Great Reads

During the APAC Forum, I was asked by a number of people for a list of my recommended reading materials on leadership and management. For those who are interested, I’ve included that list below and would also direct you to this books list on the Ko Awatea website for some useful, and interesting, material.

  • Botwinick L, Bisognano M, Haraden C. Leadership guide to patient safety. IHI Innovation Series white paper; Cambridge, MA: Institute for Healthcare Improvement 2006
  • Reinertsen JL, Bisognano M, Pugh MD. Seven leadership leverage points for organization-level improvement in health care (second edition). IHI Innovation Series white paper. Cambridge, MA: Institute for Healthcare Improvement; 2008. (Available on www.IHI.org).
  • Nolan TW. Execution of strategic improvement initiatives to produce system-level results. IHI Innovation Series white paper. Cambridge, MA: Institute for Healthcare Improvement, 2007. (Available on www.IHI.org).
  • Bisognano M, Kenney C. Pursuing the Triple Aim: Seven Innovators Show the Way to Better Care, Better Health, and Lower Costs: John Wiley & Sons; 2012.
  • Nelson-Peterson DL, Leppa CJ. Creating an environment for caring using lean principles of the Virginia Mason production system. J Nurs Adm. 2007;37(6):287-294.
  • Swensen SJ, Dilling JA, Harper CMJ, Noseworthy JH. The Mayo Clinic value creation system. Am J Med Qual 2012;27(1):58-65.
  • Swensen SJ, Dilling JA, Milliner DS, et al. Quality: the Mayo Clinic approach. Am J Med Qual. 2009;24(5):428-440.
  • Swensen SJ, Dilling JA, Mc Carty PM, Bolton JW, Harper CMJ. The business case for health-care quality improvement. J Patient Saf 2013;9(1):44-52.
  • Goodall AH, Kahn LM, Oswald AJ. Why do leaders matter? A study of expert knowledge in a superstar setting. J Econ Behav Organ. 2011;77(3):265-284.
  • Bennis W, Nanus B. Leaders: The Strategies for Taking Charge. New York: Harper and Row; 1985.
  • Bennedsen M, Perez-Gonzalez F, Wolfenzon D. Do CEOs Matter? Working paper: Copenhagen Business School; Oct 2006
  • Bertrand M, Schoar A. Managing with style: the effect of managers on firm policies. Q J Econ. 2003;118(4):1169-1208.
  • Dirks KT. Trust in leadership and team performance: evidence from NCAA basketball. J Appl Psychol. 2000;85:1004-1012.
  • Jones BF, Olken BA. Do leaders matter? National leadership and growth since World War II. Q J Econ. 2005;120(3):835-864.
  • Kahn LM. Managerial quality, team success and individual player performance in major league baseball. Ind Lab Rel Rev. 1993;46(3):531-547.
  • Kaplan SN, Klebanov MM, Sorenson M. Which CEO characteristics and abilities matter? NBER Working Paper No. 14195. National Bureau of Economic Research, Cambridge, MA, 2008.
  • Berwick DM, Nolan TW, Whittington J. The triple aim: care, health, and cost. Health Affairs (Millwood). 2008;27(3):759-769.
  • Schwendimann R, Milne J, Frush K, Ausserhofer D, Frankel A, Sexton JB. A closer look at associations between hospital leadership walkrounds and patient safety climate and risk reduction: a cross-sectional study. Am J Med Qual. 2013;epub ahead of print 1/25/2013; DOI: 10.1177/1062860612473635.
  • Bohmer RMJ. The four habits of high-value health care organization. NEJM. 2011;365(11):2045-2047.
  • Ballard DJ. Achieving STEEP Health Care. Boca Raton: CRC Press; 2013.
  • Ballard DJ, Ogola NS, Fleming BD, et al. Impact of a standardized heart failure order set on mortality, readmission and quality and costs of care. Int J Qual Health Care. 2010;22(6):437-444.
  • Mallon WJ. Ernest Amory Codman: The End Result of a Life in Medicine. Philadelphia, PA: Saunders; 2000.
  • Passaro E, Jr. , Organ CH, Jr. Ernest A. Codman: The Improper Bostonian. Bull Am Coll Surg. 1999;84(1):16-22.
  • Reverby S. Stealing the golden eggs: Ernest Amory Codman and the science and management of medicine. Bull Hist Med. 1981;55(2):156-171.
  • Neuhauser D. Ernest Amory Codman MD. Qual Saf Health Care. 2002;11(1):104-105.
  • Weick KE, Sutcliffe KM. Managing the Unexpected: Assuring High Performance in an Age of Complexity. New York, NY: John Wiley & Sons, Inc.; 2001.
  • Swensen SJ, Cortese DA. Transparency and the “end result idea”. Chest. 2008;133(1):233-235.
  • Ashkenas R, Ulrich D, Jick T, Kerr S. The Boundaryless Organization, Breaking The Chains of Organizational Structure. San Francisco: John Wiley & Sons, Inc.; 2002.
