Leadership for Health Professionals: Theory, Skills, and Applications: Theory, Skills, and Applications / Edition 3

by Gerald (Jerry) R. Ledlow, James H. Stephens

Overview

Rated 5 Stars by Doody’s Review Service! “I loved this book. It is easy to follow with an excellent discussion and flow of topics. The book would be an excellent resource for anyone interested in healthcare leadership.” - Cynthia L Cummings, EdD, RN, CHSE (University of North Florida Brooks College of Health), for Doody’s Review Service Each new print copy includes Navigate 2 Advantage Access that unlocks a comprehensive and interactive eBook, student practice activities and assessments, a full suite of instructor resources, and learning analytics reporting tools. Leadership for Health Professionals: Theory, Skills, and Applications, Third Edition is the first textbook of its kind to apply classical knowledge of leadership theory and time-honored best practices of industry leaders to a health organization context. This comprehensive and well-organized text is grounded in real-world applications of theoretical concepts, and focuses on practical examples of leadership in actual healthcare scenarios. Themes of leadership principles, applications and constructs such as organizational culture, cultural competency, ethical frameworks and moral practice, scientific methodology, leader competencies, external and internal assessment and evaluation, communication, planning, decision-making, employee enhancement, and knowledge management are woven through the entire text. The authors of the Third Edition have over four decades of practical leadership experience in corporate and federal governmental health organizations from entry to executive levels, as well as over twenty-five years of academic experience as faculty in doctoral research institutions. Leadership for Health Professionals: Theory, Skills, and Applications, Third Edition utilizes the author-created learning model, Focused Content Cycling, which is the reiteration of key leader systems, actions and behaviors throughout the text using multiple learning modalities. This process provides additional learning potential within a leadership course with the intent to bridge theory with practice. NEW TO THIRD EDITION NEW 35 Mini Case Studies with Suggested Answers for Instructors 9 Leadership in Practice Case s NEW Industry Macro-Model (Chapter 3) NEW Leadership Competency Domain Model for Healthcare Leadership (Chapter 3 with content supporting model in Chapter s 4 - 15) NEW Interprofessional Team Model (Chapter 8) NEW Assignments on Value-Based Purchasing (MACRA) System (Chapter 14 in Navigate 2) NEW Chapter on Leadership and Informatics Strategy: The 4 Ps of Health Analytics (Chapter 16) Navigate 2 Advantage Access Leadership and Advocacy: Complementary Roles to Create Change Are there changes that need to be made to improve community health status, efficiency, effectiveness, or efficacy of care delivery, or is simplification of complexity in a health-oriented law or policy needed? Are there local, regional, or national health issues currently in debate? Are various stakeholders forming “sides” on a health issue? Do you have a passion to improve something or “right a wrong” in the health of communities or society as a whole? Advocacy is an important topic if any of these questions spark interest. Health leaders are advocates; understanding the domain of advocacy is an increasingly important aspect of a career in health.

Product Details

ISBN-13:	9781284109412
Publisher:	Jones & Bartlett Learning
Publication date:	02/23/2017
Edition description:	New Edition
Pages:	504
Product dimensions:	7.90(w) x 9.90(h) x 1.20(d)

About the Author

Dr. Gerald (Jerry) R. Ledlow, as a board-certified healthcare executive and Fellow in the American College of Healthcare Executives, has led team members and managed resources in health organizations for more than 29years, including 15 years as a practitioner and over 14years as an academically based teacher–scholar. He has successfully held a variety of positions: (1) executive-level positions in corporate and military health systems in the areas of clinical operations, managed care, supply chain and logistics, information systems, and facility management; (2) management positions in health services, medical materials, and the supply chain; and (3) various academic leadership positions as the director of doctoral programs at two universities, director of academic affairs, director of student services, and director of the center for survey research and health information, as well as holding tenured faculty positions at two doctoral research universities. Dr. Ledlow earned his PhD in organizational leadership from the University of Oklahoma, a master of health administration degree from Baylor University, and a bachelor of arts degree in economics from the Virginia Military Institute. He has heldtenured graduate faculty positions at Central Michigan University and Georgia Southen University and is currently Professor and Chair of the Healthcare Policy, Economics, and Management Department in the School of Community and Rural Health at the University of Texas Health Science Center Northeast in Tyler, Texas. Dr. Ledlow has taught 24 different graduate-level courses, including teaching doctoral- and master’s-level students in the topic of health leadership. “Dr. Jerry” (as his students call him) has made presentations on health-related topics and health leadership models and applications across the globe; he has presented to a myriad of audiences internationally, nationally, and locally. He has published in many venues (e.g., journals, book chapters) and has been author, contributing author, editor, and reviewer for several books. Dr. Ledlow is married to his beautiful wife, Silke, and has three fantastic daughters, Sarah, Rebecca, and Miriam. He is a regional editor for the Journal of Global Business and Technology, is on several publication review teams, and participates as a member of various task forces and committees internationally, nationally, and at the state level. Years ago, Dr. Jerry was a National Registry-certified emergency management technician as a volunteer and was deployed to combat zones as a commissioned officer in the U.S. Army Medical Service Corps. He received the Federal Sector Managed Care Executive of the Year Award in 1998 and the American College of Healthcare Executives’ Regent’s Award in 1997 and in 2003. His interests are health industry oriented and focus on the areas of leadership, management, decision sciences, supply chain and logistics, community preparedness for terrorism and disasters, socioeconomic constructs of health and community health status, and any project that has the potential to improve the health of communities through moral, effective, efficient, and efficacious health leadership and management practices.

