HCAD 600 Introduction to Healthcare Administration5

HCAD 600 Introduction to Healthcare Administration5
Sample Answer for HCAD 600 Introduction to Healthcare Administration5 Included After Question
Description

Assignment Scenario Instructions: Role Playing as a Healthcare Administrator for Your Desired Healthcare Setting
Step 1: Identify your desired healthcare setting and healthcare administrator role for the scenario.  Scenario is below. It is important to note that your selected healthcare facility is part of a large healthcare system and you are one of the many administrators that the system has but you will be playing the role of the executive leader for your specific healthcare setting within your organization’s large healthcare system.
SCENARIO: Practice Manager for a mid-sized primary care clinic that has three to five physicians with each physician seeing approximately 20 patients per day, accepting all payor-sources. Your practice is in rural area in the state of Virginia and operates in one of the nine states for your nonprofit healthcare system.
Step 2: Based on your selected healthcare setting and role from Step 1, you will be presenting information at the next executive leadership meeting. Each administrator for your organization will be presenting information to the healthcare system’s executive leadership team, and you are required to complete the strategic planning report as part of your presentation. You will use the Strategic Planning Report Template (attached), to prepare for this upcoming meeting. Each topic will need to be sufficiently addressed with supporting evidence that will assist the executive leadership team in preparing for next year’s budget and related to updating the strategic plan for your facility.
Assignment Requirements:
HCAD 600 Introduction to Healthcare Administration5
Complete the Strategic Planning Report using the Word document template provided within this assignment prompt. You will complete this report for the meeting, ensuring that each question provides the executive leadership team with the appropriate amount of details with supporting external evidence, so your facility’s budget and strategic plan are ready for the upcoming fiscal year. You will need to include at least three APA formatted references from the last five years with correlating in-text citations for the report. Please ensure that that an APA 7th edition cover page, the report, and an APA 7th edition reference page are provided.
References
Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS:HCAD 600 Introduction to Healthcare Administration5
Counte, M. (2019). The global healthcare manager: Competencies, concepts, and skills. Health Administration Press.
Bindra, P. (2018). The core elements of value in healthcare. Health Administration Press.
Reiter, K.L. & Song, P.H. (2021). Gapenski’s healthcare finance: An introduction to accounting and financial management.(7th.ed.). Health Administration Press.
Nowicki, M. (2018). Introduction to the Financial Management of Healthcare Organizations, Seventh Edition: Vol. Seventh edition. Health Administration Press.
ATTACHED- Week 5 Physician Compensiation Plan Essentials for 2021
ATTACHED- Week 5 Chapter 9 Economics and Finance of Healthcare.pdf
ATTACHED- New Framework for Healthcare Performance Improvement Article

A Sample Answer For the Assignment: HCAD 600 Introduction to Healthcare Administration5
Title:  HCAD 600 Introduction to Healthcare Administration5
Executive Leadership Meeting: Strategic Planning Report Administrator’s Instructions: Provide a response to each of the different areas below, ensure that each response provides sufficient details with supporting external evidence for the executive leadership team, as they will use this report as a starting point to begin working on next year’s budget and to update the facility’s strategic plan. Your identified factors and recommendations may influence the executive leadership team’s actions that may support your facility’s needs and daily operations. (Your supporting external evidence will need to be presented in APA format using in-text citations and remember to include a separate APA formatted Reference Page that your executive leaders may refer to in order to obtain additional information on your responses. Your references should be from the last five years, collected from the Week 3 to Week 5 course content, and you may include one additional resource outside of the weekly content from your own personal research.) Complete Section 1 Based on the Healthcare Setting and Role Options from