Discussion: The Domains of the Health Administration Leadership Competency Model
The history, definition, and use of Leadership Competency Models were addressed this week in Chapter 2 of your course text. The Health Administration Leadership Competency Model was specifically tailored to include interdisciplinary effectiveness. It consists of seven interrelated domains of competencies.
To prepare:
• Review the Health Administration Leadership Competency Model on pages 50-58 of your text.
• Identify someone with whom you have worked in the past who served as a leader.
• Evaluate that person's leadership skills according to the criteria identified by the seven domains of the model, i.e., Charting the Course, Inspiring Commitment, Developing Work Relationships, Structuring the Work Environment, Influencing, Communicating, and Self-Management.
Post a comprehensive response to the following:
• What characteristics made that person an effective or ineffective leader? Please explain with reference to the Health Administration Leadership Competency Model.
• What conflicts and challenges arose during your work together?
• How did the leader assist in working through it?
• Did you play a role in resolving the issue? If so, describe the situation
Resources
• Chapter 3, "Leadership Development in the Interdisciplinary Context"
As an interdisciplinary team approach to health care gains traction, the qualities and skills required of an effective leader are evolving. In this chapter, challenges facing leaders of interdisciplinary teams are identified and strategies for developing leaders to meet these challenges are discussed.
• Chapter 4, "Fostering Interdisciplinary Collaboration in Healthcare Organizations" (pp. 65-76, from "Learning Objectives" through "Fostering a Culture of Interdisciplinary Collaboration")
This section of the chapter is devoted to identifying factors to facilitate the successful development of strategies for interdisciplinary collaboration in health care organizations.
• Chapter 8, "Management and Administration of Collaborative Models" (pp. 153-168, "Assessing the Readiness of the Organization and Team to Collaborate")
Collaboration may not always be the right model for an organization to adapt. This chapter offers criteria for assessing whether or not an organization is prepared to collaborate, and offers.