The COVID-19 Pandemic has been an ultimate challenge for leadership resiliency. Resilient leaders are thoughtful and deliberate. They balance logic and emotion, ego and humility. They lead through compassionate empathy by focusing on the 'how', not only the 'what'. They use their influence to drive positive change, diversity and inclusion, and create an equitable community.
Most books on resilient leadership appear to focus on spirituality and tools to grow an "unshakable core of calm, strength, and happiness" or "bounce back without getting stuck in the toxic emotions of guilt, false guilt, anger, and bitterness". These books are very similar to handbooks focusing on mental toughness and providing guides for overcoming adversity and managing negative emotions.
This book, however, defines resilience as a critical competency of high-performing leaders. Leaders must cultivate resilience in themselves and foster it throughout their organizations and multidisciplinary teams in order to adapt and succeed.
Resilience in Healthcare Leadership is differentiated by offering practical strategies and self-assessment instruments for identifying strengths and weaknesses and for developing and sustaining the performance of resilient leaders. The book will also focus on best practices to help build a talent pipeline and develop resilient care team leaders to effectively manage the challenges of disruptive environments.
Whether senior or mid-level manager the reader will learn to apply knowledge and skills to initiate cultural change, assess strengths and weaknesses, align leadership roles with organizational goals, and position themselves to become a resilient leader. The reader will also learn how to identify message strategies consistent with stakeholders' needs, resolve conflicts, lead multidisciplinary teams, and realize the impact of resilient leadership in influencing outcomes. Takeaways and tools are included to guide progressive learning and leadership development and build a strong succession pipeline, to help organizations become more prepared to respond to challenges facing healthcare leaders in the future.
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Alan Belasen holds a Ph.D. from Rockefeller College, SUNY. For over 25 years, Dr. Belasen has been involved in executive education and development programs in the U.S. and abroad in startups, business enterprises, multinational companies, nonprofits, government agencies, academic institutions, and healthcare organizations. Dr. Belasen chaired the MBA Program at SUNY, Empire State College from 2004-2015 where he designed and supervised the implementation of the MBA in Management; MBA in Global Leadership, MBA in Healthcare Leadership, and MBA Pathway for Veterans.
Dr. Belasen has written over 150 journal articles, book chapters and conference papers on topics such as executive education, self-managed teams; HR competencies; work motivation; women's leadership; communication innovation, corruption in business, trusted leadership, healthcare curriculum, healthcare management, and leadership development.
Dr Belasen's research papers appear in The Journal of Healthcare Management; International Journal for Quality in Health Care; The Journal of Health Administration Education; Leadership & Organization Development Journal; Journal of Human Resource Management; International Journal of Human Resources Development and Management; The Atlantic Journal of Communication; The International Journal of Leadership Studies, Journal of Economic Modeling; Journal of Management Development; Journal of Health Organization and Management; International Journal of Sport Marketing & Sponsorship; International Journal of Strategic Communication; Journal for Advancing Business Education; and the Proceedings of the Academy of Management.
Alan Belasen's books include: Dyad Leadership and Clinical Integration: Driving Change, Aligning Strategies (HAP, 2019); Women in Management: A Framework for Sustainable Work-life Integration (Routledge, 2017); Confronting Corruption in Business: Trusted Leadership, Civic Engagement (Routledge (2016); Mastering Leadership: A Vital Resource for Healthcare Managers (Jones & Bartlett Learning, 2015); Developing Women Leaders in Corporate America: Balancing Competing Demands, Transcending Traditional Boundaries (Praeger, 2012); The Theory and Practice of Corporate Communication: A Competing Values Perspective (Sage, 2008); Leading the Learning Organization: Communication and Competencies for Managing Change (SUNY Press, 2000)
Dr. Belasen received the Outstanding Reviewer Award from the Academy of Management in 2000, 2001, 2010, 2011, 2016, 2017, 2018, and 2019. He is the recipient of the 2017 John L. Green Award for Excellence in Business Education, The International Accreditation Council for Business Education (IACBE); 2014-2015 SUNY Chancellors' Award for Scholarship and Creative Activities and the 2003-2004 SUNY Empire State College's Turben Award for Excellence in Scholarship.
Chapter 1: Introduction - Resilience in Healthcare Leadership
Chapter 2: Disruptive Innovation and Ambidextrous Leadership in Healthcare
Chapter 3: Qualities of Resilient Leadership
Chapter 4: Learning from Resilient Leaders - The Role of Trust
Chapter 5: Enhancing Resilience through Inclusive Leadership
Chapter 6: Resilience from the Middle-Out
Chapter 7: Building a Culture of Resilient Care Teams
Chapter 8: Leveraging Strengths to Maximize Resilience in Leadership
Chapter 9: Conclusion - Sustaining Resilience in Healthcare Organizations
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