Exceptional Leadership: 16 Critical Competencies for Healthcare Executives
- 3h 19m
- Andrew N. Garman, Carson F. Dye
- Health Administration Press
- 2006
Elevate your leadership skills. There are good leaders, then there are exceptional leaders. The answer to, “What makes a leader exceptional?” is simple: competencies. Competencies are a set of professional and personal skills, knowledge, values, and traits that guide a leader’s performance. This new book focuses on the 16 key competencies that distinguish good leadership and great leadership. Each of the 16 competencies is explored in a chapter that:
- Defines the competency and why it is important
- Provides examples of the competency in action
- Explains the common skill deficits that prevent mastery of the competency
- Discusses how the competency can be misused or overused
- Provides advice on how to develop the competency
About the Authors
Carson F. Dye, M.B.A., FACHE, is a management and search consultant with Witt/Kieffer. His consulting experience includes leadership assessment, organizational design, and leadership development. Prior to his consulting career, Mr. Dye served 20 years as chief human resources officer at various healthcare organizations. Mr. Dye speaks frequently for state and local hospital associations and has authored several books and professional journal articles.
Andrew N. Garman, Psy.D., M.S., is associate chair and director of master’s programs in the Department of Health Systems Management at Rush University in Chicago. In his practitioner role, Dr. Garman provides a variety of leadership assessment and development services, including the development of assessment centers, tests, surveys, and workshops. His research and applied work has been published in more than 25 peer-reviewed journals and books.
In this Book
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Exceptional Leadership—16 Critical Competencies for Healthcare Executives
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Foreword
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Preface
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Introduction
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Living by Personal Conviction
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Possessing Emotional Intelligence
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Being Visionary
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Communicating Vision
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Earning Loyalty and Trust
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Listening Like You Mean It
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Giving Feedback
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Mentoring Others
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Developing Teams
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Energizing Staff
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Generating Informal Power
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Building Consensus
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Making Decisions
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Driving Results
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Stimulating Creativity
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Cultivating Adaptability
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Self-Reflection Questions
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Sample Self-Development Plan
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Mentors: How to Identify, Approach, and Use Them for Maximum Impact
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Executive Coaches and Other Professional Mentors: When and How to Use Them
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Action Plan: Developing a Feedback-Rich Working Environment
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Action Plan: Implementing a 360-Degree Feedback Program
