Syllabus

Schedule

Course learning modules are divided into weeks. Each week starts on Wednesday at 12:00 am Eastern Time (ET) and closes on Wednesday at 11:59 pm ET, with the exception of Week 8, which ends on Sunday. All assignments must be submitted by 11:59 pm ET on the due date.

Course Schedule at a Glance

Learning Modules	Topic	Assignments and Due Dates
Week 1 4/29 – 5/6	Introduction to Leadership	Introductory Discussion Discussion – Initial post by Sunday, responses by Wednesday Leadership Framework and Ethical Scenario – Wednesday
Week 2 5/6 – 5/13	Types of Leadership	Discussion – Initial post by Sunday, responses by Wednesday Leadership Assessments – Wednesday
Week 3 5/13 – 5/20	Leadership Skills and Tactics	Discussion – Initial post by Sunday, responses by Wednesday Employee Engagement or Empowerment Case Study – Wednesday
Week 4 5/20 – 5/27	Strategic Leadership and Leadership Development	Discussion – Initial post by Sunday, responses by Wednesday Leadership Development Plan, Part I (first 4 sections) – Wednesday
Week 5 5/27 – 6/3	Strategic Planning Fundamentals	Discussion – Initial post by Sunday, responses by Wednesday SWOT analysis Case Study – Wednesday
Week 6 6/3 – 6/10	Strategic Planning and HIT	Discussion – Initial post by Sunday, responses by Wednesday Case study Performance management – the Coastal Medical Center exercises and questions – Wednesday
Week 7 6/10 – 6/17	Strategic Management for Health Systems, ACOs, and Post Acute Care	Discussion – Initial post by Sunday, responses by Wednesday Leadership Development Plan – submit Part II and resubmit part I – Wednesday
Week 8 6/17 – 6/21	Strategic Management and Value	Discussion – Initial post by Friday, responses by Sunday Reflection – Sunday

Detailed Course Schedule

Week 1 — Introduction to Leadership

Learning Outcomes:

• Identify general and task-related traits that contribute to leadership effectiveness
• Describe how emotional intelligence contributes to leadership effectiveness
• Articulate what leaders can do to foster an ethical and socially responsible organization
• Apply a framework for understanding leadership

Course Materials:

• DuBrin textbook chapters 1, 2, and 6
• NHS Leadership Academy (2013), The Healthcare Leadership Model (Version 1.0). Leeds: NHS Leadership Academy. 
• NHS Leadership Academy website 
• National Center for Healthcare Leadership. (2017). NCHL Health Leadership Competency Model™ . 
• Becker’s Hospital Review (n.d.). The profile of an effective healthcare leader. 

Audio/Video:

• Besmithhealthcare1. (2014, February 10). The importance of strategic healthcare leadership [Video file]. 

Assignments:

Introductory Discussion: Please use this forum to introduce yourselves to your instructor and classmates. Briefly share if you are in a leadership role now or identify the leadership role to which you aspire.

Discussion Question: Choose one or two well-known leaders as a topic for this discussion. Discuss this leader’s traits, motives, and characteristics, based on information from this week’s readings. Identify the leader’s strongest and weakest personal attributes. Is there something that you particularly admire about the leader?

Leadership Framework and Ethical Scenario: Healthcare organizations are under increasing financial pressures because of healthcare reform and the shift to value-based care. These organizations must seek to balance maximizing profit with serving patients and, in particular, providing charity care; a common healthcare CFO statement is: “no margin, no mission.” In addition, physicians, nurses and clinical staff are limited resources. Due to all these factors, healthcare organizations face many ethical decisions involving their business operations.

Scenario: MidWest Health is a health system of four hospitals and over 30 clinics in the region it serves. There is strong competition in its markets, and many of its competitors are actively moving into new health models such as accountable care organizations (ACOs) and patient-centered medical homes (PCMH). Because profits are under pressure, MidWest Health must now evaluate how to best use its resources. For example, should MidWest Health invest its scarce resources in areas that make high profits, but may serve a smaller number of patients? Or, alternatively should they provide basic care to a larger number of patients? There is no one set answer to these types of questions, but they do have to be addressed. An important consideration for healthcare organizations is to support good care through ethically sound policy, decision making, and processes.

Use one of the leadership frameworks from this week’s readings (e.g. NHS or NCHL) to assess the scenario and how you might handle it as a leader. Your response should include the following:

• Select a leadership framework
• Apply framework to scenario
• Provide specific examples on how leadership competencies might be used, including emotional intelligence
• Address any ethical concerns

Submit your response in a 3-4 page, double-spaced WORD document. Use APA format. See Leadership Framework Rubric and assignment instructions for submission guidelines.

