Leadership For Health Professionals Theory Skills And Applications Theory Skills And Applications 3rd Edition Gerald R. Ledlow, James H. Stephens - Solutions

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2. Did Harold have a clear vision for HTE? Was he able to implement it?High Tech Engineering (HTE) is a 50-year-old family-owned manufacturing company with 250 employees that produces small parts for the aircraft industry. The president of HTE is Harold Barelli, who came to the company from a
1. If you were consulting with the HTE board of directors soon after Harold started making changes, what would you advise them regarding Harold’s leadership from a transformational perspective?High Tech Engineering (HTE) is a 50-year-old family-owned manufacturing company with 250 employees that
4. As suggested in the chapter, leadership making recommends that the leader build high-quality relationships with all of the followers. How would you evaluate Jim’s leadership in regards to leadership making? Discuss.Jim Madison is manager of a district office for the Social Security
3. Do you think Jim’s placement of trust and respect in some of his staff is productive or counterproductive?Why?Jim Madison is manager of a district office for the Social Security Administration. The office serves a community of 200,000 people and has a staff of 30 employees, most of whom work
2. Can you identify an in-group and an out-group?Jim Madison is manager of a district office for the Social Security Administration. The office serves a community of 200,000 people and has a staff of 30 employees, most of whom work as claim representatives. The primary work of the office is to
1. From an LMX theory point of view, how would you describe Jim’s relationships with his employees at the district Social Security office?Jim Madison is manager of a district office for the Social Security Administration. The office serves a community of 200,000 people and has a staff of 30
3. If you were asked to follow in Jenny’s footsteps, do you think you could or would want to manage City Mortgage with a similar style?City Mortgage is a medium-sized mortgage company that employs about 25 people. Jenny Hernandez, who has been with the company for 10 years, is the production
2. How do you think the employees at City Mortgage respond to Jenny?City Mortgage is a medium-sized mortgage company that employs about 25 people. Jenny Hernandez, who has been with the company for 10 years, is the production manager, overseeing its day-to-day operations.Reporting to Jenny are loan
1. Based on the LMX model, how would you describe Jenny’s leadership?City Mortgage is a medium-sized mortgage company that employs about 25 people. Jenny Hernandez, who has been with the company for 10 years, is the production manager, overseeing its day-to-day operations.Reporting to Jenny are
4. Do you think Carly should change her approach toward the associate directors? If so, what should she do differently?Carly Peters directs the creative department of the advertising agency of Mills, Smith, & Peters. The agency has about 100 employees, 20 of whom work for Carly in the creative
3. In what way are Carly’s relationships with the four groups productive or counterproductive to the overall goals of the agency?Carly Peters directs the creative department of the advertising agency of Mills, Smith, & Peters. The agency has about 100 employees, 20 of whom work for Carly in the
2. Is there an in-group and out-group, and if so, which are they?Carly Peters directs the creative department of the advertising agency of Mills, Smith, & Peters. The agency has about 100 employees, 20 of whom work for Carly in the creative department. Typically, the agency maintains 10 major
1. Based on the principles of LMX theory, what observations would you make about Carly’s leadership at Mills, Smith, & Peters?Carly Peters directs the creative department of the advertising agency of Mills, Smith, & Peters. The agency has about 100 employees, 20 of whom work for Carly in the
4. Achievement-oriented leadership is one of the possible behaviors of path–goal leadership. For which of the three orchestras do you think this style would be most effective? Discuss.Martina Bates is the newly hired orchestra teacher at Middletown School District in rural Sparta, Kansas. After
3. Martina’s competencies as a musician do not seem to help her with the students who are becoming disinterested in orchestra. Why? Using ideas from expectancy theory, what would you advise her to do to improve her leadership with the high school orchestra?Martina Bates is the newly hired
2. Based on the principles of expectancy theory described in the chapter, why is Martina effective with the elementary and middle school orchestras? Why do both of these groups seem motivated to play for her?In what ways did she change her leadership style for the middle schoolers?Martina Bates is
1. Path–goal leadership is about how leaders can help followers reach their goals. Generally, what are the goals for the students in each of the different orchestras? What obstacles do they face? In what way does Martina help them address obstacles and reach their goals?Martina Bates is the newly
4. One of the principles of path–goal theory is to make the end goal valuable to workers. What could Daniel do to improve follower motivation in this area?Daniel Shivitz is the manager of a small business called The Copy Center, which is located near a large university.The Copy Center employs
