Chapter 1: Background
Masterpieces in Healthcare Leadership
Exemplars
Identifying Masterpiece Organizations
Inviting Contributors
Determining Participants and Audience
Designing the Research Methodologies
Masterpiece Summit
Chapter 2: Research Methods
Healthcare Causal Flow Leadership Model
Behavioral Competencies
Data Collection
Interviews
Behavioral Event Interviews
Appreciative Inquiry Interviews
Interview Totals
Healthcare Leadership Inventory
Leadership Competencies
Leadership Style
Healthcare Climate Survey
Chapter 3: Data Analysis
Behavioral Event Interviews Analysis
BEI Conclusion 1
BEI Conclusion 2
BEI Conclusion 3
BEI Conclusion 4
BEI Conclusion 5
Leadership Style Analysis
Dominant Leadership Styles
Back-Up Leadership Styles
Seldom-Used Leadership styles
Climate Survey Analysis
Conclusions
Chapter 4: How to Read These Stories
How to Read the Stories
The Focus Area
TheVoices
Chapter 5: The Pilot
Clinton Hospital
Work-Life Balance
Patients First
Underlying Needs of Patients
Follow-Up Telephone Calls
Family
Employee Selection
Orientation Welcome
Leadership Sets the Tone
Coaching and Being Coached
Teamwork
Rewards and Recognition
Extending to Community
Above and Beyond
Warm Blanket
Editor Commentary
Chapter 6: The Listening Business
Fairview Hospital: a Cleveland Clinic Hospital
People First
Believing in People
Extended Family
Being Present
Leadership Sets the Tone
Best in the Nation
Touching Lives and Hearts
Ministry of Caring
Accountability
Voices of the Patients
Heart and Soul of Housekeeping
Editor Commentary
Chapter 7: A Culture of Coaching & Developing Others
Geisinger Health System
Role Model
House Calls
Patients First
Shared Vision
Integrated Team Approach
Believing in People
Peak Experiences
Developing Others
Coaching and Being Coached
Loyalty to the Patient
Storytelling
Work Family
Editor Commentary
Chapter 8: The Power of Storytelling
Mountain States Health Alliance
The Power of Storytelling
Connecting with Patients
Patients Supporting Each Other
Patients First
New Employees
Doing it Better
Soul Stories
The Unexpected
Believing in People
Work Family
Seizing the Moment
Coaching and Being Coached
Going Out of the Way
Editor Commentary
Chapter 9: Lead or Get Out of the Way
The Cathedral Foundation
The Future of Aging
The Non Mission
Partnerships
Seizing the Defining Moment
Constancy of Purpose
Engaging Staff
The Right Fit
Get it Done
Positive Focus
Believing in People
The Unexpected
Editor Commentary
Chapter 10: Establishing Trust Through Consistency
Greenwich Hospital, a member of the Yale New Haven Health System
Service Journey
The Essence of Leadership
The Patient First
Developing People
First-Class Service
Employee Initiative and Engagement
Defining Moments
Believing in People
Editor Commentary
Chapter 11: Connecting to a Vision
Sharp HealthCare
Communicating the Vision
Leadership Sets the Tone
The Right Fit
Five-Star Journey
Coaching and Being Coached
Believing in People
Work Family
Thanking Patients
Spirit of Caring
Editor Commentary
Chapter 12: Meritocracy
Brigham and Women’s Hospital, Member of Partners HealthCare System
Becoming a Doctor
Selection
Meritocracy
Fierce Loyalty
Enduring Relationships
Dedication to Patients
Blame-Free Culture
Traditions
Nurturing Others
Editor Commentary
Chapter 13: Thinking Strategically
Robert Wood Johnson University Hospital Hamilton
Leadership Sets the Tone
Strategic Thinking
Doing it Better
Managing Up
Believing in People
Coaching and Being Coached
Acting Independently
New Employees
Engaging Staff
Healthy Community
Shapedown
Patients First
Editor Commentary
Chapter 14: Thematic Summary
High Patient Satisfaction
Favorable Healthcare Climate
Supporting Artifacts
Definition
Function
Examples
References
Editor Biographies
Contributor Biographies
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