Week 2 — Types of Leadership

Learning Outcomes:

• Describe transformational and charismatic leadership in terms of traits, behaviors, and communication style
• Provide an overview of the contingency theory of leadership effectiveness
• Present the case for the entrepreneurial style of leadership
• Apply task- and relationship-oriented attitudes and behaviors considering situational influences

Course Materials:

• DuBrin textbook chapters 3–5
• West, M., Armit, K., Loewenthal, L., Eckert, R., West, T., & Lee, A. (2015). Leadership and leadership development in health care: The evidence base. London, UK: Faculty of Medical Leadership and Management
• Hu, Y., Parker Henrickson, S., Lipsitz, S. R. Arriaga, A.F., Peyre, S. E., Corso, K. A., . . . Greenberg, C. C. (2016). Surgeons’ leadership styles and team behavior in the operating room. Journal of the American College of Surgeons, 222(1), 41-51. 
• B.E. Smith Team. (2013, July 29). Situational leadership: Long-term success in the rapidly changing healthcare environment [Blog post]. 

Videos:

• TED talk: Simon Sinek
• IHI: Institute for Healthcare Improvement. (2017, August 15). Four steps leaders can take to increase joy in work [Video file]. 

Assignments:

Discussion Question: Identify a personality trait you think would help a manager to function as a contingency leader. Why do you consider that trait an asset? In addition, identify a trait you think might detract from a manager’s ability to function as a contingency leader. Why do you consider that trait a disadvantage?

Leadership Assessments: This week’s assignment is based on activities from the DuBrin (2016) textbook. First, complete the following leadership assessments in your text:

• p. 80 – Behaviors reflecting charisma
• p. 116 – Task-oriented attitudes and behaviors
• p. 128-129 – What style of leader are you or would you be?
• p. 132 – Entrepreneurial thinking and behavior

Then, write a 2-3 page, double-spaced WORD document in APA format; in your document respond to the items below. Support your responses using materials from the course and remember to cite them.

• Summarize your results. Were there any surprises? What areas did you identify for skill development?
• Now consider that you are in a leadership role on a health informatics project, what skills from the assessments do you think would be most important and why?
• Conclude with any actions you may take given your analysis and results.

See Leadership Assessment Rubric and assignment instructions for submission guidelines.

Week 3 — Leadership Skills and Tactics

Learning Outcomes:

• Describe the relationship between power and influence and how a leader might influence group members
• Describe leader actions that foster teamwork, motivate and empower others, and engage employees
• Explain how a leader can establish an environment that fosters creativity
• Identify several leadership practices that contribute to organizational innovation

Course Materials:

• DuBrin textbook chapters 7 – 11
• Review executive summary – 2019 HIMSS Leadership Survey 
• Gable, S. (2012). Power, leadership and transformation: the doctor’s potential for influence. Medical Education, 46(12),1152-1160.
• Laureani, A. & Antony, J. (2015). Leadership characteristics for Lean Six Sigma. Total Quality Management & Business Excellence, 28(3-4), 405-426.

Video:

• Cleveland Clinic. (2012, December 13). Healthcare management & leadership [Video file]. 

Assignments:

Discussion Question: Do you agree that creativity is a legitimate part of a leader’s role? If so, what percentage of working time do you think a leader should invest in creative thinking? If you do not agree, why not? Explain your response.

Employee Engagement or Empowerment Case Study: Many healthcare organizations have formed or are considering forming accountable care organizations and/or clinically integrated networks. To date, only one-quarter of ACOs have produced shared savings and there is industry uncertainty over the transition to value-based care. However, organizations that embrace the new models have the opportunity to gain competitive advantage, innovate, and learn through the process – with potential for longer term clinical and financial gains. Assume you are a leader of a large Independent Physician Association (IPA) that wants to transition to a clinically integrated network. Consider what changes need to be made to move forward with this initiative. Address the following areas:

• Discuss what changes might need to be made to move forward with the clinically integrated network.
• How will employee and physician engagement and empowerment play a role in this effort?
• How might influencing or creativity skills be used?
• What leadership practices might contribute to innovation?

Link your ideas to the class readings. Submit your response in a 3-4 page, double-spaced WORD document. Use APA format. See Engagement Case Study Rubric and assignment instructions for submission guidelines.

