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 600
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
- Examination Access: there is link to take you right to the online examination program where you can print out your examination and work with it. All examinations are formatted as “open book” tests. When you are ready, you can access the exam program at anytime and click in your responses to the questions. Full information is provided in the online classrooms.
- Student Resource Center: there is a link for access to a web page “Student Resource Center.” The Resource Center provides for easy access to all of our policies/procedures and additional information regarding applying for certification. We also have many links to many outside reference sites, such as online libraries that you may freely access.
- Online Evaluation: there is a link in the classroom where you may access the course evaluation. All students completing a course, must, without exception, complete the course evaluation.
- Faculty Access Information: you will have access to your instructor’s online resume/biography, as well as your instructor’s specific contact information.
- Additional Learning Materials: some faculty have prepared additional “readings” and /or brief lecture notes to enhance your experience. All of these are available in the online classrooms.
COURSE OBJECTIVES: Upon completion of this course, you will be able to:
- Understand how Healthcare Leaders use metrics related to efficiency, effectiveness, performance and quality
- Explain the importance of measurement criteria
- Demonstrate applicable models and measurement tools
- Compare and contrast assessment and evaluation models leaders use for assessment of their organizations
- Categorize measurements and metrics used for assessments of healthcare organizations
- Differentiate the performance and quality measures used specific types of healthcare providers
- Discuss the ownership responsibilities for quality and safety with healthcare organizations
- Explain the major elements of hospital accreditation and related quality metrics
- Review the key principles of organizational culture that must be aligned to the organization’s quality mission, safety goals and high reliability performance within the organization
- Link patient concerns to different methodologies and approaches used in the organization’s quality improvement plan
- Describe components, methods and tools used by leadership to integrate an organizations culture of patient safety and high reliability
- Study models and theories used to create a culture of quality improvement and patient safety such as the theory of planned behavior or the dynamic culture leadership model
- Outline the issues related to globalization, power, followership and culture change for a leader’s perspective
- Identify tools that a healthcare leader can use to change and adapt culture
- Relate global leadership style to transformational leadership practices
- Analyze a leader’s use of power as it relates to followership, culture change and knowledge management
- Categorize global leadership differences based on a leader’s use of power, technology and knowledge management
- Evaluate approaches to knowledge management, organizational learning and transformational leadership culture change
- Review health advocacy concepts and methods
- Explain how healthcare leaders can be catalysts for healthcare reform and policy change
- Study the applicable models of healthcare advocacy
- Recognize how advocacy debates in society get started and related models used to create power, influence and incentives pertaining to the issue
- Outline the cycle of change related to a healthcare leader’s use of power and influence to affect to outcome of an advocacy debate
- Identify current advocacy debates in practice
- Describe the importance of dealing appropriately with non-performing employees
- Distinguish between the different types of non-performing employees
- Explain progressive strategies moving non-performing employees toward becoming productive and useful to the organization
- Outline the progressive action steps a leader must use when confronting non=performing employees
- Summarize the methods used for implementing continuing education in the organization
- Study contemporary integrated approaches for utilizing health information from multiple sources to enhance decision making
- Explain how healthcare industry reform and policy changes impact to rate of health analytic adoption and what changes precipitate analytic adoption
- Demonstrate how new health information and technology models improve the efficiency, effectiveness and performance of health services
- Describe models used to integrate raw data to develop knowledge to improve health system performance and community equity
- Discuss the HIMSS delta model and the 4 P’s of Health Analytics models as related to technology adoption and use of information
- Evaluate the integration of population, patient , process and profitability information to address community health needs and strategic planning
- Outline the evolution of the health insurance industry and reimbursement models
- Compare the traditional market economy for health insurance to the healthcare marketplace related to supply and demand
- Explain health insurance coverage options available from both the public and private sectors
- Study the different functions of health insurance companies and how they relate to providers
- Understand the pros and cons of Obamacare
- Review how health insurance companies do or don’t successfully carry out their roles of providing access to care, payment to providers and value to customers/society
- Describe the importance of mentoring and succession planning related to organizational success
- Distinguish between the concepts of mentee and protégé
- Identify mentoring program barriers related to gender, race, age and ethnicity
- Explain the steps involved in establishing program
- List the similarities between leading, mentoring and succession planning
- Develop and implementation plan and personal leadership system using the theories and models you have studied
- Understand why the study of theory is important to the study of leadership
- Distinguish the basic elements and relationships of a theory
- Review leadership principles and applications
- Study the Omnibus leadership model
- Describe the attributes of an efficient supply chain and revenue management system
- Identify and assess the key principles of leadership, leading people and managing resources
- Review relationship building behaviors of a leader
- Contrast internal and external stakeholder motivations, needs and aspirations
- Explain the Parity of health care model and it’s usefulness to healthcare leaders
COURSE CONTENT:
A brief abstract of content:
- 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.