  • Leadership Insights. Why Global Leaders Succeed and Fail. Insights from CEO’s and Human Resource Professionals. Global Leadership.  http://www.right.com/thought-leadership/research/why-global-leaders-succeed-and-fail.pdf 
  • Lee L, Horth DM, Ernst C. Boundary spanning in action: tactics for transforming today’s borders into tomorrow’s frontiers. Center for Creative Leadership (CCL) Organizational Leadership White Paper Series, 2012. http://www.ccl.org/leadership/pdf/research/boundarySpanningAction.pdf
  • Balik B. Leaders’ role in patient experience: hospital leadership must drive efforts to better meet patient’s needs. Healthcare ExecutiveJuly/August 2011:78.
  • Bisognano M, Kenney C. Pursuing the Triple Aim: Seven Innovators Show the Way to Better Care, Better Health, and Lower Costs; p. 221: John Wiley & Sons; 2012.
  • Pursuing Perfection: The Journey to Organizational Transformation: An Interview with Mary Brainerd, CEO, Health Partners Medical Group and Clinic. http://www.ihi.org/knowledge/Pages/ImprovementStories/TheJourneytoOrganizationalTransformationAnInterviewwithMaryBrainerdCEOHealthPartnersMedicalGroupandC.aspx.
  • Golden B. Transforming healthcare organizations. Healthcare Quarterly. 2006;10:10-19.
  • Phillips KW, Liljenquist KA, Neale M. Better Decisions Through Diversity. Kellogg InsightOct 2010.
  • Kandola B. The Value of Difference: Eliminating Bias in Organisations. Oxford: Pearn Kandola Publishing; 2009.
  • Bassi L, McMurrer D. Maximizing your return through people. Harvard Business Review. 2007;85(3):115-123.
  • Bersin J. High-impact talent management: trends, best practices and industry solutions. Bersin & Associates, 2007. www.bersin.com/resources/content.aspx?id=6150
  • Day DV, Lord RG. Executive leadership and organizational performance: suggestions for a new theory and methodology. Journal of Management. 1988;14(3):453-464.
  • Griffith RW, Hom P, Gaertner S. A meta-analysis of antecedents and correlates of employee turnover. Journal of Management. 2000;26(3):479.
  • Menaker R, Bahn RS. How perceived physician leadership behavior affects physician satisfaction. Mayo Clin Proc. 2008;83(9):983-988.
  • Avolio BJ. Estimating return on leadership development investment. The Leadership Quarterly. 2010;21:633-644.
  • Phillips JJ, Phillips PP. Measuring ROI in executive coaching. Int J Coaching in Organizations. 2005;3(1):53-62.
  • Cho Y, Wittrock M. Psychological principles in training. Psychological Principles in Training: A Handbook for Business, Industry, Government and the Military. New York: Macmillan; 2000.
  • Dillworth RL, Willis VJ. Action Learning: Images and Pathways. Malabar, FL: Krieger Publishing Co.; 2003.
  • Hill CC, Leonard HS, SokolMB. Action Learning Guide: Real Learning, Real Results: Personnel Decisions International; 2006.
  • Marquardt MJ, Leonard HS, Freedman AM, Hill CC. Action Learning for Developing Leaders and Organizations: Principles, Strategies and Cases. Washington, DC: American Psychological Association; 2009.
  • Buckingham M, Coffman C. First Break All The Rules: What the World’s Greatest Managers Do Differently: Simon & Schuster; 1999.
  • Harter JK, SchmidtFL, Hayes TL. Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. J Applied Psychology. 2002;87(2):268-279.
  • Kouzes J, Posner B. The Leadership Challenge, 4th edition: John Wiley & Sons; 2000.
  • Lockwood NR. Leveraging employee engagement for competitive advantage: HR’s strategic role. SHRM Research Quarterly,. 2007.
  • Ryan A, Schmit M, Johnson R. Attitudes and effectiveness: examining at an organizational level. Personnel Psychology. 1996;Winter:853-882.
  • Ostroff C. The relationship between satisfaction, attitudes and performance: an organizational level analysis. Journal of Applied Psychology. 1992;77(6):963-974.
  • Dilling JA, Swensen SJ, Hoover MR, Dankbar GC, Donahoe-Anshus AL, Murad MH. Accelerating the use of best practices: the Mayo Clinic model of diffusion. Jt Comm J Qual Patient Saf. 2013;39(4):167-178.
  • Spear SJ. Chasing The Rabbit. New York: McGraw Hill; 2009.
  • Bisognano M, Kenney C. Pursuing the Triple Aim: Seven Innovators Show the Way to Better Care, Better Health, and Lower Costs, p. 105: John Wiley & Sons; 2012.
  • Leonard M, Graham S, Bonacum D. The human factor: the critical importance of effective teamwork and communication in providing safe care. Qual Saf Health Care. 2004;13:85-90.
  • Barrington L, Silvert H. CEO Challenge 2004. New York: The Conference Board, August 2004.

