COURSE INFORMATION
The content of this course will help the student build foundational leadership knowledge and bridge the gap between theory and practice. Leadership is studied from historical, cultural and contemporary perspectives. Course Content includes a comprehensive study of multiple leadership theories. This Leadership course is designed to provide the student with the ability to distinguish the difference between a leader and a manager and note that all managers are not automatically leaders. Examples are given to relate leadership theories to actual practice. Relevant skills, tools, abilities and education are addressed. A students personal leadership style is also profiled by encouraging them to develop a personal leadership development plan. Emphasis is placed on leadership competencies required to successfully in the healthcare arena. The competition for scarce organizational resources impact on leadership styles is a big part of the discussion. Leadership theories are also reviewed in the context of how intricately complex our healthcare system has become. Healthcare leadership’s relationship to healthcare Ethics puts an ethical framework in the forefront of our studies. Practical applications of leadership theories are differentiated by positive or negative outcomes. Modeling techniques add perspective and allow for the consideration of leadership options in practice. Our text also provides a future look at potential leader actions and the effect of globalization and world views. The impact that a leader’s decisions have on the local community served and society is analyzed as well. We also take a look at how effective leaders manage poor performing employees. Strategies and best practices are reviewed. Models of health analytics models are reviewed. The importance of the healthcare leader’s ability to maneuver successfully in the complex health insurance environment become paramount. Succession planning and mentoring techniques is looked at from the perspective of developing our next generation of healthcare leaders. Additional insight is gained by reviewing the concepts discussed on Appendix A-D.
The topics covered in this course are applicable to all sizes of healthcare organizations as the healthcare industry has entered an era of unprecedented change. In addition, the work of healthcare organizations continues amid a high level of scrutiny from regulatory agencies that examine the quality of care, operational processes, financial performance and patient safety. In the course we attempt to define the extraordinary challenges healthcare leaders face and provide a model of leadership under which the leader can navigate the healthcare minefield of uncertainty. Students will become learn how to Compete for scarce resources in an organizational setting and develop strategic responses and options. Patient satisfaction becomes a focal point and the future leader is taught to consider a community perspective in decision making. This course is relevant for current and future supervisors and managers who want to increase their leadership potential and skill set. The course content is applicable for prospective and existing clinical providers and managers from Outpatient facilities, Long-term care facilities, Ambulatory Centers and all levels of hospitals. The text is applicable to both the second and third courses for our Healthcare Leadership Certification Program or for students who wish to earn CE credits.
Course Code: HM 595
Contact hours of education= 50.
Instructor/Course Author: Mark C. Barabas, BS, DHA, FACHE
Link to Resume: access here
TEXTBOOKS: There is one (1) required textbook for this course.
Leadership for Health Professionals: Theory, Skills, and Applications 4th Edition, by Gerald R. Ledlow, Burlington, MA: Jones & Bartlett Learning.
TIME FRAME: You are allotted two years from the date of enrollment, to complete this course. There are no set time-frames, other than the two year allotted time. If you do not complete the course within the two-year time-frame, you will be removed from the course and an “incomplete” will be recorded for you in our records. Also, if you would like to complete the course after this two-year expiration time, you would need to register and pay the course tuition fee again.
GRADING: You must achieve a passing score of at least 70% to complete this course and receive the 50hours of awarded continuing education credit. There are no letter grades assigned. You will receive notice of your total % score. Those who score below the minimum of 70% will be contacted by AIHCP and will be permitted one more attempt to retake the online examination.
BOARD APPROVALS: The American Institute of Health Care Professionals (The Provider) is approved by the California Board of Registered Nurses, Provider number # CEP 15595 for 50 Contact Hours. Access information
The American Institute of Health Care Professionals, Inc. is an Approved Provider of Continuing Education by the Florida State Board of Nursing Provider # 50-11975.
OTHER STATE BOARDS OF NURSING
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the Arkansas Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the Georgia Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the South Carolina Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the West Virginia Board of Examiners for Professional Registered Nurses. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the New Mexico Board of Nursing. CE Provider # 50-11975.
Course Refund & AIHCP Policies: access here
ONLINE CLASSROOM RESOURCES AND TOOLS
- Discuss and explain the foundations of leadership from 10 or more theorists.