3. How do characteristics of the task and the followers influence Daniel’s leadership?Daniel Shivitz is the manager of a small business called The Copy Center, which is located near a large university.The Copy Center employs about 18 people, most of whom work part-time while going to school
2. How does his leadership style affect the motivation of employees at The Copy Center?Daniel Shivitz is the manager of a small business called The Copy Center, which is located near a large university.The Copy Center employs about 18 people, most of whom work part-time while going to school
1. According to path–goal theory, why is Daniel an effective leader?Daniel Shivitz is the manager of a small business called The Copy Center, which is located near a large university.The Copy Center employs about 18 people, most of whom work part-time while going to school full-time. The store
3. If you were consulting with Brako about leadership, what changes and recommendations would you make regarding the supervision of Art, Bob, and Carol?Brako is a small manufacturing company that produces parts for the automobile industry. The company has several patents on parts that fit in the
2. How does the leadership of each of the three supervisors affect the motivation of their respective followers?Brako is a small manufacturing company that produces parts for the automobile industry. The company has several patents on parts that fit in the brake assembly of nearly all domestic and
1. Based on the principles of path–goal theory, describe why Art and Bob appear to be less effective than Carol.Brako is a small manufacturing company that produces parts for the automobile industry. The company has several patents on parts that fit in the brake assembly of nearly all domestic
3. Based on Situational Leadership®, what creative schemes could Ann use to reduce FCC infractions at WCBA?Ann Caldera is the program director of a college campus radio station (WCBA) that is supported by the university. WCBA has a long history and is viewed favorably by students, faculty, the
2. Using SLII® as a basis, what would you advise Ann to do differently at the station?Ann Caldera is the program director of a college campus radio station (WCBA) that is supported by the university. WCBA has a long history and is viewed favorably by students, faculty, the board of trustees, and
1. What’s the problem at WCBA?Ann Caldera is the program director of a college campus radio station (WCBA) that is supported by the university. WCBA has a long history and is viewed favorably by students, faculty, the board of trustees, and the people in the community.Ann does not have a problem
4. What specific changes could Jim implement to improve the seminars?Jim Anderson is a training specialist in the human resource department of a large pharmaceutical company. In response to a recent companywide survey, Jim specifically designed a six-week training program on listening and
3. From a leadership perspective, what is Jim doing wrong?Jim Anderson is a training specialist in the human resource department of a large pharmaceutical company. In response to a recent companywide survey, Jim specifically designed a six-week training program on listening and communication skills
2. At what level are the managers?Jim Anderson is a training specialist in the human resource department of a large pharmaceutical company. In response to a recent companywide survey, Jim specifically designed a six-week training program on listening and communication skills to encourage effective
1. According to the SLII® model (Figure 5.1), what style of leadership is Jim using to run the seminars?Jim Anderson is a training specialist in the human resource department of a large pharmaceutical company. In response to a recent companywide survey, Jim specifically designed a six-week
4. If you were helping David with his coaching, how would you describe his strengths and weaknesses?What suggestions would you make to him about how to improve?David Abruzzo is the newly elected president of the Metrocity Striders Track Club (MSTC). One of his duties is to serve as the coach for
3. The experienced runners in Group 3 appear to be a challenge to David. Using SLII®, explain why David appears ineffective with this group.David Abruzzo is the newly elected president of the Metrocity Striders Track Club (MSTC). One of his duties is to serve as the coach for runners who hope to
2. How would you describe the fit between the runners in Group 2 and David’s coaching style? Discuss.David Abruzzo is the newly elected president of the Metrocity Striders Track Club (MSTC). One of his duties is to serve as the coach for runners who hope to complete the New York City Marathon.
1. Based on the principles of the SLII® model (Figure 5.1), how would you describe the runners in Group 1?What kind of leadership do they want from David, and what kind of leadership does David seem prepared to give them?David Abruzzo is the newly elected president of the Metrocity Striders Track
3. How can Marianne and Betsy work together?Betsy Moore has been hired as the director of marketing and communications for a medium-sized college in the Midwest. With a long history of success as a marketing and public relations professional, she was the unanimous choice of the hiring committee.
