Leadership Impact Study

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Executive Summary
The HCOE seeks to develop an instrument to better quantify and monitor the results of leadership improvement training undertaken by organizations. The instrument, called the  Leadership Impact Survey (LIS), was developed from the key concepts from the book, Prescribing Leadership in Healthcare (PLIH), which details a personalized, comprehensive, process-driven approach to leadership improvement. The survey examines leadership along 9 dimensions summarized into two categories: the Potential for leadership and the Practice of leadership. When used in conjunction with the Professional Leadership Training course, it enables the organization to assess where participants are before the course and tracks their improvement progress after the conclusion of the course. By quantifying the improvement results, it helps organizations measure the return on investment in their leadership improvement program.

To provide statistical validity to the survey, we are building a national universe of healthcare leadership survey data. This universe will be developed with data from hospitals, surgery centers and large provider practices from across the country. Once completed, organizations will be able to compare their organization’s overall LIS results against the total industry, size of facility, geography, etc. Armed with this benchmarking data, organizations will be able to better understand where they are and where they need to be as they navigate the ever-changing healthcare environment.

Methodology
The LIS is completed through the use of a 25-question survey using a 5-point Likert scale to address the 9-dimensions to be measured, which are:

  1. Humility
  2. Empathy
  3. Vision
  4. Risk-Taking
  5. Assessing
  6. Visioning
  7. Living
  8. Reflecting
  9. Coaching

These dimensions are summarized into Potential for leadership (1 to 4) and the Practice of leadership (5 to 9). As related in the PLIH book, leaders must have some innate qualities which provides them with a higher leadership ceiling. Some of this can be directly improved upon with training, but a solid floor must exist for the leader to be successful. With an established floor and ceiling, the leader needs to practice their leadership by following a leadership process every day.

The results are visualized in a box and whisker diagram with the line (whisker) representing the maximum and minimum values from the group studied and the box representing the respondent’s variation from the group average. Green boxes represent a positive individual response versus the group average with the top of the box representing the respondent’s value and the bottom representing the average value for all respondents. The red boxes represent a negative individual response versus the group average with the bottom of the box representing the respondent’s value and the top representing the average value for all respondents.

 Potential Survey Insights & Conclusions  |  Participate in the Study


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