the Assignment Prompt. Section 1: Your Facility and Role Administrator’s Name: Facility’s Location (City and State): Facility Characteristics: Urban or Rural Healthcare Location: Facility Type: Facility Size or Capacity Level: Average Daily Census or Number of Patient Visits Per Day: Provide a Summary, at least one paragraph long, of Your Patient Population and/or your ShortTerm/Long-Term Care Resident Population: Complete Section 2 based on the Healthcare Setting and Role Options from the Assignment Prompt for each of the factors provided below. Section 2: Specific Factors Influencing Your Facility Economic Factors Identify and discuss at least two economic factors that are influencing your facility. How do these economic factors influence your facility operations? Provide at least one recommendation to address one of the identified economic factors. (Economic factors that can be discussed but not limited to: housing, education, employment, income, community-based social services support, discrimination, governmental support, or any other economic factor that may impact your facility in the next year.) Financial Factors Identify and discuss at least two financial factors that are influencing your facility. How do these financial factors influence your facility operations? Provide at least one recommendation to address one of the financial factors. (Financial factors that can be discussed but not limited to: admissions, average daily census, average length of stay, risk-based agreements, value-based healthcare initiatives, reimbursement, specific risks, financial performance, organizational costs, competitive pricing considerations, capital needs, healthcare services expansion opportunities, technology costs, recruitment needs/costs, or any other applicable financial factor that may impact your facility within the next year.) Cultural and Workforce Management Factors Identify and discuss at least two cultural and workforce management factors that are influencing your facility. How do these cultural and workforce management factors influence your facility operations? Provide at least one recommendation to address one of the cultural and workforce management factors. (Cultural and Workforce Management factors that can be discussed but not limited to: or any other applicable cultural and workforce management factor that may impact your facility within the next year.) Regulatory Policy Factors Identify and discuss at least two regulatory policy factors that are influencing your facility. How do these regulatory policy factors influence your facility operations? Provide at least one recommendation to address one of the regulatory policy factors. (Regulatory policy factors that can be discussed but not limited to: Joint Commission Accreditation requirement, Centers for Medicare and Medicaid (CMS) rules/regulations, other federal regulations such as Occupational Safety and Health Administration (OSHA), privacy laws, state-based regulations, local regulations, or any other applicable regulatory policy factor that may impact your facility within the next year.) Quality Initiatives and Change Management Factors Identify and discuss at least two quality initiatives and change management factors that are influencing your facility. How do these quality initiatives and change management factors influence your facility operations? Provide at least one recommendation to address one of the quality initiatives and change management factors. (Quality initiative and change management factors that can be discussed but not limited to: Quality Assurance Performance Improvement (QAPI) goals, your facility’s change leadership style, your facility’s key quality measures, or any other applicable quality initiative and change management factor that may impact your facility within the next year.) Administrator Summary and Top 3 Recommendations Summarize the importance of each of these factors to the executive leadership team and share your top three recommendations that should be considered. Your executive leadership team will consider your top three recommendations as your facility’s top priorities for the strategic plan. FINANCIAL MGMT Physician compensation plan essentials for 2021 market forces By Mike Delmonico MBA, BSN, CMPE, RN Certified F or decades, the United States’ healthcare finance and delivery system has been in a state of ongoing change and evolution. Governmental bodies, licensing and regulatory agencies, accreditation organizations, health policy and clinical research institutes, and payers are continuously proposing