Community Health systems (Tennessee)

Assessment 2

Personal Leadership Analysis

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Conduct a candid self-assessment of your health care leadership competencies and construct an 8–12 page comprehensive individual leadership development plan that can help you take your organization into the future.

Note: You are strongly encouraged to complete the assessments in this course in the order in which they are presented.

By comparing areas of strength and weakness to the skill sets required to lead an organization, it is easier to determine the specific skill areas that need to be developed. Once you identify skills that need improvement, it is possible to develop an action plan to strengthen weaker areas and highlight existing strengths. A good action plan should contain specific strategies as well as a way to measure success.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

· Competency 2: Assess personal leadership competencies relative to the organizational need.

o Summarize relevant critical success leadership competencies required by health care organizations.

o Compare personal leadership competencies to the critical success leadership competencies needed within the health care industry.

o Construct an individual leadership development plan that contains specific action steps, a timeline, and performance indicators and measures.

o Explain how an individual leadership development plan aligns with industry and organizational needs.

· Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.

o Write coherently, concisely, logically, and with strong support from relevant professional resources, in an appropriate format, with correct grammar, usage, and mechanics as expected of a health care administration professional.

Different types of health care organizations have different visions, missions, values, and cultures. Leaders must assess the community and organization to determine what type of leadership best fits the organizational context. Effective leaders are those who are consistent, credible, authentic, flexible, and engage in continuous learning.

You will have your own brand of personal and professional leadership. It is important to periodically assess the fit of your style relative to the current environment and changing needs of the organization. Leaders who add value align their efforts and lead teams towards organizational goals. Research-based tools such as those developed by the National Center for Healthcare Leadership (NCHL) are available to assist with the task of developing and aligning your skill sets with the changing needs of your organization.uestions to Consider

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

· What new leadership skill sets are needed within your organization due to changes in external industry trends?

· Have you put together a career development plan to help you take advantage of your education and a changing industry? What are some of the advantages of having a career development plan?

· How can you leverage things such as periodic 360-degree informal feedback, a mentor, committee participation in your local professional chapter, organizational task force or committee work, community or volunteer outreach activities, research, professional association presentations, and other items to highlight your skills and demonstrate the value you can add to an organization?

· Required Resources

The following resources are required to complete the assessment.

Click the links provided to view the following resources:

· STAR Competency Assessment Table.

· National Center for Healthcare Leadership (NCHL). (2010). Health leadership competency model summary. Retrieved from

This provides a summary of some aspects of the NCHL competency model.

Suggested Resources

The resources provided here are optional and support the assessment. They provide helpful information about the topics. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The Organizational Leadership and Governance Library Guide can help direct your research. The Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.

Organizational Leadership

· Diana, M. L., Walker, D. M., Mora, A. M., & Zhang, Y. (2015). Vertical integration strategies in healthcare organizations. The Journal of Health Administration Education, 32(2), 223–244.

o This article examines how leadership and management at organizations are working when considering whether or not to participate in an Accountable Care Organization.

· Grandy, G., & Holton, J. (2013). Leadership development needs assessment in healthcare: A collaborative approach. Leadership & Organization Development Journal, 34(5), 427–445.

o This article presents data collected from a project that looked at the leadership development needs in health care.

· Sinar, E., Wellins, R. S., & Ray, R. (2014). Seeking answers on the lackluster state of leadership. Talent Development, 68(12), 36–41.

o This article examines current needs and gaps regarding skills and characteristics of leaders.

Leadership Competencies

· National Center for Healthcare Leadership (NCHL). (2017). NCHL healthcare leadership competency model. Retrieved from,3238

o Website homepage for the NCHL Healthcare Leadership Competency Model. It may have additional or supplemental information that you might find useful.

Personal & Individual Leadership

· Ledlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: Theories, skills, and applications (3rd ed.). Burlington, MA: Jones and Bartlett. Available in the courseroom via the VitalSource Bookshelf link.

o Chapter 5, “Leadership Competence: Professional Competencies and Personal Skills and Responsibilities,” on pages 96–135.

o This chapter reading provides information on personal leadership style and important competencies and personal skills for health care leaders.

· Rubino, L. G., Esparza, S. J., & Reid Chassiakos, Y. S. (2020). New leadership for today’s health care professionals: Concepts and cases (2nd ed.). Burlington, MA: Jones & Bartlett Learning. Available in the courseroom via the VitalSource Bookshelf link.

o Chapter 6, “Strategic Thinking Leaders,” on pages 107–123.

o Explains the importance of strategic thinking and identifies ways to help creative thinking.

· Margolis, J. D. (2015). Professionalism, fiduciary duty, and health-related business leadership. JAMA: The Journal of the American Medical Association, 313(18), 1819–1820.

o Brief examination of leadership for balancing financial and care related considerations.

Additional Resources for Further Exploration

You may use the following optional resources to further explore topics related to competencies.

