The Six P S Of Leadership For Healthcare Executives

The Six P's of Physician Leadership is an executive and academically focused primer that identifies six essential issues for every current, up and coming, and potential physician leader that they can incorporate in their daily work and life. It brings a fresh understanding on the topics of people, presence, politics, process, perspective, and principles of business that are targeted to physician leaders but with universal application in leadership development. The authors explore each of the P's in unequal amounts and raise your awareness of their relevance to physician leadership. Written from experience gained as a physician executive and a business strategist who has worked to understand the essence of the dilemmas and challenges faced by physicians in the transition from the cottage industry of the twentieth-century to today's evolving clinically integrated care delivery environment. The book concludes with a glimpse of additional critical issues that include governance, career management and work-life balance. Becoming a leader and remaining a great leader is a personal journey of self-development. In the physician realm, there are minimal resources directed to their unique circumstances. With a global health care system that is rapidly evolving in the digital age more physician leaders will be required to champion organizational transformation across the global healthcare landscape. An industry level renaissance to support systemic challenges is occurring in healthcare and the need to cultivate leadership essentials has never been more important.

In this Research Topic, we provide a comprehensive overview of current public health leadership research, focusing on understanding the impact of leadership on the delivery of public health services. By bringing together ground-breaking research studies detailing the development and validation of leadership activities and resources that promote effective public health practice in a variety of settings, we seek to provide a basis for leading public health organizations. We encouraged contributions that assess the effectiveness of public health leaders, as well as critical discussions of methods for improving the leadership of public health organizations at all levels. Both ongoing and completed original research was welcome, as well as methods, hypothesis and theory, and opinion papers. The effective practice of public health leadership is a key concept for public health practitioners to clearly understand as the 21st century unfolds. Following the significant lapses of leadership in the for-profit world, leaders in governmental and not-for-profit agencies are required to learn by their failed examples. A major task facing all current and prospective public health practitioners is developing the required leadership skills in order to be effective twenty first century leaders. As a consequence of the rapidly evolving health of the public, as well as the development of the discipline and practice of public health, understanding the principles and attributes of leadership are now required of all public health practitioners. Leadership can be described in a variety of ways. Leadership in public health requires skillful individuals meeting the health challenges of communities and the population as a whole. Leadership may be defined as a process that occurs whenever an individual intentionally attempts to influence another individual or group, regardless of the reason, in an effort to achieve a common goal which may or may not contribute to the success of the organization. Thus leadership is a process involving two or more people. The nature of leadership is an important aspect of the concept as a whole. Submissions relating public health leadership to the management of public health organizations were welcomed. This Research Topic provided the opportunity for authors to consider the concept of leadership from a variety of approaches. Original research papers considering a variety of leadership theories provide methodological approaches to the topic. Hypothesis and theory papers provide the basis for application of leadership to public health practice. Opinion papers provide the opportunity to develop thinking concerning practice of public health leadership.

It is vital for healthcare leaders to have a clear sense of which leadership ideas and practices are rooted in sound theory and convincing evidence, and which are more speculative. This book provides a coherent set of six lenses through which to scrutinise the leadership literature relevant to healthcare - leadership concepts, characteristics, contexts, challenges, capabilities and consequences. It offers a view of leadership beyond the traditional focus on the individual, and argues instead that leadership has to be understood and developed as a complex set of practices by many people within specific organisational and inter-organisational contexts and cultures.

Introduction to Health Care Management, Fourth Edition is a concise, reader-friendly, introductory healthcare management text that covers a wide variety of healthcare settings, from hospitals to nursing homes and clinics. Filled with examples to engage the reader's imagination, the important issues in healthcare management, such as ethics, cost management, strategic planning and marketing, information technology, and human resources, are all thoroughly covered. Guidelines and rubrics along with numerous case studies make this text both student-friendly and teacher-friendly. It is the perfect resource for students of healthcare management, nursing, allied health, business administration, pharmacy, occupational therapy, public administration, and public health.

