The Leadership Edge Q-2 .

Uploaded on:
The Leadership Edge (Q-2). Presenters : Bernie Dana, MQM, Evangel University, Springfield, MO Doug Olson, Ph.D, University of Wisconsin – Eau Claire Panel Response : Lonnie Bisbano, Administrator, Orchard View Manor, East Providence, RI
Slide 1

The Leadership Edge (Q-2) Presenters : Bernie Dana, MQM, Evangel University, Springfield, MO Doug Olson, Ph.D, University of Wisconsin – Eau Claire Panel Response : Lonnie Bisbano, Administrator, Orchard View Manor, East Providence, RI Susan Gilster, Ph.D, Alois Alzheimer Center, Cincinnati, Ohio Marianna Grachek, CEO, American College of Health Care Administrators, Alexandria, VA Randy Lindner, MHSA, Executive Director, National Association of Boards of Examiners (NAB), Washington, DC Margaret McConnell, RN, RFA, Administrator, Charleston Residential Care, Las Vegas, NV October 8, 2007 - 10:30 a.m. – 12:30 p.m.

Slide 2

Outline Leadership diagram Bernie Dana Douglas Olson Panel respondents Susan Gilster, Alois Alzheimer Center Lonnie Bisbano, Orchard View Manor Margaret McConnell, Charleston Retirement Randy Lindner, NAB Marianna Grachek, ACHCA Audience questions

Slide 3

Leadership survey What is administration? Is there a distinction amongst administration and administration What ought to be the center of authority advancement?

Slide 4

LATITUDE TO INNOVATE High potential commitment Unsuccessful advancement STATUS & POWER No activity or development Successful development GAIN MEDIUM LOSS HIGH LOSS Figure 1: Social Exchange Theory Map GROUP EVALUATION Circumstances out of hand Group re-assessment Poor judgment; inadequacy Loyal to bunch? Egotistical thought processes? © B. Dana 2003 Effective pioneers Important part of supporters Differentiating segments Achieving comes about

Slide 5

Behavior center Learned abilities Transformation versus Alluring Task versus individuals introduction Participative Practice Models

Slide 6

Decision Procedures Related to Participative Leadership Autocratic Decision Consultation Joint Decision Delegation Acts of requesting thoughts/recommendations are insufficient Leader must: truly consider the thoughts and proposals Provide environment where subordinates are not reluctant to settle on a choice designated to them Source: Yukl, Gary (2002). Authority in Organizations, fifth Ed ., New Jersey: Prentice Hall

Slide 7

Consequences of Participative Leadership Decision Quality: Quality is high when best option is chosen Quality is vital when determination is troublesome and results influence gather execution Decision Acceptance Degree of subordinate duty to actualize support and impact increment inspiration Satisfaction with the Decision Process Development of Participant Skills Source: Yukl, Gary (2002). Initiative in Organizations, fifth Ed ., New Jersey: Prentice Hall

Slide 8

Simplified Normative Decision Model

Slide 9

Practical learning assets in view of research Leadership Challenge – Kouzes and Posner Good to Great – Collins First, Break All the Rules – Buckingham and Coffman Baldrige Criteria for Performance Excellence (NIST) and AHCA/NCAL Quality Award Program

Slide 10

Practices connected to execution -Nuances of LTC field LTC authority contemplates Changes in the field SNF – Housing Flat structure High work High touch Highly individual

Slide 11

Current administration center Crisis administration Reactionary Regulatory High turnover

Slide 12

Figure 2: Shift in Importance of Management Skills Senior Management Middle Management Beginning Management Technical Relational Conceptual Required changes Awareness of advancement Talent advancement Non-particular setting programs LTC field is an incredible lab Need for another methodologies

Slide 13

Neuroscience of administration Self-revelation Trusting environment Good compatibility Practice, hone, rehearse…

Slide 14

An Experiential Model: ACHCA Leadership Program Concept Future center Leadership appraisals Organizational arrangement Long range arranging Effective relational abilities Leadership change arrange Networking aptitudes Talent improvement Personal profession technique Application practices Coaching abilities/sessions Managerial/specialized capability Clinical/administrative administration Quality administration frameworks Organizational outline Resource distribution Legal and moral issues Workforce administration Technology & information frameworks Strategic administration Personal developiment RESULTS Change center Decision/issue examination Statistical investigation/apparatuses Team building instruments Negotiation prepare Performance assessment Conflict determination Project administration handle Innovation/benchmarking devices Certified Manager: Knowledge exam and experience Leadership Fellow: Knowledge exam and execution Senior Fellow : Exam, execution, capstone ventures Senior Diplomat Adds guiding accreditation. Information PROCESS BEHAVIOR Source: Adapted by B. Dana and D. Olson from CIMBA demonstrate

Slide 15

The most ideal approach to anticipate the eventual fate of long haul care is to create viable pioneers to make it.

Slide 16

Panel Response: When it comes to new authority improvement approaches what activities Audience Questions and Dialog with Panel Closing Comments - Marianna Grachek has this position paper provoked you to consider in your own particular setting?

View more...