Happy reading!

Geraint

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Author: Geraint Martin

Geraint Martin was appointed Chief Executive Officer of Counties Manukau DHB in December 2006. It is one of the largest District Health Boards in New Zealand and services a population of half a million. He has significant experience over 30 years in national policy & in managing both primary and secondary care . Previously, he was Director of Health and Social Care Strategy at the Welsh Government .He authored a radical 10 year strategy of reform, including the successful “Saving 1000 lives” Campaign.Until 2004, he was CEO at Kettering General Hospital & had held senior positions in London & Birmingham.He has worked closely with clinicians in improving clinical standards,patient safety,chronic disease management & managing acute care to reduce hospital demand.In NZ, He has promoted clinical quality and leadership as central to improving patientcare. This has led to a significant increases in productivity and access, whilst maintaining financial balance. CMH has completed in 2014 a $500 m capital redevelopment programme, the largest in New Zealand. A central part of this is the establishment of Ko Awatea,the Centre for Innovation and Research which will underpin CMH as one of the the leading health systems in Australasia.In 2008, he chaired the Ministerial Review of Emergency Care in New Zealand, and in 2013 was an member of the Expert Advisory Panel on Health Sector Performance. Geraint has an MSc in Health Policy from Birmingham University .His post-graduate work has focused on health economics and Corporate Strategy . He is adjunct Professor of Healthcare Management at AUT and Victoria University, Wellington Elected in 2006 as a Companion of the Institute of Healthcare Management, previously he was an Associate Fellow at Birmingham University.He is is Chair of the Auckland Philharmonia Orchestra, a member of the Institute of Directors, on the Board of the NZ Institute of Health Management & previously the Board of The NZ Health Quality and Safety Commission.

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