Developing Leadership Competencies

Business of Health Care

• Political and Health Environment Knowledge
• Human and Organizational Behavior
• Relationship Management
• Resource Management
• Results Management

Competencies of Leadership

• Modeling the Way -
  Potential Learning Strategies
  • Complete Kouzes and Posner's Leadership Practices Inventory and reflect on the analysis with a mentor (see Kouzes, J. M., & Posner, B. Z. [2002]
  • Mentor with a leader who has the Leadership Institute.
  • Attend the a Leadership Institute.
  • Maintain a reflective journal.
  • Read leadership journals.
  • Plan to attend a leadership seminar or conference on an annual basis.
  • Publish leadership experiences ina variety of forums (e.g. Organizational Newsletters, Journals, etc.).

Encouraging the Heart ¹
   Potential Learning Strategies

• Write a statement of values and reflect on it with a mentor.
• Actively plan to give positive feedback at least 3 times per day.
• Include active listening scenarios in a reflective journal and review with a mentor.
• Schedule a regular period of time to be visible and interacting within a sphere of influence.
• Plan activities at predetermined intervals to recognize staff.
• Conduct a self-appraisal at regular intervals to ensure the "tank is not on empty".

Inspiring a Shared Vision-
   Potential Learning Strategies

• Write a vision statement and reflect with a mentor.
• Draft a collective vision statement
• Read a biography of a visionary leader.
• Network with constituents.
• Write an article on how those within a sphere of influence have made a difference.

Challenging the Process-
   Potential Learning Strategies

• Potential Learning Strategies
• Seek meaningful challenges.
• Speak out at every meeting within a peer group.
• Speak out when in disagreement on an issue, and articulate the argument succinctly (i.e. artful debate).
• Find and create meaningful challenges for others.
• Send others "shopping for ideas".
• Coach others through difficult situations involving an element of risk.
• Leverage others to use innovative approaches

Enabling Others to Act-
   Potential Learning Strategies

• Seek out and reflect on group dynamics and team building literature.
• Develop cooperative goals and roles within a sphere of influence for new initiatives (e.g. staff meeting agendas, communication strategies).
• Keep a reflective journal on group dynamic experiences.
• Complete the Collaboration Audit (see Kouzes, J. M., & Posner, B. Z. [2002]. The Leadership Challenge [3rd ed.]. Jossey-Bass: San Fransciso.).
• Create the opportunity for team members to interact with one another and facilitate the development of relationships across the organization.
• Create an environment that favors multiple options for decision-making and inspires staff at all levels to contribute ideas.

Use of Self
Is a composite of self-knowledge, self-management, social awareness and relationship management relative to a given situation or set of conditions. Use of self is the essence of leadership.

Profession of Occupational Therapy
Occupational Therapy is a self-regulating profession by virtue of the governments’ statutes conferred upon the profession. This means that those most knowledgeable about the domain of occupational therapy are responsible for developing and monitoring fundamental underpinnings such as entry to practice, scope of practice and standards of practice. in Florida, the Florida Board of Occupational Therapy Practice regulates persons offering occupational therapy services to the public in order to safeguard the public health, safety, and welfare, assure the highest degree of professional conduct on the part of occupational therapists and occupational therapy assistants and assure the availability of occupational therapy services of high quality to persons in need of such services.

¹http://media.wiley.com/product_data/excerpt/40/07879418/0787941840-1.pdf