CLC-Health Promotion And Community Resource Teaching Project

Save Link Assignment CLC – Health Promotion and Community Resource Teaching Project

View RubricDue Date: Mar 31, 2019 23:59:59 Max Points: 160

Details:

This is a Collaborative Learning Community (CLC) assignment.

An important role of nursing is to provide health promotion and disease prevention. Review the 2020 Topics and Objectives on the Healthy People website. Choose a topic of interest that you would like to address, in conjunction with a population at-risk for the associated topic. Submit the topic and associated group to your instructor for approval.

Create a 15-20-slide PowerPoint presentation for your topic and focus group. Include speaker notes and citations for each slide, and create a slide at the end for References.

Address the following:

Describe the approved topic and associated population your group has selected. Discuss how this topic adversely affects the population. How does health disparity affect this population?

Explain evidence-based approaches that can optimize health for this population. How do these approaches minimize health disparity among affected populations?

Outline a proposal for health education that can be used in a family-centered health promotion to address the issue for the target population. Ensure your proposal is based on evidence-based practice.

Present a general profile of at least one health-related organization for the selected focus topic. Present two resources, national or local, for the proposed education plan that can be utilized by the provider or the patient.

Identify interdisciplinary health professionals important to include in the health promotion. What is their role? Why is their involvement significant?

Cite at least three peer-reviewed or scholarly sources to complete this assignment. Sources should be published within the last 5 years and appropriate for the assignment criteria and public health content.

Refer to the resource, “Creating Effective PowerPoint Presentations,” located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.

While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center.

Please Note: Assignment will not be submitted to the faculty member until the “Submit” button under “Final Submission” is clicked.

New AttemptMy AttemptsTitleAttached DocumentsCitation ReportSimilarity IndexFinal Submission Click ‘New Attempt’ to start assignment or attach documentsGroup AttemptsTitleAuthor

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Immigration

8-10 page task on modern day immigration with an unbiased approached

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Leadership in Organizational

Settings

McShane/Von Glinow M:OB 3e

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Leadership Defined

Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members

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Courtesy of Microsoft

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Shared Leadership

The view that leadership is a role, not a position assigned to one person

Employees lead each other – e.g., champion ideas

Shared leadership flourishes where:

Formal leaders are willing to delegate power

Collaborative (not competitive) culture

Employees develop effective influence skills

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Transformational Leadership Model

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Features of a Strategic Vision

Vision is a positive image or model of the future that energizes and unifies employees.

Features of an effective vision

Linked to personal values and stakeholder need fulfillment

Challenging objective

Abstract future state

future hasn’t yet been experienced

enables vision to remain stable over time

A unifying ideal

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Transformational Leadership Elements

1. Develop/Communicate the vision

Frame the vision

Communicate the vision with sincerity and passion

Use symbols, metaphors, symbols

1. Model the vision

Enact the vision (“walk the talk”)

Symbolize and demonstrate the vision through their own behavior

Builds employee trust in the leader

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Transformational Leadership Elements

1. Encourage experimentation

Encourage questioning current practices

Encourage discovering/trying out new practices (learning orientation)

1. Build commitment to the vision

Communicating/modeling: commitment through positive emotions and trust in leader

Experimentation: commitment through involvement

Also through rewards, recognition, celebrations

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Evaluating Transformational Leadership

Transformational leadership is important

Higher satisfaction, performance, OCBs, creativity

Transformational leadership limitations

Circular logic

Mixed models (behavior with personal traits)

Universal theory

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Managerial Leadership

Daily activities that support/guide employees and work unit performance/well-being towards current objectives/practices

Managerial leadership differs from transformational leadership

Assumes stable environment (vs dynamic)

Micro-focused (vs macro-focused)

Transformational and managerial leadership are interdependent

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Task vs People Leadership Styles

Task-oriented behaviors

Assign work, clarify responsibilities

Set goals/deadlines, provide feedback

Establish procedures, plan future work

People-oriented behaviors

Concern for employee needs

Make workplace pleasant

Recognize employee contributions

Listen to employees

Both styles necessary, but different effects

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Servant Leadership

Leaders serve followers toward their need fulfillment, development, growth

Described as selfless, egalitarian, humble, nurturing, empathetic, and ethical coaches

Servant leader characteristics:

Natural calling to serve others

Humble, egalitarian, accepting relationship

Ethical decisions and actions

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© 2016 McGraw-Hill Education. All rights reserved

Path-Goal Leadership

Influence employee expectations so they achieving desired performance and satisfaction with performance outcomes

