MARC Record from harvard_bibliographic_metadata

LEADER: 06807cam a2200517Ia 4500
001 012713989-3
005 20110315114022.0
008 110112s2011 xx b 000 0 eng d
020 $a0833050079
020 $a9780833050076
035 0 $aocn696561286
040 $aYDXCP$cYDXCP$dIXA
043 $an-us---
050 4 $aUH223$b.D48 2011
060 00 $a2011 F-206
060 10 $aUH 223
090 $aUH223$b.D48 2011
245 00 $aDeveloping military health care leaders :$binsights from the military, civilian, and government sectors /$cSheila Nataraj Kirby ... [et al.].
260 $aSanta Monica :$bRand Corporation,$c2011.
300 $axxvii, 251 p. :$bcol. ill. ;$c26 cm.
504 $aIncludes bibliographical references.
505 00 $gMachine generated contents note:$gch. One$tIntroduction --$tPurpose of This Study --$tResearch Questions --$tOverview of the Military Health System --$tU.S. Army Medical Department --$tU.S. Navy Bureau of Medicine and Surgery --$tU.S. Air Force Medical Service --$tProfile of Health Professions Officers in the Military Health System --$tOrganization of This Monograph --$gch. Two$tConceptual Framework, Data, and Methods --$tConceptual Framework --$tContext and Organizational Environment --$tOrganizational Expectations for Leaders --$tApproach to Leader Development --$tOutcome --$tData and Methods --$tReview of Service Documents on Current Leader Development --$tInterviews --$tAnalytic Methods --$tA Note on Terminology --$gch. Three$tHow Military Health Care Leaders Are Currently Developed in the Services
505 00 $tLife-Cycle Model for Health Professions Officers --$tEntering --$tDeveloping --$tJoint Education and Experience --$tIncentivizing --$tTransitioning --$tGrade and Year-of-Service Outcomes --$gch. Four$tFindings from Interviews with Military Health Care Leaders: A Cross-Case Analysis --$tContext, Organizational Environment, and Organizational Leader Expectations --$tContext and Organizational Environment --$tOrganizational Expectations for Leaders --$tApproach to Leader Development --$tHow to Select --$tHow to Develop --$tHow to Incentivize --$tOutcome --$tOther Comments on Improving Leader Development --$tSummary of Findings from Interviews --$gch. Five$tKey Findings from Interviews with Leaders of Civilian Health Care Organizations --$tContext, Organizational Environment, and Organizational Leader Expectations --$tContext and Organizational Environment
505 00 $tOrganizational Leader Expectations --$tApproach to Leader Development --$tHow to Select --$tHow to Develop --$tHow to Incentivize --$tOutcome --$tOther Comments on Improving Leader Development --$tSummary of Findings from Interviews --$gch. Six$tCase Study: The Veterans Health Administration's Approach to Leader Development --$tContext, Organizational Environment, and Organizational Leader Expectations --$tContext and Organizational Environment --$tOrganizational Leader Expectations --$tApproach to Leader Development --$tHow to Select --$tHow to Develop --$tHow to Incentivize --$tOutcome --$tOther Comments on Improving Leader Development --$tSummary of Findings from Interviews --$gch. Seven$tConclusions and Recommendations --$tDesired Attributes of Health Care Leaders --$tMilitary Officers' Perceptions of the Current System of Leader Development --$tHow to Select
505 00 $tHow to Develop --$tHow to Incentivize --$tLessons Learned from the Civilian Health Care Organizations and Veterans Health Administration Regarding Leader Development --$tHow to Select --$tHow to Develop --$tHow to Incentivize --$tDiscussion and Recommendations --$tLeader Competencies --$tApproach to Leader Development --$tAPPENDIXES --$gA.$tMethodology Underlying the Sets of Rankings Used to Select the Sample of Nonprofit Hospitals in Phase I --$gB.$tDevelopment of Line and Medical Officers --$gC.$tFindings from Interviews with Army Health Professions Officers --$gD.$tFindings from Interviews with Army Health Professions Officers --$gE.$tFindings from Interviews with Army Health Professions Officers --$gF.$tSelected Examples of Leader Development Programs Implemented by Civilian Health Care Organizations --$gG.$tSelected Senior Leader Development Programs Offered by the VA/VHA.
520 $aThe 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.
610 20 $aMilitary Health System (U.S.)
650 0 $aMedical personnel$xVocational guidance$zUnited States.
650 0 $aLeadership$zUnited States.
651 0 $aUnited States$xArmed Forces$xMedical personnel$xVocational guidance.
610 22 $aMilitary Health System (U.S.)
650 12 $aLeadership$zUnited States.
650 12 $aMilitary Medicine$xorganization & administration$zUnited States.
650 22 $aHealth Personnel$xeducation$zUnited States.
650 22 $aMilitary Personnel$xeducation$zUnited States.
650 22 $aStaff Development$xmethods$zUnited States.
651 0 $aUnited States$xArmed Forces$xMedical personnel$xManagement.
651 0 $aUnited States$xArmed Forces$xOfficers$xTraining of.
650 0 $aHealth services administration$zUnited States.
700 1 $aKirby, Sheila Nataraj,$d1946-
710 1 $aUnited States.$bDepartment of Defense.$bOffice of the Secretary of Defense.
710 2 $aRand Corporation.
710 2 $aCenter for Military Health Policy Research.
988 $a20110315
049 $aKSGG
906 $0OCLC