and testing healthcare system enhancements toward optimizing: • How care delivery is organized • How care delivery is prioritized • How care delivery is paid for • How care delivery value is demonstrated. Amid all this change, the physician compensation plan must be dynamic and adaptable. A successful and enduring physician compensation plan is built to achieve organizational goals by translating healthcare system market forces into principles, variables, values and formulas (Design) that are assessed under test conditions (Model) through a collaboration of physicians and administrators (Engage) to create a program of achievement rewards (Implement) the results of which are continuously monitored, assessed and shared (Analyze) Figure 1. Physician Compensation Plan Entity to achieve the desired level of physician recruitment and retention (see Figure 1). The physician compensation plan is much more than a set of equations to calculate pay. It is an organized entity with a governance structure, responsibilities and functions necessary to align organizational goals with compensation plan principles and tactics. KEY MARKET FORCES To be dynamic and adaptable, the physician compensation plan must be attuned to present and evolving market forces that may impact the healthcare system and organizational goals. Some noteworthy U.S. healthcare system market forces to monitor and assess include: 1. The prevalence of physician burnout 2. The continuing evolution of value-based care initiatives 3. The Centers for Medicare & Medicaid Services (CMS) 2021 physician fee schedule (PFS) standards 4. The future of the Affordable Care Act (ACA) and the state of uninsured persons 5. The COVID-19-generated shifts in the U.S. economy and healthcare system. FIGURE 1. PHYSICIAN COMPENSATION PLAN ENTITY 8 4 | APRIL 2021 • MGMA CONNECTION Adverse work conditions and physician burnout Physician burnout is a market force that impacts physician supply and performance. The compensation plan needs to account for the impact that adverse work conditions have on physician burnout and adopt tactics that recognize and value such conditions. As defined by the Agency for Healthcare Research and Quality (AHRQ), burnout is “a long-term stress reaction marked by emotional exhaustion, depersonalization and a lack of sense of personal accomplishment,” and work conditions commonly found in healthcare — time pressure, chaotic environments and low control over work pace, among others — are “strongly associated with physicians’ feelings of dissatisfaction, stress, burnout and intent to leave the practice.”1 AHRQ-sponsored studies have found physician burnout increasing in prevalence, which intensifies other outcomes: Burned-out doctors are more likely to leave practice, which reduces patients’ access to and continuity of care. Burnout can also threaten patient safety and care quality when depersonalization leads to poor interactions with patients and when burned-out physicians suffer from impaired attention, memory, and executive function.2 To prepare for this market force, the physician compensation plan can acknowledge adverse work conditions that contribute to physician burnout by recognizing and valuing: • Physician time required to allow for organizational engagement (e.g., meeting attendance and participation on committees and teams) • Physician time required to allow for leadership, advisory and mentorship roles • Physician interest in flexible or part-time work schedules as opposed to the only alternatives being retirement, leaves of absence or seeking employment elsewhere. Requirements for success in value-based care The continuing evolution of value-based care initiatives is a market force that impacts how healthcare delivery is organized, prioritized and financed. The physician compensation plan needs to account for how value-based care requirements affect physician performance measures and adopt tactics that recognize and value such requirements. MEMBER RESOURCES Access an MGMA member-benefit analysis outlining pertinent provisions of the key revisions to the Stark Law, effective Jan. 19, 2021: mgma.com/stark-changes. MGMA members can access the MGMA 2021 E/M Coding, Billing and Auditing Toolkit, with tools to provide a comprehensive understanding of 2021 E/M coding changes, chart audits and elements of medical decision making (MDM): mgma.com/em-toolkit21. Governmental and commercial healthcare payers are driving the implementation of value-based care initiatives. Even with mixed results from some of its many value-based care programs, CMS