The Leadership Team Ch. 2 Flashcards
Emotional ownership
Taking ownership of their department and making decisions that are in the best interest of the practice, clients and patients
Leadership skills can be broken into three areas
Human, technical and conceptual skills
Situational leadership
Is a flexible adaptive style of leadership that determines whether a leader is more directive or supportive based on their team members individualized needs
Skill and Will are also referred to as
The maturity of the team. That is the level of maturity concerning a specific task not the team members general maturity.
The four stages of a team based on maturity
Forming storming norming and performing
Forming team
Comprise mostly of team members with less skill and will need full directives given by the leader, typically no conflict, do as they are told, generation of ideas nonexistent, decisions made by leader.
Storming team
Comprised of individuals who are learning and are able to ask questions as they begin to critically think and problem solve on their own. We still need direction and conflict will rise as some begin to challenge the status quo.
Norming team
One that is grasping the flow. They still need some direction, but they’re doing a great job of leading themselves generating ideas and being able to come to decision through a consensus still may be some challenging the status quo, conflict will start to decrease with mutual respect.
Performing team
The dream team - the team needs very little direction and very little conflict exists among the group. They are able to solve problems and come to decision decisions via collaboration. The drawback is they are all on the same page and often don’t challenge the status quo.
Five key leadership behaviors that are consistently modeled by successful leaders
Challenges the process, enable others, model, the way, encourage others, inspire
Values
Core values are words that describe desired behaviors that every team member should demonstrate ultimately contributing to the culture of the practice and should not be compromised
Mission
The mission is defined as the purpose of the hospital and the fundamental reason that the practice exists
Vision
The vision statement describes the future of the practice. Where does the practice want to be in one year five year or 10 years?
Culture
The social order of the practice. It shapes attitudes and behaviors that achieve the shared purpose of the practice.
The seven steps to problem solving
1) define the problem 2) define the correction 3) identify the gaps between the problem and the correction 4) identify the tools needed to fix the gap 5) develop a plan 6) implement the plan 7) evaluate the change and adapt for the revisions if needed
CE expenses should be built into the practice budget allocating approximately what percent of gross revenue every year for team development?
5%
It cost the practice approximately ___times the team member salary that is leaving for the year to replace that team member
1.5 times
Emotional intelligence
The ability to identify assess and control one’s emotions. Characteristics includes self-awareness self control, self motivation, and empathy.
Team meeting should not last longer than
45 minutes
The top three issues that caused conflict in the workplace environment
Lack of communication, lack of training, and gossip
Adaptability quotient
Measures the ability to adapt, and may include how they handle change, learn for mistakes, and overcome challenges; then adjust in real time
Four steps to managing change
Define the problem, perform a gap analysis, develop a plan, and evaluate
Informational resistance
Defined as team members, not knowing why a problem exists, how it affects the business or organization, and where potential change could occur
Personal resistance
Is a result of the loss of familiar patterns or relationships with fellow team members