Week 4 — Strategic Leadership and Leadership Development

Learning Outcomes:

• Describe how leaders contribute to the management of knowledge and the learning organization
• Pinpoint leadership initiatives to enhance the acceptance of cultural diversity
• Explain how leaders develop through self-awareness, education, and mentoring

Course Materials:

• DuBrin textbook chapters 13 – 15
• Schwartz, R. W., & Tumblin, T. F. (2002). The power of servant leadership to transform health care organizations for the 21st-century economy. Archives of Surgery, 137(12), 1419-1427. 

Video:

• FutureofNursing. (2015, March 27).Transforming health care through nurse leadership: Campaign for action [Video file]. 

Assignments:

Discussion Question: Describe a recent example of revolutionary thinking by a healthcare organization. In what way was their thinking revolutionary? How were their ideas received by their employees, their public, and their competitors?

Leadership Development Plan, Part I: The Leadership Development Plan is designed to guide your leadership development activities over the next 12-24 months. The plan is meant to be a self-guided activity that allows for reflection and development. It is made up of 8 sections.

This week you will turn in the first half of your plan in a 3 to 4 page WORD document which is APA formatted. Part I (sections 1-4) includes the following elements:

• 1. Complete a Self-Assessment
• 2. Create a Life Mission Statement
• 3. Master Core Skills
• 4. Identify Leader Role Models

See Blackboard for complete assignment prompt and refer to the rubric for Part I, Leadership Plan for submission guidelines. You will turn in the second half of the plan in week 7, along with a resubmitted first half.

Week 5 — Strategic Planning Fundamentals

Learning Outcomes:

• Demonstrate the ability to assess healthcare strategic planning problems and, using the various knowledge disciplines, develop comprehensive and practical solutions
• Exercise strong individual managerial problem-solving skills through the use of SWOT analysis
• Formulate strategy and implement change through the use of gap analysis

Course Materials:

• Harrison textbook chapters 3 and 4
• Sharpe, R. E., Mehta, T.S., Eisenberg, R. L., Kruskal, J. B. (2015). Strategic Planning and Radiology Practice Management in the New Health Care Environment. Radiographic, 35(1). 

Video:

• Bplans. (2013, July 23). What is a SWOT analysis? [Video file]. 

Assignments:

Discussion Question: Provide examples of how gap analysis can be used to improve the quality of healthcare services.

SWOT Analysis Case Study: Read the Coastal Medical Center Exercises: SWOT Analysis and Hospital Emergency Department Expansion case study on page 110 of the Harrison (2016) textbook. Write a response in which you do the following:

• Complete a SWOT analysis for Coastal Medical Center
• Answer the four questions on page 111
• Reference information from the chapter and class materials that relate to the issues discussed
• Support your analysis with outside research as well

Submit your response in a 3-4 page, double-spaced WORD document. Use APA format. See Week 5 Textbook Case Study Rubric for submission guidelines.

Week 6 — Strategic Planning and HIT

Learning Outcomes:

• Articulate the role of health information system development and integration
• Demonstrate the use of healthcare information in management and organizational decision making
• Demonstrate the ability to make financial decisions and develop a strategy for change

Course Materials:

• Harrison textbook chapters 6 and 7
• The Office of the National Coordinator for Health Information Technology (ONC). (n.d.). Federal Health IT Strategic Plan 2015-2020. 
• Cadwell, D. F., Chatman, J., O’Reilly, C. A., Ormiston, M., & Lapiz, M. (2008). Implementing strategic change in a health care system: The importance of leadership and change readiness. Health Care Management Review, 33(2), 124-133. 
• Foshay, N. & Kuziemsky, C. (2014). Towards an implementation framework for business intelligence in healthcare. International Journal of Information Management, 34(1), 20-27. 
• Brooks, P., El-Gayar, O., & Sarnikar, S. (2015). A framework for developing a domain specific business intelligence maturity model: Application to healthcare. International Journal of Information Management, 35(3), 337-345. 

Video:

• Kotter International. (2015, January 16). Change management versus change leadership: What’s the difference? [Video file]. 

Assignments:

Discussion Question: What role does information play in strategic planning in healthcare? How can HIT help healthcare providers adapt to the rapidly changing healthcare environment? Provide examples of several HIT systems experiencing significant growth.

Case Study Performance management – the Coastal Medical Center exercises and questions: Read the information on performance management on page 145 of the Harrison (2016) textbook. Write a response in which you do the following:

• Answer Coastal Medical Center Questions 1, 2, and 3 from the textbook. For question 2, draft an IT SWOT analysis only to help prepare for the strategic plan. Drafting a complete IT strategic plan is not required.
• Reference information from the chapter and class materials that relate to the issues discussed
• Support your analysis with outside research as well

Remember this week’s SWOT analysis focuses on Health Information Technology and your responses should reflect this perspective.

