all articles and books are linked below. please use them per section as described, each section will need their own references. So make sure to pay attention to which book goes with what section
Part 1 unit 5
Leading others, Managing yourself
Chapter 2:
Give your perspective on the author’s assertion that “There is no right way.”
Paying attention to the consequences of our decisions — intended and unintended consequences — is important. Share a situation from your experience, either as an employee or as a manager.
Choose one question from the end of the chapter and answer it in light of the information presented in the chapter. Also explain why you picked the question you did.
Chapter 3:
Leadership is an action, not a title. The topic for this chapter states very strongly that it is not what job you have, but what you do in that position that matters. Have you ever worked with someone whose title meant more than their actual performance? How long did it take colleagues and employees to see through this person?
What are your thoughts about the author’s “driving from the back of the bus” analogy? “Thinking one level up” is a good perspective. “Thinking one level down” can also be helpful to see an issue/decision from many mindsets. Give an example where both thinking up and down would be valuable before implementing change.
Choose one question from the end of the chapter, answer it, and explain your answer.
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part 2 unit 6
The leadership challenge : How to make extraordinary things happen in organizations by Kouzes & Posner
Please read: Chapters 7 & 8
Describe a mentoring relationship that you have experienced in your life. This might be in a workplace, school, social, or religious organization. How did that person build a connection with you? Imagine yourself as a mentor to someone in the future. How will your past “follower” relationship guide you in leader relationships?
Chapter 7 of the text on page 152 discusses “Encouraging Initiative in Others.” What concepts from this chapter will you use in mentoring relationships?
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part 3 unit 7
rticle: “The Enduring Skills of Change Leaders”
This article about change management is considered a seminal article in the field of leadership. The author’s insight is very real and applicable to the workplace.
The third paragraph on the first page states, “….things that sustain change are not bold strokes but long marches–the independent, discretionary, and ongoing efforts of people throughout the organization.” The paragraph continues “…but you cannot order people to use their imaginations or work collaboratively.” What are your reactions to this paragraph?
The seven classic skills for leaders are listed on pages 3–5. What do you think is the most important skill for health care leaders? Which will be the hardest skill for you to develop?
Comment on what you think employees value most in their leaders and why.
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part 4 unit 8
The leadership challenge : How to make extraordinary things happen in organizations by Kouzes & Posner
Please read: Chapters 9 & 10
There is a saying: “If You Can’t Measure It, You Can’t Improve It.” How would you explain this to your employees in a healthcare organization? Focus on concepts of change management, interprofessional collaboration, and decision-making.
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Use this link for book
https://research.ebsco.com/linkprocessor/plink?id=21c9921e-b801-34b8-bf93-592f9bd1bdc7