is making changes to existing programs while also introducing new initiatives, such as the Primary Care First models. Recent federal action by the Department of Health & Human Services (HHS) Office of Inspector General (OIG) to revise the Physician Self-referral (Stark) Law and Anti-Kickback Statute provide some group practices with lower barriers and greater protections when entering care coordination arrangements.3 To prepare for this market force, the physician compensation plan can acknowledge value-based care requirements for physician success by recognizing and valuing: • Physician and staff time required to learn about governmental and commercial value-based care arrangements, Healthcare Effectiveness Data and Information Set (HEDIS) measures, Hierarchical Condition Category (HCC) coding and risk adjustment factor (RAF) scores • Physician and staff time required for collaboration on population health improvement initiatives, and the development of policies, procedures and workflows • Physician and staff time required for collaboration on new information systems, reports on care delivery, care management, care transitions and development of patient engagement tactics. The Medicare 2021 Physician Fee Schedule (PFS) The physician compensation plan should take into account the CMS 2021 PFS standards regarding measures of physician performance, as well as adopt tactics that recognize and value these standards. In brief, some of the 2021 Medicare PFS standards include: A P R I L 2 0 2 1 • M G M A C O N N E C T I O N | 85 1. The conversion factor set at $32.41, down from $36.09 in 2020; 2. Some E/M office work relative value units (wRVUs) have increased; 3. Nine services are added to the telehealth list; and 4. The performance threshold to avoid a negative adjustment under MIPS is being set at 60 points.4 According to analysis completed by SullivanCotter, CMS maintained reduced documentation requirements to save physicians 180 hours of paperwork per year and increased wRVUs for some E/M codes to acknowledge the length of office visits, electronic medical record documentation demands, and the introduction of new demands related to value-based care and population health initiatives.5 Some wRVU changes extracted from the final rule include:6 TABLE 1. NEW wRVUs FOR 2021 E/M OUTPATIENT VISIT CODES Code Current minimum minutes per visit Current wRVU for code 2021 minutes per visit 2021 wRVU for code Percentage increase in wRVU 99203 29 1.42 40 1.60 13% 99204 45 2.43 60 2.60 7% 99205 67 3.17 85 3.50 10% 99213 23 0.97 30 1.30 34% 99214 40 1.50 49 1.92 28% 99215 55 2.11 70 2.80 33% G2212* N/A N/A 15 0.61 N/A *An add-on code for every 15 minutes of extended visit time. The intention to increase wRVU weights for some E/M codes may be a factor in physicians generating more wRVUs in calendar year (CY) 2021 versus CY 2020. The intention to decrease the conversion factor may result in organizations generating less revenue in CY 2021 versus CY 2020. The overall impact of these new standards will be determined by physician services rendered, documentation, coding and whether commercial payers follow the CMS plan.7 To prepare for this market force, the physician compensation plan can acknowledge the impact of CMS 2021 PFS standards by recognizing and valuing: 8 6 | APRIL 2021 • MGMA CONNECTION • The “what-if” scenario of rising wRVU-based compensation with simultaneously decreasing practice revenue • The “what-if” scenario of rising wRVU-based compensation triggering conflicts with compliance and fair market value (FMV) standards • The “what-if” scenario of retaining existing physician compensation plan design elements and forgoing adoption of new CMS 2021 PFS standards. The ACA and demands of uninsured persons The ACA and the overall state of health insurance coverage in the United States is a market force that impacts access to, demand for and payment of healthcare services. The physician compensation plan needs to account for the impact that the ACA’s status and the demands of uninsured persons have on measures of physician performance, and adopt tactics that recognize and value the demands of uninsured persons. A decision from the U.S. Supreme Court on a challenge to the constitutionality of the individual mandate in the ACA is due this year.8 Based on CY 2020 ACA enrollment results, approximately 11.4 million persons selected or were automatically reenrolled in one of the state or federal insurance exchange plans.9 The number of uninsured persons in the United States may be between 29 and 30 million, but it’s fluid and