Explain how an individual leadership development plan aligns with industry and organizational needs.
Conduct a candid self-assessment of your health care leadership competencies and construct an 8–12 page comprehensive individual leadership development plan that can help you take your organization into the future.
Note: You are strongly encouraged to complete the assessments in this course in the order in which they are presented.
By comparing areas of strength and weakness to the skill sets required to lead an organization, it is easier to determine the specific skill areas that need to be developed. Once you identify skills that need improvement, it is possible to develop an action plan to strengthen weaker areas and highlight existing strengths. A good action plan should contain specific strategies as well as a way to measure success.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
· Competency 2: Assess personal leadership competencies relative to the organizational need.
· Summarize relevant critical success leadership competencies required by health care organizations.
· Compare personal leadership competencies to the critical success leadership competencies needed within the health care industry.
· Construct an individual leadership development plan that contains specific action steps, a timeline, and performance indicators and measures.
· Explain how an individual leadership development plan aligns with industry and organizational needs.
· Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.
· Write coherently, concisely, logically, and with strong support from relevant professional resources, in an appropriate format, with correct grammar, usage, and mechanics as expected of a health care administration professional.
Different types of health care organizations have different visions, missions, values, and cultures. Leaders must assess the community and organization to determine what type of leadership best fits the organizational context. Effective leaders are those who are consistent, credible, authentic, flexible, and engage in continuous learning.
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.
· What new leadership skill sets are needed within your organization due to changes in external industry trends?
· Have you put together a career development plan to help you take advantage of your education and a changing industry? What are some of the advantages of having a career development plan?
· How can you leverage things such as periodic 360-degree informal feedback, a mentor, committee participation in your local professional chapter, organizational task force or committee work, community or volunteer outreach activities, research, professional association presentations, and other items to highlight your skills and demonstrate the value you can add to an organization?
Resources
Required Resources
The following resources are required to complete the assessment.
Click the links provided to view the following resources:
· STAR Competency Assessment Table.
· National Center for Healthcare Leadership (NCHL). (2010). Health leadership competency model summary. Retrieved from www.nchl.org/Documents/NavLink/Competency_Model-summary_uid31020101024281.pdf
This provides a summary of some aspects of the NCHL competency model.
Suggested Resources
The resources provided here are optional and support the assessment. They provide helpful information about the topics. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The Organizational Leadership and Governance Library Guide can help direct your research. The Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
Organizational Leadership
· Diana, M. L., Walker, D. M., Mora, A. M., & Zhang, Y. (2015). Vertical integration strategies in healthcare organizations. The Journal of Health Administration Education, 32(2), 223–244.
· This article examines how leadership and management at organizations are working when considering whether or not to participate in an Accountable Care Organization.
· Grandy, G., & Holton, J. (2013). Leadership development needs assessment in healthcare: A collaborative approach. Leadership & Organization Development Journal, 34(5), 427–445.
· This article presents data collected from a project that looked at the leadership development needs in health care.
· Sinar, E., Wellins, R. S., & Ray, R. (2014). Seeking answers on the lackluster state of leadership. Talent Development, 68(12), 36–41.
· This article examines current needs and gaps regarding skills and characteristics of leaders.
Leadership Competencies
· National Center for Healthcare Leadership (NCHL). (2017). NCHL healthcare leadership competency model. Retrieved from http://www.nchl.org/static.asp?path=2852,3238
· Website homepage for the NCHL Healthcare Leadership Competency Model. It may have additional or supplemental information that you might find useful.
Personal & Individual Leadership
· Ledlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: Theories, skills, and applications (3rd ed.). Burlington, MA: Jones and Bartlett. Available in the courseroom via the VitalSource Bookshelf link.
· Chapter 5, “Leadership Competence: Professional Competencies and Personal Skills and Responsibilities,” on pages 96–135.
· This chapter reading provides information on personal leadership style and important competencies and personal skills for health care leaders.
· Rubino, L. G., Esparza, S. J., & Chassiakos, Y. S. R. (2014). New leadership for today’s health care professionals: Concepts and cases. Burlington, MA: Jones & Bartlett Learning. Available in the courseroom via the VitalSource Bookshelf link.
· Chapter 6, “Strategic Thinking Leaders,” on pages 113–136.
· Explains the importance of strategic thinking and identifies ways to help creative thinking.
· Margolis, J. D. (2015). Professionalism, fiduciary duty, and health-related business leadership. JAMA: The Journal of the American Medical Association, 313(18), 1819–1820.
· Brief examination of leadership for balancing financial and care related considerations.
Additional Resources for Further Exploration
You may use the following optional resources to further explore topics related to competencies.
Note: You are strongly encouraged to complete the assessments in this course in the order in which they are presented.
This assessment has three distinct parts.
· Part 1: Critical Leadership Competencies for Health Care Organizations. In Part 1, based on the information from your resources, provide an overview of the leadership competencies required to lead health care organizations into the future.
· Part 2: Personal Leadership Gap Analysis. In Part 2, compare the competencies most needed by your organization (from your work in Assessment 1) to the skills you already possess (using the results from your STAR analysis).
· Part 3: Individual Leadership Development Plan (ILDP). In Part 3, use the information from your resources, your self-assessment, and your work in Assessment 1 to put together a cohesive individual leadership development plan (ILDP).