2. Does Betsy need to change her leadership style to improve the situation with Bridget and Suzanne? Does Marianne need to change her style of leadership?Betsy Moore has been hired as the director of marketing and communications for a medium-sized college in the Midwest. With a long history of
1. Marianne and Betsy do indeed have different leadership styles. What style would you ascribe to Betsy? To Marianne?Betsy Moore has been hired as the director of marketing and communications for a medium-sized college in the Midwest. With a long history of success as a marketing and public
4. Would she be effective if she changed?Susan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes in running shoes and accessories. The store employs about 10 people, most of whom are college students who work part-time during the week and full-time
3. Do you think she should change her behavior?Susan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes in running shoes and accessories. The store employs about 10 people, most of whom are college students who work part-time during the week and
2. Why does her leadership behavior create such a pronounced reaction from her employees?Susan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes in running shoes and accessories. The store employs about 10 people, most of whom are college students
1. According to the behavioral approach, how would you describe Susan’s leadership?Susan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes in running shoes and accessories. The store employs about 10 people, most of whom are college students who
4. What score do you think he would get on Blake and Mouton’s grid?Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hospital, he had worked as an independent contractor. At the hospital, he took a position that
3. In general, do you think he is more task oriented or more relationship oriented?Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hospital, he had worked as an independent contractor. At the hospital, he took a
2. How did his behavior change over time?Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hospital, he had worked as an independent contractor. At the hospital, he took a position that was newly created because
1. From the behavioral perspective, how would you describe Mark’s leadership?Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hospital, he had worked as an independent contractor. At the hospital, he took a
3. How would you describe Andy’s competencies? Does Andy’s leadership suggest that one does not need all three skills in order to be effective?Andy Garafallo owns an Italian restaurant that sits in the middle of a cornfield near a large Midwestern city. On the restaurant’s far wall is an
2. From a skills perspective, how would you describe the three managers, Kelly, Danielle, and Patrick? What does each of them need to do to improve his or her skills?Andy Garafallo owns an Italian restaurant that sits in the middle of a cornfield near a large Midwestern city. On the restaurant’s
1. What accounts for Andy’s success in the restaurant business?Andy Garafallo owns an Italian restaurant that sits in the middle of a cornfield near a large Midwestern city. On the restaurant’s far wall is an elaborate mural of the canals of Venice. A gondola hangs on the opposite wall, up by
3. If you were to coach Adams on how he could improve his leadership, what would you tell him?Lt. Col. John Adams was an aeronautical engineer in the Air Force who was recognized as an accomplished officer; he rose quickly through the ranks of lieutenant, captain, and major. In addition, he
2. How would you assess his ability to meet the additional tasks he faced regarding the conversion of the base?Lt. Col. John Adams was an aeronautical engineer in the Air Force who was recognized as an accomplished officer; he rose quickly through the ranks of lieutenant, captain, and major. In
1. Based on the skills model, how would you assess Lt. Col. John Adams’s ability to meet the challenges of the base administration position?Lt. Col. John Adams was an aeronautical engineer in the Air Force who was recognized as an accomplished officer; he rose quickly through the ranks of
3. The skills model describes three important competencies for leaders: problem-solving skills, social judgment skills, and knowledge. If you were to coach Dr. Wood using this model, what competencies would you address with him? What changes would you suggest that he make in his leadership?Dr. Adam
2. Does Dr. Wood have the skills necessary to be an effective leader of this research team?Dr. Adam Wood is the principal investigator on a three-year, $1 million federally funded research grant to study health education programs for older populations, called the Elder Care Project. Unlike previous
1. Based on the skills approach, how would you assess Dr. Wood’s leadership and his relationship to the members of the Elder Care Project team? Will the project be successful?Dr. Adam Wood is the principal investigator on a three-year, $1 million federally funded research grant to study health
3. If you were Pat, would you change your approach to recruiting?Pat Nelson is the assistant director of human resources in charge of recruitment for Central Bank, a large, fullservice banking institution. One of Pat’s major responsibilities each spring is to visit as many college campuses as he
2. Could it be that the retention problem raised by upper management is unrelated to Pat’s recruitment criteria?Pat Nelson is the assistant director of human resources in charge of recruitment for Central Bank, a large, fullservice banking institution. One of Pat’s major responsibilities each
1. Based on ideas described in the trait approach, do you think Pat is looking for the right characteristics in the people he hires?Pat Nelson is the assistant director of human resources in charge of recruitment for Central Bank, a large, fullservice banking institution. One of Pat’s major
3. Would Carol be a leader in other business contexts?Carol Baines was married for 20 years to the owner of the Baines Company until he died in a car accident. After his death, Carol decided not to sell the business but to try to run it herself. Before the accident, her only involvement in the
2. How big a part did Carol’s traits play in the expansion of the company?Carol Baines was married for 20 years to the owner of the Baines Company until he died in a car accident. After his death, Carol decided not to sell the business but to try to run it herself. Before the accident, her only
1. How would you describe Carol’s leadership traits?Carol Baines was married for 20 years to the owner of the Baines Company until he died in a car accident. After his death, Carol decided not to sell the business but to try to run it herself. Before the accident, her only involvement in the
3. In what ways are the weaknesses of the trait approach highlighted in this case?Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a recent reorganization, Sandra must choose the
2. In what ways is the trait approach helpful in this type of selection?Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a recent reorganization, Sandra must choose the new
1. Based on the information provided about the trait approach in Tables 2.1 and 2.2, if you were Sandra, whom would you select?Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a
6. A coworker comes back from visiting a new primary care clinic that was recently built. You ask her how it went, and she replies, “I really liked it. That is really a high-quality new primary care facility.” Based on the modeling exercises presented in this chapter, construct a conceptual
5. Select two of the following articles or those provided by your instructor. Categorize each construct and variable studied and/or discussed in that article. Next, reorganize the constructs and variables into one model and operationally define each variable and how it is to be measured.