Submit your response in a 2-3 page, double-spaced WORD document. Use APA format. Refer to the Week 6 Textbook Case Study Rubric for submission guidelines.

Week 7 — Strategic Management for Health Systems, ACOs, and Post Acute Care

Learning Outcomes:

• Master the concept of physician-hospital alignment and health system integration including consumer, provider, and regulatory developments
• Describe the challenges faced by healthcare executives as they develop a strategy to meet post-acute care needs as well as increase efficiencies across the continuum of care
• Relate the concept of healthcare consolidation to the development, assessment, and redesign of healthcare systems

Course Materials:

• Harrison textbook chapters 9 and 10

Video:

• AHA Health Forum. (2015, March 12). Building a physician alignment strategy around patient care [Video file]. 

Assignments:

Discussion Question: How does involving physicians in the strategic planning process help a hospital reach its goals? Why is clinical integration important in the current healthcare environment?

Leadership Development Plan, Part II: This week you will do the second half of your plan (sections 5-8) and then submit your final leadership development plan. Final plan should include sections 1-8 and address any feedback you received on the Part I submission. Part II (sections 5-8) includes the following elements:

• 5. Find a Mentor
• 6. Seek Challenging and Varied Experiences
• 7. Schedule Training
• 8. Seek Feedback

See Blackboard for complete assignment prompt and refer to the rubric for Part II, Leadership plan for submission guidelines.

Week 8 — Strategic Management and Value

Learning Outcomes:

• Demonstrate the ability to link quality, efficiency, and financial decision making in an organization’s strategic plan
• Articulate the concept of value and discuss performance measures that are important in healthcare organizations
• Discuss the fundamentals of population health, include the role of the patient-centered medical home and telemedicine, as well as the HIT needed to support these initiatives

Course Materials:

• Harrison textbook chapters 12 and 13

Videos:

• Pytte, M. (2012, September 21). Healthcare technology outlook 2020 – Technology uptake [Video file]. 
• TEDx Talks. (2012, March 22). Implants & technology – The future of healthcare? Kevin Warwick at TEDxWarwick [Video file]. 
• Martini-Klinik am UKE GmbH. (2016, April 26). Measured outcomes: A future view of value-based healthcare [Video file]. 

Assignments:

Discussion Question: Where would population health management fit in the strategic plan of a hospital, a clinic, or an integrated system? How would you go about assessing community or population needs? What HIT requirements might need to be considered?

Reflection: Provide a response of about 350-500 words that reflect on what we have covered in this class and your experience. Address the following key areas:

• What are the top three things you learned in this class and why? Address both leadership and strategic management.
• How can you apply these learnings? How is what you learned in this class relevant to your current and/or future work?

Student Resources

Online Student Support

Your Student Support Specialist is a resource for you. Please don't hesitate to contact them for assistance, including, but not limited to course planning, current problems or issues in a course, technology concerns, or personal emergencies.

Questions? Visit the Student Support Health Informatics page

APA Style Guide

• https://www.apastyle.org

UNE Libraries:

• Library Access for all students: Your library login ID and password are the same as the ones you use to log into Blackboard/Brightspace.
• MSIN Databases: https://library.une.edu/library-materials/find/research-by-subject/health-informatics/
• Library Questions: Ask a librarian or phone library staff at (207) 602-2361 or (207) 221-4330.

UNE Student Academic Success Center

The Student Academic Success Center (SASC) offers a range of services to support your academic achievement, including tutoring, writing support, test prep and studying strategies, learning style consultations, and many online resources. To make an appointment for tutoring, writing support, or a learning specialist consultation, go to une.tutortrac.com. To access our online resources, including links, guides, and video tutorials, please visit:

• UNE Student Academic Success Center

Accommodations

Any student who would like to request, or ask any questions regarding, academic adjustments or accommodations must contact the Student Access Center at (207) 221-4438 or pcstudentaccess@une.edu. Student Access Center staff will evaluate the student's documentation and determine eligibility of accommodation(s) through the Student Access Center registration procedure.

Online Peer Support

Togetherall is a 24/7 communication and emotional support platform monitored by trained clinicians. It’s a safe place online to get things off your chest, have conversations, express yourself creatively, and learn how to manage your mental health. If sharing isn’t your thing, Togetherall has other tools and courses to help you look after yourself with plenty of resources to explore. Whether you’re struggling to cope, feeling low, or just need a place to talk, Togetherall can help you explore your feelings in a safe supportive environment. You can join Togetherall using your UNE email address.

