Research Catalog

Details

Additional authors

1. Kirby, Sheila Nataraj, 1946-
2. United States. Department of Defense. Office of the Secretary of Defense
3. Rand Corporation
4. Center for Military Health Policy Research

Description

1. xxvii, 251 p. : col. ill.; 26 cm.

Summary

1. The U.S. Department of Defense has highlighted the importance of preparing health care leaders to succeed in joint, performance-based environments. The current wartime environment, rising health care costs, and an increased focus on joint operations have led to recommendations for Military Health System (MHS) transformation. Part of that transformation will involve improving the identification and development of potential MHS leaders. An examination of how candidates are identified for leadership positions, the training and education opportunities offered to them, and the competencies they are expected to achieve revealed both a range of approaches and several commonalities in the military, civilian, and government sectors. A conceptual framework guided a series of interviews with senior health care executives from a wide range of organizations and military health care leaders from the Army, Navy, and Air Force, as well as a case study of the leader development approaches used by the Veterans Health Administration. Several themes emerged in terms of how leaders are developed in each sector, including the importance of mentoring, career counseling, 360-degree feedback, self-development, and formal education and training programs. Lessons learned in the civilian and government sectors hold importance for transforming the way in which MHS identifies and develops health care officers with high leadership potential for senior executive positions.

Subject

1. Military Health System (U.S.)
2. Staff Development > methods
3. Military Personnel > education
4. Health Personnel > education
5. Military Medicine > organization & administration
6. Leadership
7. Medical personnel > Vocational guidance > United States
8. Leadership > United States
9. Health services administration > United States
10. Caregivers > education
11. United States
12. United States > Vocational guidance
13. United States > Management
14. United States > Training of

Contents

1. Machine generated contents note: ch. One Introduction -- Purpose of This Study -- Research Questions -- Overview of the Military Health System -- U.S. Army Medical Department -- U.S. Navy Bureau of Medicine and Surgery -- U.S. Air Force Medical Service -- Profile of Health Professions Officers in the Military Health System -- Organization of This Monograph -- ch. Two Conceptual Framework, Data, and Methods -- Conceptual Framework -- Context and Organizational Environment -- Organizational Expectations for Leaders -- Approach to Leader Development -- Outcome -- Data and Methods -- Review of Service Documents on Current Leader Development -- Interviews -- Analytic Methods -- A Note on Terminology -- ch. Three How Military Health Care Leaders Are Currently Developed in the Services
2. Life-Cycle Model for Health Professions Officers -- Entering -- Developing -- Joint Education and Experience -- Incentivizing -- Transitioning -- Grade and Year-of-Service Outcomes -- ch. Four Findings from Interviews with Military Health Care Leaders: A Cross-Case Analysis -- Context, Organizational Environment, and Organizational Leader Expectations -- Context and Organizational Environment -- Organizational Expectations for Leaders -- Approach to Leader Development -- How to Select -- How to Develop -- How to Incentivize -- Outcome -- Other Comments on Improving Leader Development -- Summary of Findings from Interviews -- ch. Five Key Findings from Interviews with Leaders of Civilian Health Care Organizations -- Context, Organizational Environment, and Organizational Leader Expectations -- Context and Organizational Environment
3. Organizational Leader Expectations -- Approach to Leader Development -- How to Select -- How to Develop -- How to Incentivize -- Outcome -- Other Comments on Improving Leader Development -- Summary of Findings from Interviews -- ch. Six Case Study: The Veterans Health Administration's Approach to Leader Development -- Context, Organizational Environment, and Organizational Leader Expectations -- Context and Organizational Environment -- Organizational Leader Expectations -- Approach to Leader Development -- How to Select -- How to Develop -- How to Incentivize -- Outcome -- Other Comments on Improving Leader Development -- Summary of Findings from Interviews -- ch. Seven Conclusions and Recommendations -- Desired Attributes of Health Care Leaders -- Military Officers' Perceptions of the Current System of Leader Development -- How to Select
4. How to Develop -- How to Incentivize -- Lessons Learned from the Civilian Health Care Organizations and Veterans Health Administration Regarding Leader Development -- How to Select -- How to Develop -- How to Incentivize -- Discussion and Recommendations -- Leader Competencies -- Approach to Leader Development -- APPENDIXES -- A. Methodology Underlying the Sets of Rankings Used to Select the Sample of Nonprofit Hospitals in Phase I -- B. Development of Line and Medical Officers -- C. Findings from Interviews with Army Health Professions Officers -- D. Findings from Interviews with Army Health Professions Officers -- E. Findings from Interviews with Army Health Professions Officers -- F. Selected Examples of Leader Development Programs Implemented by Civilian Health Care Organizations -- G. Selected Senior Leader Development Programs Offered by the VA/VHA.

Owning institution

1. Harvard Library

Bibliography (note)

1. Includes bibliographical references.

Processing action (note)

1. committed to retain