Dr. Stephens earned a Doctoral of Health Administration at Central Michigan University’s School of Health Sciences, a Masters in Health Administration at Indiana University’s School of Medicine, and a Bachelor of Science in Business Administration at Indiana University’s School of Business. He is a Fellow in the American College of Healthcare Executives (ACHE) and is Board Certified. He has held senior executive positions in large medical centers and health systems for 25 years, with 18 years at the President and CEO level. Before joining the Georgia Southern University faculty, he held faculty/staff positions at University of Kentucky, Ohio University, University of Indianapolis, and Butler University. Dr. Stephens has served on many healthcare and civic organizational governing boards to include the Kentucky and Indiana Hospital Associations, Chamber of Commerce, Unit ed Way, Boy Scouts, and the International Rotary Club. He has been awarded Excellence in Teaching at Georgia Southern University, Excellence in Service Award at Ohio University, Sagamore of the Wabash (highest award from the Governor of Indiana), Kentucky Colonel (highest award from the Governor of Kentucky), Indiana Governor’s Award for Volunteerism, Indiana University Alumni Association President’s Award, Lincoln Trail Red Cross Award, and Equal Opportunity Award of Merit by the Urban League. He is also a Paul Harris Fellow in International Rotary. He and his wife have been recognized as Special Donations by International Rotary for their contribution to the Polio-Plus Program. Dr. Stephens’ interests include healthcare systems, disparity issues in urban/rural communities, CEO leadership development and succession planning, healthcare governance, strategic planning, and new healthcare delivery models. Currently, Dr. Stephens is an Associate Professor and Distinguished Fellow in Healthcare Leadership and the Director for the Master of Healthcare Administration Program within the Jiann-Ping Hsu College of Public Health at Georgia Southern University. He teaches only doctoral and master’s courses to include Healthcare Finance, Healthcare Economics, Leadership and Strategic Planning, and Communication in Healthcare Organizations. . Dr. Stephens has published many articles, book chapters and case studies in additional to national and international academic presentations.

Table of Contents

Part I Leadership Foundations
Chapter 1 Leadership Thought
Chapter 2 Determining Your Own Leadership Style
Chapter 3 Today's Health Leadership Challenges
Chapter 4 Chronology of Leadership Study and Practice
Part II Leadership in Practice
Chapter 5 Leadership Competence I: Professional Competencies, and Personal Skills and Responsibilities
Chapter 6 Leadership Competence II: Application of Skills, Tools, and Abilities
Chapter 7 Leadership Assessment and Research: Individual, Team, and Organization
Chapter 8 Leadership Models in Practice
Part III Leadership in Health Organizations
Chapter 9 Leadership and the Complex Health Organization: Strategically Managing the Organizational Environment Before It Manages You
Chapter 10 Ethics in Health Leadership
Chapter 11 Measuring the Outcomes of Leadership Initiatives
Chapter 12 Understanding the Executive Roles of Health Leadership
Part IV Leading People and Managing Resources into the Future
Chapter 13 Complexity, Speed, and Change: Leadership Challenges for the Next Decade
Chapter 14 Leadership: A Critical Factor for the Future Success of the Industry
Chapter 15 Leading Nonperforming Employees: Leadership Responsibility
Chapter 16 The Health Leader, Information, Decisions, and Creating a Knowledge Culture: The 4 Ps of Health Analytics Adoption
Chapter 17 Responsibilities of Mentorship and Succession Planning
Appendix A Leadership in Practice: Case s and Insights

Editorial Reviews

Reviewer: Cynthia Cummings, EdD, RN, CHSE, CNE (University of North Florida Brooks College of Health)
Description: This is an update of an excellent review of the foundations of leadership and healthcare challenges. This edition includes a website with an ebook version, slides, unit outlines, and discussion questions, as well as case studies. The previous edition was published in 2009.
Purpose: The purpose is to provide the basic foundations of leadership, including theory of leadership style and how it is used for many healthcare areas and challenges. The print book is excellent and the website is good, but I don't think it adds tremendously to the book.
Audience: The intended audience is anyone interested in leadership, from students to healthcare leaders.
Features: The book covers leadership theory, leadership style, and the challenges of leading in healthcare from political influence to the 4 Ps of health analytics. The book is easy to read, very straightforward, and has excellent examples and tables. The discussion questions offered in the book are well done.
Assessment: I loved this book. It is easy to follow with an excellent discussion and flow of topics. The tables and examples are very well done. The book would be an excellent resource for anyone interested in healthcare leadership. It is extremely thorough and includes all major topic areas, as well as new areas of 4 Ps of health analytics. The update is definitely worth it because of all the healthcare changes and the emphasis on practice.

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