Best leader style depends on employee and situation

Four main path goal leadership styles

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Path-Goal Leadership Model

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Path-Goal Contingencies

Skill and experience

Low: directive and supportive leadership

Locus of control

Internal: participative and achievement leadership

External: directive and supportive leadership

Task structure

Nonroutine: directive and/or participative leadership

Team dynamics

Low cohesion: supportive leadership

Dysfunctional norms: directive leadership

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Other Managerial Leadership Theories

Situational Leadership Model

Four styles: telling, selling, participating, delegating

Best style depends on follower ability/motivation

Popular model, but lacks research support

Fiedler’s Contingency Model

Leadership style is stable — based on personality

Best style depends on situational control (power)

Theory has problems, but uniquely points out that leaders have a preferred style, not very flexible

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Leadership Substitutes

Contingencies that limit a leader’s influence or make a particular leadership style unnecessary

Example 1: Training and experience reduce need for task-oriented leadership

Example 2: Team cohesion reduces need for supportive leadership

Research evidence

Substitutes help, but don’t completely substitute for real leadership

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Implicit Leadership Perspective

Follower perceptions of characteristics of effective leaders

Leadership prototypes

Preconceived beliefs about the features and behaviors of effective leaders.

Favorable evaluation to leaders who fit the prototype

Romance of leadership effect

Amplify leader’s perceived effect on firm’s success

Due to need to simplify explanations

Due to need for situational control

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Self-concept

Leadership Motivation

Complex, consistent, clear self-view

Positive self-evaluation

Motivation to lead others

High need for socialized power

Drive

Inner motivation to pursue goals

Inquisitiveness, action-oriented

Personality

Extroversion, conscientiousness (and other personality dimensions)

Personal Attributes of Leadership

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Cognitive/ Practical intelligence

Above average cognitive ability

Able to solve real-world problems

Knowledge of the Business

Understands organization’s environment

Personal Attributes of Leadership

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Integrity

Truthfulness

Consistency in words and actions

Emotional Intelligence

Recognizing and regulating emotions in self and others

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Authentic Leadership

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© 2016 McGraw-Hill Education. All rights reserved

Authentic leaders are aware of, feel comfortable with, and act consistently with their values, personality, and self-concept

Limitations of the Leader Attributes Perspective

Universal approach

Views leadership within person, but leadership is relational

Attributes indicate leadership potential, not performance

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© 2016 McGraw-Hill Education. All rights reserved

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Cultural Issues in Leadership

Societal cultural values and practices:

Shape leader’s values/norms

Influence leader’s decisions and actions

Shape follower prototype of effective leaders

Some leadership styles are universal, others differ across cultures

“Charismatic visionary” seems to be universal

Participative leadership works better in some cultures than others

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Gender Issues in Leadership

Male/female leaders have similar task- and people-oriented leadership

Female leaders use more participative leadership

Women rated higher on emerging leadership styles

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Leadership in Organizational Settings

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Unit 4 Assignment Instructions

Imagine that you have been appointed as director of clinical decision support at a healthcare delivery system. This healthcare system consists of several large hospitals and multiple outpatient clinics and uses the same EHR system across the enterprise.

There has been limited CDS activity at the institution prior to your arrival. Now, with Meaningful Use and the increasing need to provide increased care value, the appropriate use of CDS is an institutional priority. The current CDS available at your institution consists primarily of off-the-shelf drug interaction and drug–allergy alerting, which is the source of significant clinician complaints due to the rate of false-positive alerts.

There is a strong sense within the institution’s administration that IT in general and CDS specifically should be leveraged to improve care value and to enable the institution to influence its clinical practice patterns more systematically and more rapidly. You have a reasonable budget and adequate staff to make meaningful changes. You also have support from key institutional stakeholders, including healthcare system executives, the nursing informatics officer, and the chief medical informatics officer. You have been asked to devise a strategic plan for CDS at your institution within 3 months of your arrival and to have concrete “wins” within.

In your response, please include the following information:

• Describe the approaches you would use to ensure that all aspects of patient care were considered when developing a CDS system. How would you prioritize the efforts of your CDS team?
• Potential areas on which to focus include areas in which payment rates are tied to national quality measures, CDS interventions that meet Meaningful Use requirements, readmissions for congestive heart failure and other care events for which payers increasingly are not reimbursing, and areas that have been identified as institutional priorities for clinical improvement.

Requirements

• Your paper should be 4–5 pages in length.
• You should include at least three peer-reviewed sources (your text may be one).
• Your paper should be in APA format.

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