4. Break down, diagram, and label your modified goal-setting model. Write a paragraph explaining how your model differs from the original theory proposed by Locke and Latham.
3. Using the health industry as a context, modify goal-setting theory by incorporating an additional construct with at least two variables, operationally define the variables, and show how you would measure the variables, including the type of number taxonomy used.
2. Summarize the social sciences hierarchy of a theory or model, and explain how this hierarchy works in terms of hypothesis testing.
1. Review the discussion of goal-setting theory and expectancy theory in this chapter, and list the theories, constructs, and variables associated with those theories.
6. Critique the social sciences' use of theory within the context of leadership as a discipline.
5. How could you design a simple model of leadership principles or applications?Summarize the relationships between the model's theoretical elements and the application of leadership principles.
4. Distinguish conceptual models from theory.
3. How would you apply goal-setting theory's constructs and variables in an organizational setting? How would you apply operational variables to your answer? How about expectancy theory?
2. What examples can you give in relation to health or leadership to define and distinguish the basic elements and relationships of a theory that can be applied to this field?
1. Why is the study of theory important in the study of leadership in health organizations?
6. Justify and defend the constructs in a simple model of leadership.
5. Design a simple model of leadership principles or applications (from constructs and concepts in this chapter or other literature), and summarize the relationships between the model's theoretical elements and the application of leadership principles.
5. Do you start a job search?
4. Do you resign?
3. Do you support the “party line” when marketing this reorganization internally and externally?
2. Do you discuss your concerns with other hospital CEOs (your peers) within the organization? If so, for what purpose or what action?
1. Do you readdress your concerns with higher leadership?
6. The leader remained professional and diplomatic during the entire process, even though the old radiologist group was not professional.
5. The leader was effective in leading change by removing a physician group without a major uprising by the medical staff and replacing the existing radiologist group with a highly qualified and cooperative new radiology group.
4. The leader demonstrated strong communication skills while presenting the medical center's case so as to win the support from the medical staff leadership.
3. The leader demonstrated courage in making a decision that might have strained the relationship with senior members of the medical staff and potentially spurred litigation from the radiologist group against the health system.
2. The leader understood the long-term impact on the medical center related to changes in its market share.
1. The leader developed a trust relationship with the medical staff leadership.
3. Demonstrate how applicable models associated with the health information and technology tools improve efficiency, effectiveness, performance, and efficacy of health services and healthcare delivery (visit http://svi.cdc.org). How can the 4 Ps of Health Analytics adoption model be used with
5. Categorize health organizations in technology adoption, analytics adoption (information utilization), and information integration using the integration of the Health Information Management and Systems Society (HIMSS)DELTA model and the 4 Ps of Health Analytics model and provide examples.
6. Discuss special circumstances in which the admonishment and reprimanding of an employee can be delegated to someone other than the employee's immediate supervisor.
Do your initial findings support the theory that internal hardwiring affects your leadership decision making with regard to nonperforming employees? Can you distinguish differences between different leadership styles?
2. Dealing with nonperforming employees is as unique as an individual's leadership style. How would you begin to inform an employee about his or her nonperforming behavior? Why would you start this way? How does the initiation of your leader actions work with your preferred leadership style? How
9. Provide constant feedback and reinforcement while encouraging self-assessment.
8. Allow trainees to work together and share exper-iences.
7. Use realistic, job-relevant training materials.
6. Use a variety of training methods (such as auditory, visual-verbal, visual-nonverbal, and kinesthetic methods).
5. Use a systematic, logically connected sequencing of learning activities so that trainees have mastered lower levels of learning before moving onto higher levels.
4. Actively engage the trainee, thus maximizing attention, expectations, and memory.

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Leadership For Health Professionals Theory Skills And Applications Theory Skills And Applications 3rd Edition Gerald R. Ledlow, James H. Stephens - Solutions

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