Information Technology Services (ITS)

Students should notify their Student Support Specialist and instructor in the event of a problem relating to a course. This notification should occur promptly and proactively to support timely resolution.

ITS Contact: Toll-Free Help Desk 24 hours/7 days per week at 1-877-518-4673.

Career Ready Program

The College of Professional Studies supports its online students and alumni in their career journey!

The Career Ready Program provides tools and resources to help students explore and hone in on their career goals, search for jobs, create and improve professional documents, build professional network, learn interview skills, grow as a professional, and more. Come back often, at any time, as you move through your journey from career readiness as a student to career growth, satisfaction, and success as alumni.

Policies

Technology Requirements

Please review the technical requirements for UNE Online Graduate Programs: Technical Requirements

Turnitin Originality Check and Plagiarism Detection Tool

The College of Professional Studies uses Turnitin to help deter plagiarism and to foster the proper attribution of sources. Turnitin provides comparative reports for submitted assignments that reflect similarities in other written works. This can include, but is not limited to, previously submitted assignments, internet articles, research journals, and academic databases.

Make sure to cite your sources appropriately as well as use your own words in synthesizing information from published literature. Webinars and workshops, included early in your coursework, will help guide best practices in APA citation and academic writing.

You can learn more about Turnitin in the guide on how to navigate your Similarity Report.

Information Technology Services (ITS)

ITS Contact: Toll Free Help Desk 24 hours/7 days per week at 1-877-518-4673

Course Evaluation Policy

Course surveys are one of the most important tools that University of New England uses for evaluating the quality of your education, and for providing meaningful feedback to instructors on their teaching. In order to assure that the feedback is both comprehensive and precise, we need to receive it from each student for each course. Evaluation access is distributed via UNE email at the beginning of the last week of the course.

Late Policy

Assignments: Late assignments will be accepted up to 3 days late; however, there is a 10% grade reduction (from the total points) for the late submission. After three days the assignment will not be accepted.

Discussion posts: If the initial post is submitted late, but still within the discussion board week, there will be a 10% grade reduction from the total discussion grade (e.g., a 3 point discussion will be reduced by 0.3 points). Any posts submitted after the end of the Discussion Board week will not be graded.

Please make every effort ahead of time to contact your instructor and your student support specialist if you are not able to meet an assignment deadline. Arrangements for extenuating circumstances may be considered by faculty.

Attendance Policy

8 week: Students taking online graduate courses through the College of Professional Studies will be administratively dropped for non-participation if a graded assignment/discussion post is not submitted before Sunday at 11:59 pm ET of the first week of the term. Reinstatement is at the purview of the Dean's Office.

16 week: Students taking online graduate courses through the College of Professional Studies will be administratively dropped for non-participation if a graded assignment/discussion post is not submitted before Friday at 11:59 pm ET of the second week of the term. Reinstatement is at the purview of the Dean's Office.

Student Handbook Online - Policies and Procedures

The policies contained within this document apply to all students in the College of Professional Studies. It is each student's responsibility to know the contents of this handbook.

UNE Online Student Handbook

UNE Course Withdrawal

Please contact your student support specialist if you are considering dropping or withdrawing from a course. The last day to drop for 100% tuition refund is the 2nd day of the course. Financial Aid charges may still apply. Students using Financial Aid should contact the Financial Aid Office prior to withdrawing from a course.

Academic Integrity

The University of New England values academic integrity in all aspects of the educational experience. Academic dishonesty in any form undermines this standard and devalues the original contributions of others. It is the responsibility of all members of the University community to actively uphold the integrity of the academy; failure to act, for any reason, is not acceptable. For information about plagiarism and academic misconduct, please visit UNE Plagiarism Policies.

Academic dishonesty includes, but is not limited to the following:

1. Cheating, copying, or the offering or receiving of unauthorized assistance or information.
2. Fabrication or falsification of data, results, or sources for papers or reports.
3. Action which destroys or alters the work of another student.
4. Multiple submissions of the same paper or report for assignments in more than one course without permission of each instructor.
5. Plagiarism, the appropriation of records, research, materials, ideas, or the language of other persons or writers and the submission of them as one's own.

Charges of academic dishonesty will be reviewed by the Program Director. Penalties for students found responsible for violations may depend upon the seriousness and circumstances of the violation, the degree of premeditation involved, and/or the student’s previous record of violations. Appeal of a decision may be made to the Dean whose decision will be final. Student appeals will take place through the grievance process outlined in the student handbook.