impacted by many economic and social factors: • According to the Kaiser Family Foundation, the number of uninsured nonelderly was 28.9 million in CY 2019.10 • The 2019 National Health Interview survey projected that between 33 and 35 million were uninsured at different times during CY 2019.11 • A Commonwealth Fund health insurance survey in 2020 estimated the uninsured population to be 30 million at the start of 2020.12 Together, the ACA enrollment of approximately 11 million and uninsured estimates of approximately 30 million constitute a total population of 41 million people at risk for being uninsured if the ACA is deemed unconstitutional. Adding millions to the ranks of the uninsured lowers the likelihood those patients receive preventive care and services for major health conditions and chronic diseases,13 and the cost of care impedes follow-through on recommended prescriptions, tests, treatments, specialty care and sick care by uninsured persons.14 To prepare for this market force, the compensation plan can acknowledge the demands of uninsured persons by recognizing and valuing: • Physician and staff time required to address the complex economic, social and healthcare needs of uninsured persons who score low on social determinants of health (SDoH) assessments • Physician and staff time required to address the complex care management needs of uninsured persons who do not follow through on recommended prescriptions, tests, treatments and specialty care. COVID-19-generated shifts in the economy COVID-19 has been a societal event of significant scope and magnitude. It has been a healthcare system market force that no one anticipated and for which no one was prepared. The physician compensation plan needs to account for the impact that COVID-19 pandemic-generated shifts in the U.S. economy and healthcare system have on measures of physician performance and adopt tactics that recognize and value these shifts. Physicians have been impacted personally and professionally by the pandemic leading to introspection on their careers and care delivery in general. A survey by Jackson Physician Search found that two-thirds of responding physicians indicated that the COVID-19 virus has led them to look for a new job.15 A survey of physicians regarding the impact on their own well-being, their patients and the future of the healthcare industry by The Physicians Foundation found that loss of income, symptoms of burnout and concerns about health insurance coverage availability were the most common examples of the impact of COVID-19 on patients.16,17,18 To prepare for this market force, the physician compensation plan can acknowledge the impact of COVID-19 by recognizing and valuing: • Physician time required to participate in more frequent compensation plan governance committee and advisory group meetings • Physician productivity reductions resulting from reduced practice capacity and overall reduced demand for care. CONCLUSION “The next compensation plan will be the best compensation plan” might be a familiar saying in healthcare, but the accuracy of this statement depends on how an organization defines and manages its plan. An effective physician compensation plan plays a pivotal role in organizational success. It is not a static plan; it is a complex entity with a physicianadministrator partnership at its foundation with assigned responsibilities for and functions of design, model, engage, implement and analyze. As the U.S. healthcare system changes, the resilient physician compensation plan is built to consider and accommodate change (whether anticipated or unforeseen) in 2021 and beyond. Mike Delmonico, principal, Mike Delmonico Consulting LLC, mikedelmonicoconsulting.com. 1. AHRQ. “Physician Burnout.” Available from: bit.ly/34V1YKv. 2. Ibid. 3. HHS. “HHS Makes Stark Law and Anti-Kickback Statute Reforms to Support Coordinated, Value-Based Care.” Nov. 20, 2020. Available from: bit.ly/3bkbrz5. 4. CMS. “Final Policy, Payment, and Quality Provisions Changes to the Medicare Physician Fee Schedule for Calendar Year 2021.” Dec. 1, 2020. Available from: go.cms.gov/38YD4e1. 5. SullivanCotter. 2021 Evaluation and Management CPT Codes: Understanding the Impact on Physician Compensation. Available from: bit.ly/38cWInl. 6. CMS. “Medicare Program; CY 2021 Payment Policies under the Physician Fee Schedule and Other Changes to Part B Payment Policies.” Available from: bit.ly/3baKIoi. 7. Brady M. “Physician fee-schedule changes could upend compensation, experts say.” Modern Healthcare. Nov. 30, 2020. Available from: bit.ly/393YeY8. 