Table of Contents
Contributors vi
Foreword xii
Preface xiv
Acknowledgments xvi
Chapter 1 An Introduction to a New Leadership Model 1
The "Suits" and the "Coats" 3
A New Model for Leadership: the Dyad 7
Leadership and Management 12
Management ion Doing Things Right 14
Dyads in Action 17
Chapter 2 How Did We Get Here and What Do We Need to Get Out of Here? 49
Medical Staff Historical Development and the Impact of the Flexner Report 51
Nursing Staff Historical Development 52
Hospital Administration Development 54
Dyads and Management Theory 60
Dyads in Action 67
Chapter 3 Developing a Dyad 81
The Arranged Dyad versus the Selected Partner 82
Successful Dyads 84
Bringing Congruence to Goals of Different Members of the Organization 85
Balancing Group Resources and Capabilities with Environ mental Demands 86
Providing Group Structure that Will Focus Information upon Problem Solutions 87
Ensuring All Information Is Available to Decision Makers When Needed 88
Developing the Dyad Partnership 88
Communication: The First Relationship Reinforcer 89
Trust-Busting Communication Habits 96
Trust: The Second Relationship Reinforcer 102
Giving Credit Where It Is Due 103
Showing Loyalty 103
Holding Yourself and Each Other Accountable 104
Respect: The Third Relationship Reinforcer 104
Dyads in Action 106
Chapter 4 Power, Persuasion, Politics, and Perceptions 113
Authentic Leadership 114
The First P: Power 114
The Second P: Persuasion 117
The Third P: Politics 119
The Fourth P: Perceptions 120
Dyads in Action 123
Chapter 5 Culture Shock: Dyads as Both Harbingers and Architects of Cultural Change 133
Dyads and Gender 135
Learning From and About Each Other 139
Discussing the Undiscussables 144
Starting the Journey to Better Partnership 147
Other Cultural Differences for Dyad Partnerships to Consider 150
Generational Differences 153
Dyads in Action 155
Chapter 6 Dyads as Catalysts for Renewing the Strength of the Leadership Team 169
Civility and Workplace Fear 170
Implementing Evidence-Based Management 173
Leaders that Might Not Be a Good Fit for the Organization 175
Dyads in Action 178
Chapter 7 Learning Dyad Skills 199
Not Understanding the Job 200
Seeing Management as an Escape 201
Feeling Flattered or Coerced 202
Viewing Dyad Management as a Stepping Stone 203
Dyads in Action 209
Chapter 8 What Do You Believe? 231
Quality and Safety 232
Value for Patients 234
Patient and Family Satisfaction 236
Employee and Physician Engagement 238
Cultural Differences and Transformation 240
Dyads in Action 241
Chapter 9 Forming Dyad-Led Teams and Multiple Partnership 257
Teams and Culture 259
About Teams 260
Team Building for the Dyad's Work Group 265
The Emotional Culture of the Team 270
Teamwork 101 276
Shared Leadership 276
The Larger Teams 280
Matrix Management 282
Cutting Through the Complexity to Manage in the Matrix 283
For Matrix Relations Outside of the Dyad 284
Beyond Dyads 284
Dyads in Action 285
Chapter 10 What We Say Today May Not Be True Tomorrow 309
Resilience as a Skill for the Future 310
Change 317
Changing the Leadership Paradigm: Implementing Successful Dyads 321
From Change to Transformation 326
The Future for Dyads and Other Management Models 329
Dyads in Action 331
Index 343