The leader's handbook

Scholtes, Peter R.; Alpert, Shannon Atkinson

doi:10.1002/pfi.4140380110

Cited by 20 publications

(13 citation statements)

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“…A successful leader is a visionary and continual champion and catalyst of change (31,32). Adoption, reinvention, and refinement of processes beget more efficient effective operations which engenders excellent outcomes.…”

Section: Leadership Behaviorsmentioning

confidence: 99%

The Formation, Elements of Success, and Challenges in Managing a Critical Care Program

Andre

2015

Critical Care Medicine

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Leaders of critical care services require knowledge and skills not typically acquired during their medical education and training. Leaders possess personality characteristics and evolve and adopt behaviors and knowledge in addition to those useful in the care of patients and rounding with an ICU team. Successful leaders have impeccable integrity, possess a service mentality, are decisive, and speak the truth consistently and accurately. Effective leaders are thoughtful listeners, introspective, develop a range of relationships, and nurture others. They understand group psychology, observe, analyze assumptions, decide, and improve the system of care and the performance of their team members. A leader learns to facilely adapt to circumstance, generate new ideas, and be a catalyst of change. Those most successful further their education as a leader and learn when and where to seek mentorship. Leaders understand their organization and its operational complexities. Leaders learn to participate and knowledgeably contribute to the fiscal aspects of income, expense, budget, and contracts from an institutional and department perspective. Clinician compensation must be commensurate with expectations and be written to motivate and make clear duties that are clinical and nonclinical. A leader understands and plans to address the evolving challenges facing healthcare, especially resource constraints, the emotions and requirements of managing the end of life, the complexities of competing demands and motivations, the bureaucracy of healthcare practice, and reimbursement. Responsibilities to manage and evolve must be met with intelligence, sensitivity, and equanimity.

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Section: Leadership Behaviorsmentioning

confidence: 99%

The Formation, Elements of Success, and Challenges in Managing a Critical Care Program

Andre

2015

Critical Care Medicine

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“…Management experts, e.g., Covey (1992) and Scholtes (1998), often describe the practice of leadership as doing the right things for the right reasons, and at the right time. They are also clear that leadership is the domain of individuals in organizations who are the ones who give meaning to these words through their practices and behaviours.…”

Section: Theme 4: Policy Development Requires Leadershipmentioning

confidence: 99%

How is Crown forest policy developed? Probing New Brunswick's protected areas strategy

Ashton¹,

Needham²,

Beckley³

2007

The Forestry Chronicle

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To determine how forest policy is developed, the perceptions of senior policy-makers involved in developing the New Brunswick protected natural areas policy were examined. They represented three main stakeholder groups: the New Brunswick provincial government, forest industry, and environmental organizations. Three analytical methods revealed the evolution of events over time, recurring themes, and the use of social power. The results suggest that development of forest policy is facilitated when both forest science and human values are taken into account, when information is shared among stakeholders, and when a "win–win" solution is sought. Key words: forest policy development, New Brunswick, power, protected areas policy, qualitative research, stakeholders

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“…All leaders, knowingly or not, work in a system; an ecosystem is obviously a system, but so is an NGO, a farm, a protected area, or a species recovery project. The best models of leadership focus on understanding the correct "purpose" of that system and how that influences the way people and work are managed (Scholtes 1998;Game et al 2014). For example, priorities for an offshore island reserve are different to those for a wildlife corridor.…”

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confidence: 99%

A Clear Purpose is the Start Point for Conservation Leadership

Black

2015

CONSERVATION LETTERS

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The leader's handbook

Cited by 20 publications

References 0 publications

The Formation, Elements of Success, and Challenges in Managing a Critical Care Program

The Formation, Elements of Success, and Challenges in Managing a Critical Care Program

How is Crown forest policy developed? Probing New Brunswick's protected areas strategy

A Clear Purpose is the Start Point for Conservation Leadership

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