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The Leadership Edge (Q-2)

The Leadership Edge (Q-2). Presenters : Bernie Dana, MQM, Evangel University, Springfield, MO Doug Olson, Ph.D, University of Wisconsin – Eau Claire Panel Response : Lonnie Bisbano, Administrator, Orchard View Manor, East Providence, RI

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The Leadership Edge (Q-2)

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  1. The Leadership Edge (Q-2) • Presenters: • Bernie Dana, MQM, Evangel University, Springfield, MO • Doug Olson, Ph.D, University of Wisconsin – Eau Claire • Panel Response: • Lonnie Bisbano, Administrator, Orchard View Manor, East Providence, RI • Susan Gilster, Ph.D, Alois Alzheimer Center, Cincinnati, Ohio • Marianna Grachek, CEO, American College of Health Care Administrators, • Alexandria, VA • Randy Lindner, MHSA, Executive Director, National Association of Boards of Examiners (NAB), Washington, DC • Margaret McConnell, RN, RFA, Administrator, Charleston Residential Care, Las Vegas, NV October 8, 2007 - 10:30 a.m. – 12:30 p.m.

  2. Outline • Leadership overview • Bernie Dana • Douglas Olson • Panel respondents • Susan Gilster, Alois Alzheimer Center • Lonnie Bisbano, Orchard View Manor • Margaret McConnell, Charleston Retirement • Randy Lindner, NAB • Marianna Grachek, ACHCA • Audience questions

  3. Leadership review • What is leadership? • Is there a difference between leadership and management • What should be the focus of leadership development?

  4. LATITUDE TO INNOVATE High potential contribution Unsuccessful innovation STATUS & POWER No action or innovation Successful innovation GAIN MEDIUM LOSS HIGH LOSS Figure 1: Social Exchange Theory Map GROUP EVALUATION Circumstances beyondcontrol Group re-evaluation Poor judgment; incompetence Loyal to group? Selfish motives? © B. Dana 2003 Effective leaders • Important role of followers • Differentiating components • Achieving results

  5. Behavior focus • Learned skills • Transformation vs. Charismatic • Task vs. people orientation • Participative • Practice Models

  6. Decision Procedures Related to Participative Leadership • Autocratic Decision • Consultation • Joint Decision • Delegation Acts of soliciting ideas/suggestions are not enough Leader must: • genuinely consider the ideas and suggestions • Provide environment where subordinates are not afraid to make a decision delegated to them Source: Yukl, Gary (2002). Leadership in Organizations, 5th Ed., New Jersey: Prentice Hall

  7. Consequences of Participative Leadership • Decision Quality: • Quality is high when best alternative is selected • Quality is important when selection is difficult and consequences affect group performance • Decision Acceptance • Degree of subordinate commitment to implement • participation and influence increase motivation • Satisfaction with the Decision Process • Development of Participant Skills Source: Yukl, Gary (2002). Leadership in Organizations, 5th Ed., New Jersey: Prentice Hall

  8. Simplified Normative Decision Model

  9. Practical learning resources based on research • Leadership Challenge – Kouzes and Posner • Good to Great – Collins • First, Break All the Rules – Buckingham and Coffman • Baldrige Criteria for Performance Excellence (NIST) and AHCA/NCAL Quality Award Program

  10. Practices linked to performance -Nuances of LTC field • LTC leadership studies • Changes in the field • SNF – Housing • Flat structure • High labor • High touch • Highly personal

  11. Current management focus • Crisis management • Reactionary • Regulatory • High turnover

  12. Figure 2: Shift in Importance of Management Skills Senior Management Middle Management Beginning Management Technical Relational Conceptual Required changes • Awareness of development • Talent development • Non-specific setting programs • LTC field is a great laboratory • Need for a new approaches

  13. Neuroscience of leadership • Self-discovery • Trusting environment • Good rapport • Practice, practice, practice…

  14. An Experiential Model: ACHCA Leadership Program Concept • Future focus • Leadership assessments • Organizational alignment • Long range planning • Effective communication skills • Leadership improvement plan • Networking skills • Talent development • Personal career strategy • Application exercises • Coaching skills/sessions • Managerial/technical competence • Clinical/regulatory management • Quality management systems • Organizational design • Resource allocation • Legal and ethical issues • Workforce management • Technology & info systems • Strategic management • Personal developiment RESULTS • Change focus • Decision/problem analysis • Statistical analysis/tools • Team building tools • Negotiation process • Performance evaluation • Conflict resolution • Project management process • Innovation/benchmarking tools Certified Manager:Knowledge exam and experience Leadership Fellow: Knowledge exam and performance Senior Fellow: Exam, performance, capstone projects Senior Diplomat Adds coaching certification. KNOWLEDGE PROCESS BEHAVIOR Source: Adapted by B. Dana and D. Olson from CIMBA model

  15. The best way to predict the future of long term care is to develop effective leaders to create it.

  16. Panel Response: When it comes to new leadership development approaches what actions • Audience Questions and Dialogue with Panel • Closing Comments- Marianna Grachek has this position paper prompted you to consider in your own setting?

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