Discussion 11

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As you embark on the next phase of your journey as a scholar-practitioner in the health care administration program, consider some of the topics and current events addressed in the course by your colleagues. As a future leader in health care administration, how might you work to ensure individuals are afforded the right to be well led and well managed? Additionally, through your work in understanding a value in systems thinking, how might you ensure its proper representation for solutions to health care administration problems?

For this Discussion, select a health care administration leadership issue that interests you as a possible research topic for a dissertation. Additionally, think about how your work completed in this course may assist you in your dissertation and future career as a leader in health care administration.

By Day 3

Post a brief description of the current health care administration leadership issue you selected and explain why that issue interests you. Then, explain two ways the information you gathered in this course can be applied to your future dissertation research or to your role as a scholar-practitioner. Be specific and use examples to illustrate your points.

Support your postings and responses with specific references to the Learning Resources and the current literature.

Assignment 01.2: Interview Preparation

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For an assignment in Week 4, you are required to present the results of an interview with a healthcare professional about the implementation of a new system or computer software in their workplace. The goal of this interview is to learn how this professional approached the implementation, what challenges s/he encountered, and the problem-solving the organization undertook to make the implementation a success.

 HA3220D – Health Information Systems 

 Assignment 01.2: Interview Preparation 

In the Assignment 04, you will be required to upload your typed notes from the interview. Or, if you are able to make a video of your interview using your phone, you may submit the video instead of your notes.

For this assignment, submit your interview plans to your instructor. In a Word document, give the name and job title of the person you plan to interview, the date and time, and the mode of the interview (phone, Skype, in-person, etc.). 

In the same document, list 5-7 questions you plan to ask during the interview. You may select questions from this list of example questions or write your own, but make sure your questions achieve the goal of the interview: to learn how the professional approached the implementation of the new system or computer software, what challenges s/he encountered, and the problem-solving the organization undertook to make the implementation a success.

Discussion 10

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Servant leadership is a valuable theory to enact change within society. From Gandhi to Martin Luther King, Jr., servant leadership highlights that a leader’s greatness may depend upon the way in which the leader serves his or her subordinates. With servant leadership, a leader transforms into a guide or teacher for subordinates, in turn creating subordinate autonomy and ownership in work. As a leader, empowering your subordinates and cultivating a vested interest in work might be the most essential components to develop for effective, servant leadership.

For this Discussion, select an event, not previously used in the course, which highlights techniques of servant leadership. For the event, consider whether or not the leadership techniques were effective. Also, consider the possibility of applying another leadership theory to the selected event. How may the outcomes change in relation to the application of a different leadership theory?

By Day 3

Post a brief description of the event you selected. Then, explain whether servant leadership was the most effective leadership perspective in the event you selected. Justify your response. Finally, explain how event outcomes might have been different with another leadership perspective.

Support your postings and responses with specific references to the Learning Resources and the current literature.

Assignment 01.1: Implementation Committee

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 Assignment 01.1: Implementation Committee 

You have been assigned as the project manager of an EHR implementation at your facility. Your first order of business is to select members for the implementation committee. At your first meeting, you will also be required to describe the importance of an implementation committee and provide an overview of key health information system concepts as they relate to successful system planning and implementation.

  1. In a Word document, write out your notes for the presentation you will give at the first meeting. Discuss the importance and role of an implementation committee and the team’s responsibilities in planning, implementing, and evaluating health information systems. Also, discuss:
    • Interrelationship between health care professionals and their contribution to the implementation of information systems
    • Paradigm of data-information-knowledge and wisdom
    • Types of systems used in healthcare

     2.  In a table, identify each implementation committee member and describe their role and importance. (Use this sample table, if you wish.) 
          Be sure to consider a multidisciplinary group, with representatives from both clinical and administrative teams.

 

The Assignment—Part 2:

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Group Case Study Analysis (2–3 pages):

Then, using your leadership Assignment for the Case Study, collaborate with your colleagues to create a Group Case Study Analysis that includes: 

  • An explanation of how the challenges identified in the individual case analyses collectively affect crisis response by the system and the individuals within it 
  • An explanation of how transformational and transactional leaders might influence outcomes within this case 
  • A summary of how poor leadership might affect the outcome of the case

Support your Case Study with specific references to all resources and current literature used in its preparation. You are to provide a reference list for all resources, including those in the Learning Resources for this course.

charismatic leaders use active impression management

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BU450 Leadership Skills

Directions: Be sure to make an electronic copy of your answer before submitting it to Ashworth College for grading. Unless otherwise stated, answer in complete sentences, and be sure to use correct English spelling and grammar.  Sources must be cited in APA format. Your response should be a minimum of one (1) single-spaced page to a maximum of two (2) pages in length; refer to the “Assignment Format” page for specific format requirements.

