Executive Development

Lilicia Bailey () and Dave McIntosh
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Lilicia Bailey: People Division, Wake Forest Baptist Health
Dave McIntosh: People Division, Office of Inclusion and Diversity, Wake Forest Baptist Health

Chapter 28 in Management and Leadership Skills for Medical Faculty and Healthcare Executives, 2020, pp 275-283 from Springer

Abstract: Abstract Executives in healthcare have a vast array of responsibilities from ensuring operational excellence, developing strategies to improve health and wellbeing of patients and the community where they serve, and providing visionary leadership for leaders leading high-performance teams. In contemporary healthcare, there are myriad political, social, and historical issues that must be carefully navigated. The skills necessary for executives to be successful are rarely intuitive, and in fact require ongoing effort to develop and refine. The leader, as a continuous learner, has emergent competencies that will be refined through executive development. In this chapter, we describe a model for executive development focused on: knowing yourself, developing yourself, and knowing and growing others. Knowing yourself focuses on how each executive has great skills, knowledge, and perspective that have been recognized and rewarded by ascending to an executive role. However, those same skills, knowledge, and perspective are not necessarily going to ensure success for the executive. Developing yourself refers to embracing a growth mindset, so the executive is building the requisite skills to solve emergent and complex problems. Knowing and growing others illustrates and differentiates the roles of mentorship and sponsorship to develop new leaders while also inspiring seasoned executives.

Keywords: Executive development; Executive leadership; Professional development; Executive growth; Healthcare management (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-45425-8_28

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DOI: 10.1007/978-3-030-45425-8_28

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