Particular institutions that I will target include: Peachford Hospital, the Atlanta Recovery Center, Mountainside Addiction Treatment Center, and St. Jude's Recovery Center. I expect to do at least three longer phone interviews and one face-to-face interview or shadowing day with a professional in my area. This process will unfold over the next three to six months. I have recently renewed my membership with the American College of Healthcare Executives in order to facilitate networking with other healthcare administrators who have followed a similar path.
The last and longest component of my leadership development plan is to pursue a Doctorate in Healthcare Administration. This process will take three years including the dissertation work.
Projected Outcomes
After completing all the steps listed above, I expect to be a consummate healthcare leader, and fully capable of developing a business plan that will launch my dream career. I will be prepared for the challenges of leadership in my field, and I will know how to ameliorate my weaknesses as a leader and draw on my strengths. I will have focused expertise and broadly-applicable skills in critical thinking, team development, and fostering innovation. I will have confidence in myself as a leader who can successfully run a mission-driven healthcare organization towards growth and the best possible patient outcomes.
In three months, I will revisit this plan to see whether or not I am on track with my doctoral studies, my independent review of the innovation literature, and with my field interviews. If I am behind, I will adjust my timeline in order to realistically complete all non-doctoral goals within the next year. If I detect problems with motivation or change management, I may enlist the help of a coach or advisor to keep me on track with my leadership development goals.
Table...
Leadership self-assessments.
Emotional Intelligence 45
Management of Attention 18
Management of Meaning 17
Management of Trust 17
Management of Self 20
Management of Risk 17
Management of Feelings 16
Concern for People 10
Concern for Task 10
Conflict-handling:
Competing 14
Collaborating 20
Avoiding 11
Accommodating 16
Compromising 18
Power:
Reward 4.5
Coercive 1
Legitimate 5
Expert 5
Referent 5
Team-building 91
References
Avolio, B.J. & Yammarino, F.J. (2002) Transformational and Charismatic Leadership: The Road Ahead. San Diego: Emerald.
Riska, E., & Wegar, K. (1993). Gender, Work, and Medicine: Women and the Medical Division of Labour. Thousand Oaks, CA: Sage.
Somech, a. (2006). The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams. Journal of Management, 32(1): 132-157.
Bono, J.E. & Judge, T.A. (2003). Self-Concordance at Work: Towards Understanding the Motivational Effects of Transformational Leaders. Academy of Management Journal, 46(5): 554-571.
Viens, C., Lavoie-Tremblay, M., Leclerc, M., Brabant, L.H. (2005). New Approaches of Organizing Care and Work: Giving Way to Participation, Mobilization, and Innovation. Health Care Manager, 24(2): pp 150-158.
Wasserman, Ilene C.; Kram, K.E. (2009). Enacting the Scholar-Practitioner Role: An exploration of narratives. Journal of Applied Behavioral Science, 45(1): 12-38.
Wren, J.T. (1995). The Leader's Companion: Insights on Leadership Through the Ages. New York: Free Press.
