Details:
WEEK RESOURCES
Readings
• Course Text:Borkowski, N. (2016). Organizational behavior, theory, and design in health care (2nd ed.). Sudbury, MA: Jones and Bartlett.
• Chapter 8, “Power, Politics, and Influence”
• Chapter 9, “Trait and Behavioral Theories of Leadership”
• Chapter 10, “Contingency Theories and Situational Models of Leadership”
• Chapter 11, “Contemporary Leadership Theories”
These chapters address various aspects of leadership, including the use of power to influence people. The leadership theories addressed shed light on differing views of leadership. As you read, consider how each chapter builds on or challenges the understanding of leadership you have been developing throughout this course.
• Course Text:Results That Last
• Chapter 2, “Round for Outcomes”
This chapter discusses leaders can use rounding to achieve desired results.
• Chapter 3, “Manage Up to Improve Performance”
This chapter examines the need for leaders to minimize blame and to avoid divisions within an organization.
• Chapter 7, “Align Behaviors With Goals and Values”
The chapter explains that leaders must be held accountable for engaging in behaviors that are aligned to the organization’s desired results.
• Chapter 8, “Create and Develop Leaders”
This chapter makes specific recommendations related to the successful training and development of leaders.
• Word Document: Case Study: Karolinska University Hospital
Choi, S., Holmberg, I., Löwstedt, J., &Brommels, M. (2011). Executive management in radical change—The case of the Karolinska University Hospital merger, 27(1), 11–23. doi: 10.1016/j.scaman.2010.08.002. Copyright 2011 by Elsevier Science & Technology Journals. Reprinted by permission of Elsevier Science & Technology Journals via the Copyright Clearance Center.
This case study will be used throughout the course for the Team Project.
• Article: Goleman, D. (2004, January). What makes a leader? Harvard Business Review, 82(1), 82–91. Retrieved from https://cb.hbsp.harvard.
• Article: Collins, J. (2005, July/August). Level 5 leadership: The triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136–146. Retrieved from https://cb.hbsp.harvard.
• Article: Kouzes, J. M., & Posner, B. Z. (2009, January). To lead, create a shared vision. Harvard Business Review, 87(1), 21–22. Retrieved from http://auth.
Websites
• DiSC Personality Profile
The link to this instrument is found on the My Walden page, listed under Research & Resources.
• Keirsey.com
http://www.keirsey.com/
Take the Keirsey Temperament Sorter-II (KTS-II) online assessment and receive a free mini report of your results. If additional assessment is desired, more extensive reports are available for purchase through the website.
Application: Assessing Leadership Styles and Characteristics
Effective leaders have a high degree of self-awareness and know how to leverage their strengths in the workplace (Goleman, 2004). Assessments are a valuable tool that can enable leaders to learn more about themselves and to begin to think about how their particular temperaments and unique preferences influence their interactions with others.
There are a variety of assessments available to promote self-reflection. In this course, you are required to complete the DiSC Classic 2.0,but you are also encouraged to take or review additional assessments (e.g., Myers-Briggs, Keirsey Temperament Sorter, a 360-degree evaluation) on your own.
As you engage in this process, it is important to remember that everyone—regardless of temperament type—experiences challenges and opportunities with regard to leadership.
To prepare for this Application Assignment:
• Bring to mind specific instances in which a leader has had a powerful impact on you. These leadership examples may be ones that you consider to be unsuccessful as well as those that you consider to be successful; they may be from within the health care industry or from other fields (e.g., politics). Consider the behaviors that you observed and the way in which they relate to leadership characteristics and styles as well as to values.
• Complete the DiSC Classic 2.0 self-assessment and review your results. Be sure to save a copy of your results for future reference. In addition, you may wish to complete additional assessments.
• Consider how the leadership examples that you have identified and the statements in your DiSC Classic 2.0 profile (as well as any other assessments and the information presented in the Week 4 Learning Resources) relate to each other. What insights does this give you with regard to:
• How you, personally, evaluate leadership effectiveness
• Your own leadership strengths and preferences
• Potential challenges or areas in which you need to strengthen your leadership skills and competencies
To complete this Application Assignment, write a 1-page paper that synthesizes your analysis, including the following:
• Two or more leadership examples that are personally meaningful
Your leadership strengths and preferences, as well as potential challenges and areas for development. Be sure to refer to specifics of your DiSC Classic 2.0 profile as well as to insights from the Learning Resources.
