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(
National

Center

for

Healthcare

Leadership
Health

Leadership

Competency

Model

3.0
)

updated, career-spanning

competency model

for health sector leaders

Report version 1.03

(
How

to

Cite

This

Paper
Health

Leadership

Competency

Model

3.0.

Chicago,

Illinois:

National

Center

for

Healthcare

Leadership;

2018.

(Available

at

nchl.org)
)

License Grant

The NCHL Health Leadership Competency Model is protected by copyright laws, international copyright treaties, and other intellectual property laws and treaties. The Health Leadership Competency Model is licensed on a non-exclusive basis. You may download and use the Health Leadership Competency Model on computers within your organization, and may use the Health Leadership Competency Model for internal, non-commercial purposes, including without limitation internal educational or professional certification activities, only. If you would like to use the Health Leadership Competency Model for any other purposes, you must obtain prior written approval from NCHL, and must pay the applicable license fee determined by NCHL for such commercial use. All rights not expressly granted are reserved by NCHL. Not limiting the foregoing, this Agreement does not grant you any rights to (and you are prohibited from): (i) granting any sublicense, distributing or transmitting the Health Leadership Competency Model in whole or in part; (ii) modifying the Health Leadership Competency Model without permission (any permitted modification may be used by you for your internal business purposes only); (iii) using any trademarks of NCHL; or (iv) using the Health Leadership Competency Model for purposes other than non-commercial purposes as described herein. Your rights under this Agreement may not be transferred, leased, assigned, or sublicensed. Any purported attempt to transfer, lease, assign, or sublicense your rights will be void.

Copyright 2018 | National Center for Healthcare Leadership

All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without written permission.

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C O M P E T E N C Y I N T E G R A T I O N I N H E A L T H M A N A G E M E N T E D U C A T I O N

NCHL Leadership Competency Model – Quick Reference Guide

The following pages have been designed to facilitate the process of matching objectives to competencies. This quick reference guide format outlines only three competencies per page in alphabetical order, helping faculty to scan the categories and levels for an efficient matching process.

(
L1. Accountability
The

ability

to

hold

people

accountable to

standards

of

performance

or

ensure
compliance

using

the

power

of

one’s

position or force of personality appropriately and effectively, with the long-term good of the organization in

mind.
) (
L3. Analytical Thinking
The ability to understand a situation, issue,
or problem by breaking it into smaller pieces or tracing its implications in a step-by-step way. It includes organizing the parts of a situation, issue, or problem systematically; making systematic comparisons of different features or aspects; setting priorities on a rational basis; and identifying time sequences, causal relationships, or if-then relationships.
) (
L2. Achievement Orientation
A concern for surpassing a standard of excellence.

The

standard

may

be

one’s

own
past performance (striving for improvement);
an objective measure (results orientation); outperforming others (competitiveness); challenging

goals,

or

something

that

has

not been

done

previously

(innovation).
)Healthcare Leadership Competency Model, Version 2.1

(
60

) (
© C op yr igh t 2006 N a tional C en t er f or Healthc ar e L eadership
)

(
© C op yr igh t 2006 N a tional C en t er f or Healthc ar e L eadership
) (
61

)

L1.1 Communicates Requirements and Expectations

Gives basic directions; Makes needs and requirements reasonably clear; Ensures understanding of task requirements and performance expectations; Explicitly delegates details of routine tasks in order to free self for more valuable or longer-range considerations

L1.2 Sets Limits

Establishes high but achievable performance, quality, and resource utilization standards; Firmly says no to unreasonable requests; Sets limits for others’ behavior and actions; Limits others’ options to force them to make desired resources available

L1.3 Demands High Performance

Imposes new, different, or higher standards of performance with little input from others; Insists on compliance with own orders or requests; Monitors performance against clear standards; Ensures promised results are

achieved; Demands high performance, quality, and resources; Issues

Portfolio Project Reviewer Rubric

Title page

Table of Contents

Abstract

Format

Part 1

Reflective writing and project evidence for each of the following outcomes. Should include a project from a course – directly aligned with the outcome, as evidence. To include growth statements in reflective writing.

· Program Outcome 1 Reflection and Supporting Evidence:

· Program Outcome 2 Reflection and Supporting Evidence:

· Program Outcome 3 Reflection and Supporting Evidence:

· Program Outcome 4 Reflection and Supporting Evidence:

· Program Outcome 5 Reflection and Supporting Evidence:

· Program Outcome 6 Reflection and Supporting Evidence:

· Program Outcome 7 Reflection and Supporting Evidence:

· Program Outcome 8 Reflection and Supporting Evidence:

· Program Outcome 9 Reflection and Supporting Evidence:

· Program Outcome 10 Reflection and Supporting Evidence

MHA Program Outcomes
1.Develop and lead the implementation of a project intended to enhance the quality of healthcare delivery in a real-world situation.
2.Evaluate the impact of population health and status in a variety of settings.
3.From an economic standpoint, synthesize a strategic plan for evaluation of the distribution of health services based on current health policy, in a community.
4.Based on organizational theory and behavior, evaluate various methods and techniques of human resource management which impact employee engagement and job satisfaction, with a specific focus on physicians and healthcare professionals.
5.Generate an operational analysis of the structure and performance of a healthcare organization including the distribution of power and circumstances regarding merger, joint venture, and other financial arrangements.
6.Synthesize a plan for information system management and assessment, which addresses legal aspects and current threats to privacy and security.
7.Compose a statement of personal leadership style based on leadership theory, change management and team development and governance.
8.Create a marketing plan for a healthcare setting.
9.Devise a leadership plan for financial analysis and management in today’s healthcare setting.
10.Synthesize a leadership plan for building a legal and ethical corporate culture with an emphasis on evidence-based clinical decision making, patient safety, quality, and efficiency.

MHA Course Assignment Alignment with Program Objectives

Table  Description automatically generated

Part II –

Reflective writing and growth statements for each of the 26 NCHL Competencies, to reference competency elements in the writing, though need not list them all.

L.1 Reflection (include elements)

L.2 -26 (include elements) continue as above for all 26 competencies.

Closing Statement

Appendices