Part A: What is charismatic leadership? 

Part B: Explain what is meant by the statement that charismatic leaders use active impression management with their followers to support their image. Provide and elaborate on one example. 

Part C: Why is charismatic leadership considered a double-edged sword that requires careful monitoring to avert abuse?

Assignment: Group Case Study 2

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As a future leader in the field of health care administration, you may face many chronic health threats to various systems. As you work to combat these threats and ensure community wellness, you are likely to become an agent of social change. This objective may be more challenging and critical to achieve in matters such as health emergencies and outbreaks. For leaders, outbreaks, epidemics, and pandemics elicit critical and timely attention to situations in health care administration. 

In this week’s article by Gostin, Lucey, & Phelan (2014), the authors highlight the challenges present with an Ebola epidemic on a global scale. Using this Learning Resource from this week as well as 2–4 additional resources you may find from the Walden Library, current events, etc., consider your leadership perspective during an outbreak, epidemic, or pandemic. 

As you collaborate with your group, individually select one of the following leadership roles that would respond during this outbreak: 

  • Director, FEMA 
  • Director, CDC 
  • Governor of an afflicted state 
  • Incident Response Commander 
  • Response Leader, American Red Cross (or other nongovernmental organization) 
  • Health Care Administrator for a large medical center

After selecting your leadership role, use a systems approach to work with your group to establish immediate response in preventing another pandemic. 

The Assignment—Part 1: 

Individual Case Analysis (1–2 pages):

Based on the leadership role you selected for the Assignment, include the following:

  • A summary of the leadership challenges this leader would face in assuring the system changes necessary to be prepared for the next outbreak, epidemic, or pandemic 
  • An explanation of how your leadership challenges as this leader relate to challenges of the other leaders listed above

Support your Case Study with specific references to all resources and current literature used in its preparation. You are to provide a reference list for all resources, including those in the Learning Resources for this course.

Lawrence O., G., Daniel, L., & Alexandra, P. (2014). The Ebola Epidemic: A Global Health Emergency. JAMA: The Journal of the American Medical Association, 312(11), 1095–1096. https://doi-org.ezp.waldenulibrary.org/10.1001/jama.2014.11176

LDR531 Week 4 – Signature Assignment

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LDR531 Week 4 – Signature Assignment

About Your Signature Assignment

This signature assignment is designed to align with specific program student learning outcome(s) in your program. Program Student Learning Outcomes are broad statements that describe what students should know and be able to do upon completion of their degree. The signature assignments may be graded with an automated rubric that allows the University to collect data that can be aggregated across a location or college/school and used for program improvements.

Purpose of Assignment

The purpose of this assignment is to provide students an opportunity to apply research on motivation and satisfaction to the analysis of their individual behavior and environment. 

Assignment Steps

Create an 8- to 10-slide PowerPoint® presentation describing your Outer Game and Inner Game. See Ch. 3 of Mastering Leadership for these concepts. 

Include the following:

  • Your      leadership role and environment.
  • The      leadership process in your Outer Game.
  • The      leadership competencies in your Outer Game.
  • The      leadership consciousness in your Inner Game.
  • Insights      from this analysis.
  • Two      actions you will take for growth and development.
  • Include      detailed speaker notes, supporting citations, and references.

LDR531 Week 5 Creative Organizations and Strategic Change

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Identify and discuss several global creative organizations using the criteria and descriptions in Ch. 10 and 11 of Mastering Leadership. 

 
 

Include the strategic opportunities for change the organizations have. Each team member must write at least two substantive responses (with a minimum 350 words each)that include the following before submitting them via the Assignment Files tab:

· Discuss why those organizations could be considered creative.

· Explore alternative views.

LDR531 Week 6 FInal Exam SCORE 90 PERCENT

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Question 1

“Fiscal responsibility, accountability, strategy, and execution.” These leadership expectations are:

Implicit

​Required

Useful

​Explicit

Question 2

Which of the following items is NOT on the path from Patriarchy to Partnership?