8. MGMA. “The Affordable Care Act (ACA).” Available from: mgma.com/aca. 9. CMS. “Health insurance exchanges 2020 open enrollment report April 1, 2020.” Available from: go.cms.gov/3hDIu24. 10. Tolbert J, Orgera K, Damico A. “Key Facts about the Uninsured Population.” Kaiser Family Foundation. Nov. 6, 2020. Available from: bit.ly/3pOPax2. 11. Cohen RA, et al. “Health Insurance Coverage: Early Release of Estimates from the National Health Interview Survey, 2019.” National Center for Health Statistics, CDC. Available from: bit.ly/2X8WTtD. 12. Collins SR, Gunja MZ, Aboulafia GN. “U.S. Health Insurance Coverage in 2020: A Looming Crisis in Affordability.” The Commonwealth Fund. Aug. 19, 2020. Available from: bit.ly/3b7UVC4. 13. Tolbert, et al. 14. Collins, et al. 15. Jackson Physician Search. “Physician Recruitment Amid the Pandemic — Keeping Your 2021 Staffing Plan on Track.” July 24, 2020. Available from: bit.ly/355GZEz. 16. “The Physicians Foundation 2020 Physician Survey: Part 1.” The Physicians Foundation. Aug. 18, 2020. Available from: bit.ly/3bfreyK. 17. “The Physicians Foundation 2020 Physician Survey: Part 2.” The Physicians Foundation. Sept. 17, 2020. Available from: bit.ly/359eDJX. 18. “The Physicians Foundation 2020 Physician Survey: Part 3.” The Physicians Foundation. Oct. 22, 2020. Available from: bit.ly/3n7sdDG. A P R I L 2 0 2 1 • M G M A C O N N E C T I O N | 87 Copyright of MGMA Connection is the property of MGMA and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use. Third Edition TRANSFORMATIONAL LEADERSHIP in NURSING From Expert Clinician to Influential Leader Marion E. Broome Elaine Sorensen Marshall EDITORS Register Now for Online Access to Your Book! Your print purchase of Transformational Leadership in Nursing, Third Edition, includes online access to the contents of your book—increasing accessibility, portability, and searchability! Access today at: http://connect.springerpub.com/content/book/978-0-8261-3505-6 or scan the QR code at the right with your smartphone and enter the access code below. 3K3DWF6L If you are experiencing problems accessing the digital component of this product, please contact our customer service department at cs@springerpub.com The online access with your print purchase is available at the publisher’s discretion and may be removed at any time without notice. Scan here for quick access. Publisher’s Note: New and used products purchased from third-party sellers are not guaranteed for quality, authenticity, or access to any included digital components. SPC View all our products at springerpub.com Marion E. Broome, PhD, RN, FAAN, is dean of the School of Nursing, vice chancellor for nursing affairs, and Ruby Wilson Professor of Nursing at Duke University, as well as associate vice president for academic affairs for nursing at Duke University Health System, Durham, North Carolina. Prior to joining Duke, Dr. Broome was dean of the Indiana University School of Nursing and associate vice president for nursing at Indiana University Health, where she was awarded the rank of distinguished professor. Widely regarded as an expert, scholar, and leader in pediatric nursing research and practice, Dr. Broome was funded externally by the American Cancer Society, the National Institutes of Health, and various foundations for two decades. Dr. Broome’s research is published in more than 121 papers in 58 nursing, medicine, and interdisciplinary journals. She also has published seven books and 20 chapters. Dr. Broome is editor in chief of Nursing Outlook, the official journal of the American Academy of Nursing and the Council for the Advancement of Nursing Science. She completed a variety of leadership training courses while serving in the Army Nurse Corp, a Management and Leadership in Education Certificate from Harvard University, and the Center for Creative Leadership’s Leading for Organizational Leadership Course. Elaine Sorensen Marshall, PhD, RN, FAAN, is former Castella Distinguished Professor and chair of the Department of Health Restoration and Care Systems Management at the University of Texas Health Science Center School of Nursing, San Antonio, Texas; former professor and Bulloch Endowed Chair at the School of Nursing at Georgia Southern University, Statesboro, Georgia; and professor and dean emerita of the College of Nursing at Brigham Young University, Provo, Utah. She has served in national elected and appointed leadership positions for the American Association of Colleges of Nursing, the American Association for the History of Nursing (AAHN), and the Western