of Leadership Study and Practice • Introduction • Great Man and Trait Leadership Phase • Behavioral Leadership Phase • Situational or Contingency Leadership Phase • Leadership as Managing Organizational Culture • Summary • Discussion Questions • Exercises • References
Part 2: Leadership in Practice
Chapter 5: leadership Competence I: Professional Competencies, and Personal Skills and Responsibilities • Competencies in the Health Profession • Competency Assessment Tools • The Complex and Dynamic Health Environment • The Complex and Highly Educated World of the Health Workforce • Leadership Knowledge, Comprehension, Skills, and Abilities • Motivation and Inspiration • Power, Influence, and the Basis of Power • Forming Relationships, Networks, and Alliances • Communication and Culture • Summary • Discussion Questions • Exercises • References
Chapter 6: Leadership Competence II: Application of Skills, Tools, and Abilities • Planning • Situational Assessment and Environmental Scanning • Decision Making and Decision Alignment • Training • Continuing Health Education: Competency Attainment • Summary • Discussion Questions • Exercises • References
Chapter 7: Leadership Assessment and Research: Individual, Team, and Organization • Cycles of Leadership Development • The Crawl-Walk-Run Metaphor • The Crawl: Strategies for Managing Individuals • The Walk: Strategies for Managing Groups and Teams • The Run: Strategies for Leading Organizations • Effectiveness and Leadership Development • Summary • Discussion Questions • Exercises • References
Chapter 8: Leadership Models in Practice • The Omnibus Leadership Model • The Dynamic Culture Leadership Model • DCL and Organizational Culture • Bolman and Deal’s Reframing Leadership and Management in Organizations Model • Lynn’s Leadership Art and Science in Public Leadership and Management Model • Yukl’s Multiple Linkage Model • Hargrove and Glidewell’s Impossible Leadership Model • Analysis and Comparison of Four Models • Leadership Measurement Tools • Summary • Discussion Questions • Exercises • References
Part 3: Leadership in Health Organizations
Chapter 9: Leadership and the Complex Health Organization: Strategically Managing the Organizational Environment Before It Manages You • Mission, Vision, Values, Strategies, Goals, Objectives, and Action Steps • Understanding the Internal Environment • Understanding the External Environment • Organizational Culture • Challenges of Change • Strategic Relationships as a System for Leadership Concern • Summary • Discussion Questions • Exercises • References
Chapter 10: Ethics in Health leadership • Introduction • What Is Ethics? • The Ethics of Policy Making and Treatment in the United States • Ethical Codes Adopted by the Health Industry • The Difference Between Medical Ethics, Clinical Ethics, and Bioethics • A Health Leader’s Challenge: Where to Start? • Regulatory Compliance • Ethics of Promise Keeping and Leadership Bankruptcy • Summary • Discussion Questions • Exercises • References
Chapter 11: Measuring the Outcomes of Leadership Initiatives • Introduction • Early Efforts of the U.S. Health System in Measurement • Constructs, Variables, and Tools to Measure Health Leaders and Their Organizations • Tools to Measure Leadership Outcomes and Competencies • Models for Leadership Assessment and Evaluation • Baldrige National Quality Award • Summary • Discussion Questions • Exercises • References
Chapter 12: Understanding the Executive Roles of Health Leadership • Leadership for Physicians, Nurses, Administrators, and Medical Function Directors • Parity of Health Care • Summary • Discussion Questions • Exercises • References
Part 4: Leading People and Managing Resources into the Future
Chapter 13: Complexity, Speed, and Change: Leadership Challenges for the Next Decade • Cultural Differences in Leadership • GLOBE Leadership Study • Cultural Competence • Leveraging Technology • Leaders as Followers • Power, Influence, and the Basis of Power • Enduring Organizational Values and Beliefs • Knowledge Management and a Learning Organization • What Kind of Leader Do You Want to Be? • Maintaining Relevancy and Credibility • Development of Systems to Lead People and Manage Resources • Integrity • Relationship Building and Communication • Have Fun • Summary • Discussion Questions • Exercises • References
Chapter 14: Leadership: A Critical Factor for the Future Success of the Industry • Health Systems and Leadership • Healthcare Supply Chain • Overview of Revenue Management • Leading Evaluation of Systems • Meaning for Leaders • Summary • Discussion Questions • Exercises • References
Chapter 15: Leading Nonperforming Employees: Leadership Responsibility • Introduction • Strategies for Coaching, Mentoring, Peer Mentoring, and Educating Nonperformers • Recognizing That Employee Failure Can Be a Failure of Leadership • Options for Discipline • Disruptive Physician Behavior: Another Aspect of Nonperformance • Learning from Leaders Who Fail Us • Summary • Discussion Questions • Exercises • References
Chapter 16: Responsibilities of Mentorship and Succession Planning • History of Mentoring • The Differences Among Leading, Coaching, and Mentoring • Starting a Mentoring Program • Responsibilities of the Mentor and the Mentee • Succession Planning • Leadership Decisions for Your Leadership Model • Summary • Epilogue • Discussion Questions • Exercises • References
Appendix: Leadership in Practice: Cases and Insights • Introduction • Introducing the Health Leader: James H. Stephens, DHA, MHA, FACHE • Introducing the Health Leader: Donald M. Bradshaw, MD, MPH, FAAFP, FACHE, FACPE • Introducing the Health Leader: Michael Sack • Introducing the Health Leader: Susan Reisinger Smith, DHA, MSN, RN • Introducing the Health Leader: Crystal A. Riley, PharmD, RPh, MSHCA, CPHQ • Introducing the Health Leaders: Paul E. Detty, MD, MHA, and Phil Meadows, MBA
References • Index
