Week4
Leadership competencies are essential to the success of health care leaders. Many of these competencies are developed through on-the-job training, administrative fellowship programs, professional conferences, and graduate education. As a graduate student, it is important that you are able to assess your own leadership competencies and develop a professional improvement plan to hone your skills and become an effective industry leader. For this Discussion, you examine the ACHE leadership competencies and consider how you might improve your own leadership skills.
To prepare:
Required readings
Walston, S. L. (2014). Strategic healthcare management: Planning and execution. Chicago, IL: Health Administration Press.
Note: This chapter was assigned in Week 1. Please review it for this week.
Bouaine, W., Charfeddine, L., Arouri, M., & Teulon, F. (2015). The influence of CEO departure and board characteristics on firm performance. The Journal of Applied Business Research, 31(2), 345–356.
Budak, F., & Kar, A. (2014). The importance of strategic leadership in healthcare management. IIB International Refereed Academic Social Sciences Journal, 5(15), 155–171.
Capasso, A., & Dagnino, G. B. (2014). Beyond the “silo view” of strategic management and corporate governance: Evidence from Fiat, Telecom Italia and Unicredit. Journal of Management & Governance, 18(4), 929–957.
Note: Retrieved from Walden Library databases.
Cossin, D., & Metayer, E. (2014). How strategic is your board? MIT Sloan Management Review, 56(1), 37–43.
Note: Retrieved from Walden Library databases.
Effelsberg, D., & Solga, M. (2015). Transformational leaders’ in-group versus out-group orientation: Testing the link between leaders’ organizational identification, their willingness to engage in unethical pro-organizational behavior, and follower-perceived transformational leadership. Journal of Business Ethics, 126(4), 581–590.
Note: Retrieved from Walden Library databases.
Green, A. E., Albanese, B. J., Cafri, G., & Aarons, G. A. (2014). Leadership, organizational climate, and working alliance in a children’s mental health service system. Community Mental Health Journal, 50(7), 771–777.
Note: Retrieved from Walden Library databases.
Schweitzer, J. (2014). Leadership and innovation capability development in strategic alliances. Leadership & Organization Development Journal, 35(5), 442–469.
Note: Retrieved from Walden Library databases.
Self, T. B., Matuszek, T., Self, D. R., & Schraeder, M. (2014). The weaver’s loom: A conceptual framework for facilitating transformational human resource management through the strategic integration of knowledge management and continuous improvement. Journal of Business and Management, 20(1), 87–104.
Note: Retrieved from Walden Library databases.
Shen, W., & Gentry, R. J. (2014). A cyclical view of the relationship between corporate governance and strategic management. Journal of Management & Governance, 18(4), 959–973.
Note: Retrieved from Walden Library databases.
Stout, L. R. (2015). Board governance: Reform-driven transformation and reexamination of fundamentals. Frontiers of Health Services Management, 31(4), 43–49.
Note: Retrieved from Walden Library databases.
Zastocki, D. K. (2015). Board governance: Transformational approaches under healthcare reform. Frontiers of Health Services Management, 31(4), 3–17.
Note: Retrieved from Walden Library databases.