​CEO creating whole systems.

​Self-managed teams.

​Engagement.

​Total quality management.

Participative management.

Question 3

All leaders can accelerate their progress toward effectiveness by:

​Asking

​Learning

​Managing expectations

​All of the above

Question 4

Which of the following statements best describes the relevance of the inner game and outer game to leadership behavior?

The inner game runs the outer game.

In high-pressure leadership roles, the outer game is the only game.

​The outer game (competence) is all that is essential to leadership.

Most efforts at developing leaders only target the inner game, or consciousness.

Question 5

Which of the following statements about “Playing on Purpose or Playing Not to Lose” is true?

There is no safe way to be great, and there is no great way to be safe.

The safe paths have all been taken.

The paths left to us require risk.

Leadership is inherently risky.

​​All of the above.

Question 6

To fulfill the Leadership Imperative, which of the following ideas will make us LESS likely to succeed?

​We need to work on specific skills and do so whenever we have the time.

​Our efforts need to be long-term and systemic.

​We need to work individually and collectively.

​We need to integrate the inner and outer game of leadership.

​We need to rethink how we develop leaders.

Question 7

Which of the following statements describes the Internal Operating System of the Creative Mind?

 ​Our beliefs depend on outside validation.

We believe that “my future is in your hands.”

We develop new assumptions that are structured from the inside-out, not dependent on outside validation.

Question 8

Which of the following statements describes “Collaborator?”

Take interest in and form warm, caring relationships.

​Engage others in a manner that allows the parties involved to discover common ground.

​Foster high-performance teamwork among team members who report to him/her.

Question 9

Which of the following is the best method for a leader to manage unproductive conflict?

Ignore the conflict and give direction to the team.

Hold a team building off-site to help the team work better together.

Ask each team member the question, “What would you do to resolve this conflict if you had freedom to act?” Then facilitate a discussion to resolve the conflict.

Send team members to conflict resolution training.

Question 10

The best metaphor the authors created for describing our relationship to Unity is that we are like waves on the ocean, not separate from the ocean. Which of the following statements best supports this metaphor?

​We realize that we were always one with the Ocean, that we were never separate, and that all waves are one; we are all each other.

​As separate waves, we experience the ups and downs of wave life.

We are separate waves and we experience ourselves on a journey across the ocean.

Some waves appear friendly; other waves may appear to threaten our ability to get what we want, and so we fear them.

Question 11

Which of the following statements describes the Leadership Practice 1: Discerning Purpose?

It requires that we distill and refine a collective sense of purpose and through honest dialogue.

​It is the willingness to be authentic, to speak and act in ways that express and embody our vision of greatness.

​It is the practice of opening to a deeper knowing, a higher perception, a calling, an inner voice that says, “Stay with this,” or, “Do this now,” or, “This is who you are, what you stand for, what you need to move toward in your leadership.”

It is to continue to give ourselves over to the pull of purpose, distill it into vision, and then deal with the anxieties that inevitably arise.

It requires attention to the trail, to the minute, subtle, and detailed clues our life is leaving as we live it (or as it lives us).

​It takes courage to engage in the authentic dialogue needed to forward the vision, find leverage, and implement fundamental structural change.

Question 12

Which of the following statements best describes the relationship of structure to higher leadership performance?

​To attain higher effectiveness, you must reach higher performance.

​To perform more masterfully, your Inner Operating System (IOS) must evolve to a higher order mental-emotional structure.

Since performance determines structure, if you want to evolve to a higher order structure, you must reach higher performance.

When we see extraordinary leadership, we see well-honed capability arising on a higher-order platform of competence.

Question 13

Which of the following is NOT a Promise of Leadership?

​Engage all stakeholders and hold them accountable.

​Set the right direction and create meaningful work.

​Ensure that processes and systems facilitate focus and execution.

Ensure that business performance is improved.

Set the right direction and create meaningful work.

Question 14

Which of the following statements describes the Leadership Practice 2: Distilling Vision?

It is to continue to give ourselves over to the pull of purpose, distill it into vision, and then deal with the anxieties that inevitably arise.

It is the practice of opening to a deeper knowing, a higher perception, a calling, an inner voice that says, “Stay with this,” or, “Do this now,” or, “This is who you are, what you stand for, what you need to move toward in your leadership.”

