Interview 1 key leader who is involved in the organization’s health care delivery.

Choose a real health care organization to study. Interview 1 key leader who is involved in the organization’s health care delivery. Based on questions asked and answers given, the report will summarize the questions and answers and then present detailed information evaluating the following:Interdepartmental interaction, communications, team building activities and conflict resolution techniques, ethics and workplace diversity programming, proposed operational changes, and how these changes may impact operations and budgetsClick here for relevant resource articles for this unit.Below is a list of articles and summary descriptions on effective leadership practices inhealth care. Use the online library to search for the complete article athttps://mycampus.aiu‐online.com/portal/5/library/pages/libraryhome.aspx.Article 1:Fibuch, E. E. (2011). Failure of senior leadership: Is this a problem in your hospital?Physician Executive, 37(2), 46‐50.The article looks at the reasons behind failed leadership in the context of health careorganizations in the U.S. It provides stages of derailment of senior leadership includingthe leader’s failure to be self aware of themselves and others, pride and arrogance andmissing the warning signs from feedback on their declining performance. It lists themost common leadership shortcomings which include lack of enthusiasm, lack of clearvision and direction and having poor judgment.Article 2:Hernandez, J. S. (2011). Am I demoralizing my staff? 10 questions to ask. PhysicianExecutive, 37(3), 60‐63.The article focuses on the questions that all physician leaders should ask themselves toensure that they lead and not bring down their staff in the U.S. It states that leadersshould ask if they are autocratic, a leadership style that is ineffective in the long run inthe health care environment. It notes that leader may have a vision but if it is not clearlyspelled out and shared, it will be impossible for others to follow.Article 3:Merrelly, P. (2012). Effective change management: The simple truth. ManagementServices, 56(2), 20‐23.The article outlines six steps for effective change management in corporations. Topicsinclude research carried out by global consulting firm Towers Watson which identifiedorganizational changes and effective change management practices, including the roleleadership has in providing direction and inspiring employee confidence and howcommunication advances understanding and increases employee motivation. Additionalinformation is presented on the importance of learning activities, corporatemeasurement of success, and sustaining effective change management strategies.Article 4:Smet, A. D., Lavoie, J., & Hioe, E. S. (2012). Developing better change leaders. McKinseyQuarterly, (2), 98‐104.The article discusses the importance to business executives of strong leadership skillswhen implementing significant change, and describes three successful cases of change management. In one, a director of sourcing and logistics was able to promoteinterpersonal interactions among staff as she changed the firm’s sourcing system. AEuropean plant manager achieved his mandate to increase yields by getting out of hisoffice and spending more time talking with employees, in the process learning for thefirst time about various areas that needed improvement. Also describes is the case of aplant manager in France who needed the help of his workers to transfer operations toanother country.Article 5:Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers:Transformational leadership, public service motivation, and mission valence.Public Administration Review, 72(2), 206‐215.This article contributes to our understanding of public service motivation and leadershipby investigating ways in which organizational leaders can reinforce and even augmentthe potential effects of public service motivation on employees’ attraction to theorganization’s mission (mission valence). The results contribute to two researchquestions. First, the findings provide new evidence on the sources of public servicemotivation. The authors find that transformational leadership is an organizational factorassociated with higher public service motivation. Second, the article examines therelationship between transformational leadership and mission valence. The authors findthat transformational leadership has an important indirect effect on mission valencethrough its influence on clarifying organizational goals and fostering public servicemotivation.Please submit your assignment.For assistance with your assignment, please use your text, Web resources, and all course materials.Your assignment will be graded in accordance with the following criteria. Click here to view the grading rubric.This assignment will also be assessed using additional criteria provided here.  “Are you looking for this answer? We can Help click Order Now”

 

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