Leadership Qualities

· MoreThanSoundnet. (Producer). (2013). Daniel Goleman: The leader’s brain with Dr. Daniel Siegel | Transcript. Retrieved from

· MoreThanSoundnet. (Producer). (2013). Today’s leadership imperative: Daniel Goleman and Howard Gardner | Transcript. Retrieved from

· Iqsquared. (Producer). (2013). Daniel Goleman on focus: The secret to high performance and fulfillment | Transcript. Retrieved from

· LeadersIn. (Producer). (2011). Daniel Goleman on the leadership lessons from Steve Jobs: Speaking to leaders in business | Transcript. Retrieved from

· MoreThanSoundnet. (Producer). (2013). Bill George and Daniel Goleman: Identifying authenticity during an interview | Transcript. Retrieved from

· IHI: Institute for Healthcare Improvement. (Producer). (2015). What Traits Do Health Care Leaders Need Today? | Transcript. Retrieved from

· ACHEConnect. (Producer). (2017). 2017 ACHE overview | Transcript. Retrieved from

Assessment Instructions

Note: You are strongly encouraged to complete the assessments in this course in the order in which they are presented.

This assessment has three distinct parts.

· Part 1: Critical Leadership Competencies for Health Care Organizations. In Part 1, based on the information from your resources, provide an overview of the leadership competencies required to lead health care organizations into the future.

· Part 2: Personal Leadership Gap Analysis. In Part 2, compare the competencies most needed by your organization (from your work in Assessment 1) to the skills you already possess (using the results from your STAR analysis).

· Part 3: Individual Leadership Development Plan (ILDP). In Part 3, use the information from your resources, your self-assessment, and your work in Assessment 1 to put together a cohesive individual leadership development plan (ILDP).


Before you create and submit your assessment, complete the following:

3. Read Health Leadership Competency Model Summary, linked in the Resources under the Required Resources heading.

4. Consider the needs of your health care organization as identified in the Assessment 1 Organizational Scorecard. Consider how you add value to the organization by contributing to the achievement of the internal benchmarks within your department and specific to your position of employment.

5. Conduct a candid self-assessment of your health care leadership competencies, using the Star Format Competency Table linked in the Resources under the Required Resources heading. Once you have a clear picture of your strengths and weaknesses, you will construct an individual leadership development plan to focus upon development of critical success competencies that can help you take your organization into the future. To complete the STAR Format Competency Table, follow these directions:

o In the left-hand column, rate your overall performance of this competency in the “ILDP =” field, using a 1 (novice) to 9 (expert) scale.

o In the middle columns, provide a specific behavioral example of how you have practiced each competency in a previous work, volunteer or other capacity. You will provide one sentence on the “Situation,” the “Task” you were charged to perform, the “Action” you took, and the “Result” (S–T–A– R).

o In the far right-hand column, rate the outcome or result of the specific example by using a 1 (least desirable) to 5 (optimal outcome) scale.

6. Search for professional, scholarly journal articles on the leadership skills and competencies needed in health care organizations today and into the future. You will need a minimum of five resources to use as support for your assessment.


Read the requirements for each part carefully.

Part 1: Critical Leadership Competencies for Health Care Organizations

Based on the resources you located, identify the top five leadership competencies needed within health care administration in order to ensure the success of health care organizations today and in the future.

Explain why each competency is critical to organizational success.

Part 2: Personal Leadership Gap Analysis

Following completion of the STAR assessment, consider your strengths versus those areas which require additional development. Provide a gap analysis that compares industry needs (as identified in Part 1), the needs of your organization (from your organization’s strategic direction), and the results of your STAR assessment.

In a brief narrative, explain any discrepancies between industry needs and organizational needs. Explain how your areas of strength can offer you additional opportunities for career advancement.

Part 3: Individual Leadership Development Plan (ILDP)

Using the information and resources from Assessment 1 and Parts 1 and 2 from this assessment, construct a cohesive individual leadership development plan in which you complete the following:

· Identify at least three specific areas of weakness you need to focus on in order to meet industry and organizational needs.

· Explain the action steps you need to take to increase your competency in those areas. Be sure your action steps are specific, include a timeline, and align with the overall goal of meeting industry and organizational needs.

· Create specific performance indicators and measures for each action step to clearly illustrate how you will know that you are making progress on your plan.

If it helps you organize your thoughts, you may use a table format for your ILDP. Just be sure you provide enough detail in each section, relative to the expectations laid out in the scoring guide. You are not required to use a table format; if you prefer, you may simply write this section as a narrative.

Additional Requirements

· Structure: Include a title page, table of contents, and reference page.

· Length: 8–12 pages.

· References: Cite at least five current scholarly or professional resources.

· Format: Use APA style for references and citations.

· Font: Times New Roman font, 12 point, double-spaced for narrative portions only.

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