Scholar-Practitioner Project: Visual Representation of Health Care Administration Leadership Theory
Having a Health Care Administration Leadership Theory is essential to any health care administration leader. With a well-constructed theory, you integrate leadership perspectives into practice in order to offer solutions to health care administration problems. Also, with a visual representation of your theory, you may present another way to highlight your research with effective design and theory implementation.
For this Assignment, you complete another part of your Health Care Administration Leadership Theory based upon your understanding of leadership perspectives you have reviewed in this course. In addition, you must use a systems thinking approach in the development of your visual representation of your personal Health Care Administration Leadership Theory.
This week you will provide a visual representation of your Health Care Administration Leadership Theory. It can be a table, schematic diagram, graph, or any other representation you choose. Please feel free to be creative. However, the focus MUST be on leadership.
ANSWER THE FOLLOWING QUESTIONS:
The Assignment (4 pages):
1. Provide a narrative explanation that shows how the developed theory can close the “gap” identified in the first part of the Project.
2. Explain how it incorporates systems thinking.
3.Both the narrative explanation and the visual representation are included in the page count for the Assignment length. Remember, your theory can be based on those that we have examined in this course or that you have researched on your own. There is no wrong theory. What matters is the explanation of how it addresses the gap and uses systems thinking While this does not have to be addressed now, keep in mind the last part of the Project will involve presenting a methodology that tests the developed theory empirically.
USE THE FOLLOWING REQUIRED RESOURCES ARTICLES:
• Nahavandi, A. (2015). The art and science of leadership (7th ed.). Upper Saddle River, NJ: Pearson.
Chapter 3, “The Foundations of Modern Leadership” (pp. 64–89)
• Sin, H.-P., Nahrgang, J. D., & Morgeson, F. P. (2009). Understanding why they don’t see eye to eye: An examination of leader-member exchange (LMX) agreement. Journal of Applied Psychology, 94(4), 1048–1057.
Retrieved from the Walden Library databases.
• Wilson, K. S., Sin, H.-P., & Conlon, D. E. (2010). What about the leader in leader-member exchange The impact of resource exchanges and substitutability on the leader. Academy of Management Review, 35(3), 358–372.