Essentials for the Improvement of Healthcare Using Lean & Six Sigma is all about real and immediate quality improvement. Written by D.H. Stamatis, a renowned expert in organizational development and quality, the book addresses concerns that can be ameliorated with minimal government intervention. Detailing immediate paths for improvement fundamental to primary care, hospitals, and managed care, the book: Introduces much-needed mechanics of change, including transitioning from hierarchical groups to interactive inclusionary teams Focuses on customer satisfaction as a key indicator of quality Explains how Lean and Six Sigma tools can be readily applied to healthcare Spotlights primary care, including how to define and redesign its process and develop better metrics Presents IT applications that will improve billing, documentation, and patient care Examines Malcolm Baldrige National Quality Award criteria as it applies to healthcare Illustrates quality improvements and best practices through real world case studies Includes a companion CD with Six Sigma forms and formulas, Lean improvement tools, and other quality tools and worksheets Whether you think advances in technology and medicine, coupled with freedom of choice, makes the U.S. healthcare system the best in the world, or whether you believe growing costs, regulatory morass, and a tort-obsessed culture drop it to the bottom; it is evident that the processes currently employed and the subsequent defensive medicine philosophy that has resulted will not be able to meet the future demands of our aging society. Through Six Sigma and Lean, this text moves the focus from reactive controls to the proactive efficiency required to implement real and sustainable quality improvements that will allow us to forge a system that is all about wellness.

Help your team excel. Go from being a good practitioner to being an extraordinary leader of healthcare professionals. If you read nothing else on leadership, read these articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones for healthcare leaders to help you and your team excel, maximize performance, and live into your mission. Leading experts, such as Thomas H. Lee, Daniel Goleman, Peter F. Drucker, John P. Kotter, and Amy C. Edmondson, provide the insights and advice you need to: Understand the difference between managers and leaders Motivate others to excel Create successful cross-functional teams on the fly Maintain your identity and values as a clinician as you move into an organizational leadership role Have an impact not only on your organization but on the surrounding system Work in complex environments where authority is diffuse Lead effectively in times of rapid change This collection of articles includes "What Makes a Leader?," by Daniel Goleman; "What Makes an Effective Executive," by Peter F. Drucker; "What Leaders Really Do," by John P. Kotter; "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," by Jim Collins; "The Work of Leadership," by Ronald A. Heifetz and Donald L. Laurie; "Teamwork on the Fly," by Amy C. Edmondson; "Who Has the D? How Clear Decision Roles Enhance Organizational Performance," by Paul Rogers and Marcia Blenko; "In Praise of the Incomplete Leader," by Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge; "Using the Balanced Scorecard as a Strategic Management System," by Robert S. Kaplan and David P. Norton; "Health Care's Service Fanatics," by James I. Merlino and Ananth Raman; and "Engaging Doctors in the Health Care Revolution," by Thomas H. Lee and Toby Cosgrove.

Recognizing that leaders in healthcare institutions face different questions and issues in different stages of their careers, this handy, practical title offers a comprehensive roadmap and range of solutions to common challenges in the complex and changing Academic Medical Center (AMC) and health care organization. Fully updated from the very well-received first edition and including new chapters, this concise handbook offers a guide for personal career development, executive skill acquisition, and leadership principles, providing real-world, actionable advice for faculty and executives seeking help on a myriad of new issues and situations. With a slightly modified title to recognize that leaders in academic medical centers and health care systems are not limited to medical faculty, this new edition maintains much of the content of the successful first edition with revisions based on feedback from readers and colleagues. New material has been added to reflect what is happening as health care undergoes major transformation. With a broader panel of renowned authors from a mix of healthcare institutions as well as nonmedical experts in leadership and management, the book again meets its primary objective: to provide medical faculty, healthcare executives and other leaders with a contemporary, directly relevant resource that emphasizes practical skills and leadership development advice, including personal improvement, which can be used at any stage of one’s career. /div /divWith critical insights and strategies for both aspiring and seasoned academicians and health executives, Management and Leadership Skills for Medical Faculty and Healthcare Executives: A Practical Handbook, 2nd Edition is a must-have resource for faculty in AMCs and for anyone with a role in healthcare leadership.