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 budgets
Click here for relevant resource articles for this unit.
Below is a list of articles and summary descriptions on effective leadership practices in
health care. Use the online library to search for the complete article at
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 care
organizations in the U.S. It provides stages of derailment of senior leadership including
the leader’s failure to be self aware of themselves and others, pride and arrogance and
missing the warning signs from feedback on their declining performance. It lists the
most common leadership shortcomings which include lack of enthusiasm, lack of clear
vision and direction and having poor judgment.
Hernandez, J. S. (2011). Am I demoralizing my staff? 10 questions to ask. Physician
Executive, 37(3), 60‐63.
The article focuses on the questions that all physician leaders should ask themselves to
ensure that they lead and not bring down their staff in the U.S. It states that leaders
should ask if they are autocratic, a leadership style that is ineffective in the long run in
the health care environment. It notes that leader may have a vision but if it is not clearly
spelled out and shared, it will be impossible for others to follow.
Merrelly, P. (2012). Effective change management: The simple truth. Management
Services, 56(2), 20‐23.
The article outlines six steps for effective change management in corporations. Topics
include research carried out by global consulting firm Towers Watson which identified
organizational changes and effective change management practices, including the role
leadership has in providing direction and inspiring employee confidence and how
communication advances understanding and increases employee motivation. Additional
information is presented on the importance of learning activities, corporate
measurement of success, and sustaining effective change management strategies.
Smet, A. D., Lavoie, J., & Hioe, E. S. (2012). Developing better change leaders. McKinsey
Quarterly, (2), 98‐104.
The article discusses the importance to business executives of strong leadership skills
when implementing significant change, and describes three successful cases of change management. In one, a director of sourcing and logistics was able to promote
interpersonal interactions among staff as she changed the firm’s sourcing system. A
European plant manager achieved his mandate to increase yields by getting out of his
office and spending more time talking with employees, in the process learning for the
first time about various areas that needed improvement. Also describes is the case of a
plant manager in France who needed the help of his workers to transfer operations to
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 leadership
by investigating ways in which organizational leaders can reinforce and even augment
the potential effects of public service motivation on employees’ attraction to the
organization’s mission (mission valence). The results contribute to two research
questions. First, the findings provide new evidence on the sources of public service
motivation. The authors find that transformational leadership is an organizational factor
associated with higher public service motivation. Second, the article examines the
relationship between transformational leadership and mission valence. The authors find
that transformational leadership has an important indirect effect on mission valence
through its influence on clarifying organizational goals and fostering public service
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