- Discuss and explain how leaders use organizational culture and leadership tools to create a successful environment for their organizations.
- Discuss leadership and managerial perspectives and theories of administration within organizational cultures (consider structure, coupling, communication environment, etc.) and apply appropriate styles to various situations, understanding that people are led and resources are managed.
- Describe how individuals are motivated to perform effectively and develop motivational plans with which to lead people.
- Describe the importance, sources, and uses of power and politics.
- Discuss the process of leadership as it applies to organizational performance within the context of culture development and leadership tool application.
- Describe the elements, sequence, and information requirements of strategic planning as a process of effective leadership.
- Be able to conduct a self-assessment of leadership while explaining strengths and weaknesses of individuals and leadership teams.
- Through synthesis and evaluation, develop a leadership application model to use personally, for presentation and application.
COURSE OBJECTIVES: Upon completion of this course, you will be able to:
- Outline why the study of Leadership is important to healthcare professionals and identify challenges to quality leadership
- Differentiate between leadership and management
- Study the prescriptive and descriptive leadership models
- Distinguish the historical phases of leadership and identify their characteristics
- Relate the phases of leadership thought to modern leadership practices and research
- Evaluate the health industry’s need for leadership
- Describe at least 4 assessments related to leadership
- Study leadership assessment instruments as related to personality type and leadership style (self-assessment improvement plan)
- Assess your leadership style and fundamental skills
- Relate your leadership persona with examples from your life experiences
- Outline dynamic forces in the healthcare industry and identify challenges intervention strategies
- Link leadership competencies needed to deal with rapid organizational change in the healthcare industry
- Review the leadership competency model
- Study the domains of change in the healthcare industry and their impact on leadership capability and success
- Relate healthcare reform efforts to leadership needs
- Describe the progression of leadership theories and models
- Distinguish between the trait, behavioral and situational models and demonstrate their applications
- Identify a progression of leadership model applicable to today’s healthcare organizations
- Relate your personal leadership model to today’s leadership needs for healthcare organizations
- Explain how the complexity of the healthcare industry influences the workforce, environment and competencies needed today
- Describe how the complexity of the workforce impacts communication failure and conflict
- Analyze the use of the avoiding and competing strategies on the accuracy of messaging stakeholders
- Identify required competencies for today’s healthcare leaders
- Study healthcare team and group behavior models
- Review the variables the effect leadership practices
- Describe planning, decision making and training in healthcare organizations
- Summarize the planning and decision-making process in the context of leadership
- Relate decision making models to leadership situations
- Differentiate the levels of the planning process
- Plan and design a quality improvement program based on national standards
- Identify “garbage can” models of decision making
- Define the cycle of leadership and identify the necessary skills required to complete each stage
- Explain Tuckman’s model of the group dynamic process
- Construct a 5-year leadership development plan
- Compare and contrast the effectiveness of a great team with a team affected by Groupthink
- Devise a healthcare leader’s checklist for leading people and managing resources for a group
- Evaluate the development of healthcare leaders and identify leadership development opportunities
- Study multiple contemporary leadership models
- Apply the PAARP Inter-Professional Team model to a real-life situation
- Relate organizational culture impact on contemporary leadership models
- Create your own leadership model and relate it to existing contemporary models
- Create your own understanding of the differences of the various contemporary leadership models
- Identify all elements of a strategic plan and how it is operationalized
- Distinguish the levels of organizational culture and assess the potential of culture change
- Determine how organizational culture may be changed by a strategic planning process
- Analyze how external and internal environmental factors can influence the strategic plan and organizational culture
- Design a methodology to perform both an internal and external organizational assessment with periodic monitoring
- Develop action steps after considering your external environmental assessment and integrate them into your strategic plan
- Define distributive justice, ethics, morals, promise keeping and leadership bankruptcy
- Understand how ethical principles relate to patient care
- Review distributive justice theories
- Differentiate between the utilitarian and deontological organizational postures
- Study the options a leader has to develop an integrated system of ethics and moral practice
- Review the topics of patient autonomy, beneficence, non-malfeasance and justice