Date Developed: 2008. Source: Johns Hopkins Bloomberg School of Public Health, Women’s and Children’s Health Policy Center. Presenter(s): Kathleen Edwards, PhD; Michael Fraser, PhD; Holly Grason, MA; Laura Kavanagh, MPP. Type: Online Course. Level: Introductory. Length: Self-paced.
Module 6 of the MCH Leadership Development Series includes 6 separate themes for use in either group or individual settings, with discussion questions, interviews with MCH leaders, and self-reflections. Section 1 includes a 10 minute panel introduction to developing people with Kathleen Edwards, Michael Fraser, Holly Grason, and Laura Kavanagh. Section 2 concentrates on organizational environments to support developing people, with an exercise and a 15 minute video clip of the above panel. Section 3 focuses on motivating employees with a story and exercise to help facilitate dialogue. The panel discussion continues in Section 4, discussing developing people from different backgrounds, demographics and generations. This theme, as well as section 5, also links to a 60 minute presentation on mentoring from Carol Woltring, MPH, from the Center for Health Leadership and Practice at the Public Health Institute. She presents why mentoring new professionals is necessary, as well as the process, tools and activities needed to provide an effective mentor relationship. Section 5 further focuses on mentoring, including a networking tip sheet and three clips from the panel on supervising and coaching versus mentoring, and risks in developing professionals. Lastly, the panel is further used in Section 6 to address avenues toward leadership.
• Participants will identify characteristics they consider important to leadership.
• Participants will identify their own leadership qualities and those they would like to further develop.
• Participants will understand the difference between management and leadership in the context of organizational development.
• Participants will be able to apply their concepts of leadership to a case study scenario.
• Participants will appreciate how self-limiting models weaken creativity and thinking processes.
• Participants will understand the importance of shared vision.
• Participants will be able to discriminate between a good shared vision and a poor one.
• Participants will know the steps in nurturing a good shared vision.
• Participants will appreciate the different functional (as opposed to professional) roles teams members play.
• Participants will draw from their and their colleagues’ experiences to identify effective and ineffective team dynamics.
• Participants will understand the role of leadership in fostering an organizational climate that empowers and inspires people.
• Participants will examine their personal views of, and reactions to, conflict.
• Participants will examine the effects of their emotions on their effectiveness at work.
• Participants will enhance their communication and negotiation skills to more productively deal with conflict.
• Participants will learn and apply new strategies for analyzing and responding to conflict.
• Participants will understand the roles of behavior and emotion in resistance to organizational change.
• Participants will be able to assess and influence an organization’s readiness for change.
• Participants will understand the critical steps in creating and maintaining a successful change effort.
• Participants will examine strategies both for leading change and for responding to change in their own organizations.