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958862558 |
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OCoLC |
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20161029112519.3 |
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160920s2017 enk o 000 0 eng d |
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|a 958650821
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|z 9780128018668
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|a Lexa, Frank James.
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|a Leadership Lessons for Health Care Providers
|h [electronic resource].
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|a London :
|b Academic Press, imprint of Elsevier,
|c [2017]
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|a 1 online resource.
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|a Cover; Title page; Copyright page; Dedication; Contents; Acknowledgments; Introduction; Chapter 1 -- Leadership and its Challenges; Leadership in time; Challenges to healthcare leadership and leaders; Changing healthcare; Healthcare costs and change; How to get started; Chapter 2 -- Profiles in Leadership: What Does it Mean to Be a Great Leader; Does Leadership Matter to Healthcare Professionals?; Who Should Lead in Healthcare?; Chapter 3 -- Deciding to Lead: When and Why to Begin to Take on Leadership Roles; Introduction; Making and standing by tough decisions: A business case study.
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|a Chapter 4 -- Your First 100 Days: Facing the Challenge of Becoming a New LeaderIntroduction; Your first 100 days: hit the ground running hard... very hard; Change in a Position Requires Both Internal and External Changes; Gather as Much Information as You Can; The Right Questions to Ask Internally; Have an Agenda and Implement it Aggressively; Keep Asking Yourself: What Is My Agenda?; Set Appropriate Expectations; Build Your Team; Reach Out; Where Do You Go From Here?; Chapter 5 -- The Unexpected Leader: Challenges of Having Leadership Thrust Upon You; Introduction; Preparation.
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|a Prevention by paying attentionParachuting in; Step 1: Have a Meeting With the Person or Persons or Group That Has Asked You to Lead; Step 2: If Possible, Meet With and Debrief the Person Who Has Just Left; Step 3: As I Outlined in the Prior Chapter, Meet With the Key People at Every Level in Your Organization as Quickly as Possible; Step 4: Set Priorities for Both the First 100 Days, but Also for Your Leadership Tenure; Step 5: Build a Team of Capable People Who You Can Trust; Step 6: Spend Time Prioritizing What Needs to Be Done; Step 7: Set an Agenda for Your Goals; Key points.
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|a Chapter 6 -- Leading From BelowChapter 7 -- Qualities of Great Leadership; Introduction; An expert's view on leadership; Chapter 8 -- Delegation: Getting It Right to Lead Successfully; Introduction; Drivers that force delegation in organizations; Effective delegation; Executive delegation, the extremes: Carter and Reagan; Getting delegation right: the rules; Chapter 9 -- Making the Grade: Levels of Leadership; Introduction; The impact of leadership: the effect of scalability; Levels of leadership-what they mean: Collins' classification; Limitations of Using the System in Some Institutions.
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|a Putting This Into Use for UsBringing back grades: how do you implement this?; Chapter 10 -- Educating Leaders: A Foundation Curriculum for HealthCare Professionals; Introduction; Level I: goals; Curriculum issues; Chapter 11 -- Learning to Lead: Best Practices for Getting Started; Introduction; How to learn with a formal curriculum; Seminars, durable lectures, and other materials; Mentorship; Building a network; Chapter 12 -- Leadership-Organizational Styles and Types; Introduction; Authoritarian organizations: the good, the bad, and the ugly; Democracy and its detractors.
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|a Leadership.
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|a Medicine
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|2 bisacsh.
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|a BUSINESS & ECONOMICS / Management.
|2 bisacsh.
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|a BUSINESS & ECONOMICS / Management Science.
|2 bisacsh.
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|a BUSINESS & ECONOMICS / Organizational Behavior.
|2 bisacsh.
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|a Health services administration.
|2 fast.
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