Institute of Nursing (WIN). Dr. Marshall has published two books and more than 50 articles and book chapters. She received the New Professional Book Award from the National Council on Family Relations, the Lavinia Dock Award from the AAHN, and the Jo Eleanor Elliott Leadership Award from the WIN. TRANSFORMATIONAL LEADERSHIP IN NURSING From Expert Clinician to Influential Leader Third Edition Marion E. Broome, PhD, RN, FAAN Elaine Sorensen Marshall, PhD, RN, FAAN Editors Copyright © 2021 Springer Publishing Company, LLC All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of Springer Publishing Company, LLC, or authorization through payment of the appropriate fees to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, info@copyright.com or on the Web at www.copyright.com. Springer Publishing Company, LLC 11 West 42nd Street New York, NY 10036 www.springerpub.com http://connect.springerpub.com/home Acquisitions Editor: Adrianne Brigido Compositor: Amnet Systems ISBN: 978-0-8261-3504-9 ebook ISBN: 978-0-8261-3505-6 Instructor’s PowerPoints ISBN: 978-0-8261-3542-1 DOI: 10.1891/9780826135056 Qualified instructors may request supplements by emailing textbook@springerpub.com 20 21 22 23 24 / 5 4 3 2 1 The author and the publisher of this Work have made every effort to use sources believed to be reliable to provide information that is accurate and compatible with the standards generally accepted at the time of publication. The author and publisher shall not be liable for any special, consequential, or exemplary damages resulting, in whole or in part, from the readers’ use of, or reliance on, the information contained in this book. The publisher has no responsibility for the persistence or accuracy of URLs for external or third-party Internet websites referred to in this publication and does not guarantee that any content on such websites is, or will remain, accurate or appropriate. Library of Congress Cataloging-in-Publication Data Names: Marshall, Elaine S., author, editor. | Broome, Marion, author, editor. Title: Transformational leadership in nursing : from expert clinician to influential leader / Marion E. Broome, Elaine Sorensen Marshall. Description: Third edition. | New York, NY : Springer Publishing Company, LLC, [2021] | Author’s names reversed on the previous edition. | Includes bibliographical references and index. | Identifiers: LCCN 2019046706 (print) | LCCN 2019046707 (ebook) | ISBN 9780826135049 (paperback) | ISBN 9780826135056 (ebook) | ISBN 9780826135421 (Instructor’s PowerPoints) Subjects: MESH: Nurse Administrators | Leadership | Nursing, Supervisory Classification: LCC RT89 (print) | LCC RT89 (ebook) | NLM WY 105 | DDC 362.17/3068—dc23 LC record available at https://lccn.loc.gov/2019046706 LC ebook record available at https://lccn.loc.gov/2019046707 Contact us to receive discount rates on bulk purchases. We can also customize our books to meet your needs. For more information please contact: sales@springerpub.com Publisher’s Note: New and used products purchased from tird-party sellers are not guaranteed for quality, authenticity, or access to any included digital components. Printed in the United States of America. CONTENTS Contributors vii Foreword Patricia Reid Ponte, DNSc, RN, FAAN, NEA-BC ix Preface xi PART I: CONTEXTS FOR TRANSFORMATIONAL LEADERSHIP 1. Frameworks for Becoming a Transformational Leader   3 Elaine Sorensen Marshall and Marion E. Broome 2. Transformational Leadership: Complexity, Change, and Strategic Planning  35 Marion E. Broome and Elaine Sorensen Marshall 3. Current Challenges in Complex Healthcare Organizations and the Quadruple Aim   67 Katherine C. Pereira and Margaret T. Bowers 4. Practice Models: Design, Implementation, and Evaluation   99 Mary Cathryn Sitterding, Christy Miller, and Elaine Sorensen Marshall 5. Collaborative Leadership Contexts: It Is All About Working Together  155 Marion E. Broome and Elaine Sorensen Marshall PART II: BECOMING A TRANSFORMATIONAL LEADER 6. Shaping Your Own Leadership Journey   183 Marion E. Broome and Elaine Sorensen Marshall 7. Building Cohesive and Effective Teams   213 Marion E. Broome and Elaine Sorensen Marshall PART III: LEADING THE DESIGN OF NEW MODELS OF CARE 8. Creating and Shaping the Organizational Environment and Culture to Support Practice Excellence   237 Megan R. Winkler and Elaine Sorensen Marshall v vi • Contents 9. Economics and Finance of Healthcare   277 Brenda Talley 10. Leading Across Systems of Care and in the Larger Community   319 Marion E. Broome and Elaine Sorensen Marshall Index 345 CONTRIBUTORS Marga