It requires attention to the trail, to the minute, subtle, and detailed clues our life is leaving as we live it (or as it lives us).

​It is the willingness to be authentic, to speak and act in ways that express and embody our vision of greatness.

​It takes courage to engage in the authentic dialogue needed to forward the vision, find leverage, and implement fundamental structural change.

It requires that we distill and refine a collective sense of purpose and through honest dialogue.

Question 15

Which of these statements defines the strength of Reactive Leadership?

​At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

​This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

​This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

​Leaders at this level function as global visionaries and enact world service for the universal good.

​This is the ability to take up membership, to work and live co-relationally with others and within organizations.

Question 16

Which of the following statements describes the Creative Mind”?

It is about forming an organization that we believe in, accomplishing outcomes that matter most, and enhancing our collective capacity to achieve a desired future.

It is about establishing hierarchical, patriarchal structures, dynamics, and cultures.

It creates an oscillating pattern of performance over time, the natural tendency of which is to seek equilibrium and return to normal.

Question 17

Which of the following is one of the three core reactive types?

Body.

​Soul.

Heart.

Question 18

Which of these statements defines the strength of Creative Leadership?

​Leaders at this level function as global visionaries and enact world service for the universal good.

​This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

This is the ability to take up membership, to work and live co-relationally with others and within organizations.

​At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

Question 19

When you see extraordinary leadership, what’s the best question to ask to understand what makes the leader extraordinary?

​Is this leader practicing competency, or consciousness?

Is this leader best at the inner game or the outer game?

​What are they doing that makes them extraordinary?

What operating system is that leader running to achieve such mastery?

Question 20

Developing leadership effectiveness is…

Less important than recruiting leaders.

​Rarely a leadership priority.

An important task for the training staff.

The most important priority of executive leadership.

Question 21

Which of the following is the formula for the Leadership Quotient?

LQ = LE/LI

LQ = L2/L1

LQ = L1/L2

LQ = LI/LE

Question 22

Which of these statements defines the strength of Egocentric Leadership?

This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

​This is the ability to take up membership, to work and live co-relationally with others and within organizations.

​This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

Leaders at this level function as global visionaries and enact world service for the universal good.

At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

Question 23

“Competence, fair treatment, commitment, engagement, listening, acting on suggestions, and providing inspiration, meaning, and direction.” These leadership expectations are

Implicit

Useful

​Explicit

​Required

Question 24

Which of the following is NOT included in the stages of the Universal Model of Leadership?

Reactive.

​Integral.

​Unitive.

Creative.

​Pathogenic.

Question 25

How do we describe the Leadership System?

​It is one of the eight core systems within organizations.

It is the central organizing system.

​To achieve high performance, leaders must achieve high scores on their competency evaluations.

​It only consists of the CEO and the Board of Directors.

Question 26

Which of the following statements accurately describes Reactive Mind?

Reactive Leadership is well-equipped to lead transformation into high-performing cultures and structures.

To evolve beyond Reactive Leadership, we must first see it and know it deeply.

Reactive mind was formed to separate from the prevailing culture.

Question 27

Which of the following statements describes “Caring Connection?”

Take interest in and form warm, caring relationships.

Foster high-performance teamwork among team members who report to him/her.

​Engage others in a manner that allows the parties involved to discover common ground.

Question 28

Which of the following is NOT one of the six systems of organizational effectiveness?

​Metrics.

Leadership.

Communication.

​Training and Education.

​Delivery.

Question 29

Which of the following statements is true about a company’s Leadership System?

The training staff must work very hard to help the leadership system to be effective. They must work hard to get leaders into leadership training programs to improve their leadership competencies.

​The leadership system is the central organizing system and the collective effectiveness of the leaders in the system is critical to the organization’s health and success.

 ​The CEO must be able to control and direct individual leaders and the leadership system for them to succeed.

Question 30

Which of the following statements accurately describes Integral Leaders?

It is built for complexity, designed for leading change within complex systems amid volatile, ambiguous, and rapidly changing environments.

The leader is capable of working effectively with people of all types and with people at every stage of Leadership Development.

​The Leader has the ability to hold large conflicts, opposite visions, and redundant polarities in tension without reacting to them, trying to problem-solve them, or turning them into win-lose battles.

The Leader is in full possession of the entire array of gifts, strengths, and competencies that are required to lead effectively.

​​All of the above.