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Leadership Skills for the 21st Century Work Environment

Develop the leadership skills needed for becoming an impactful leader in the challenging, changing, and often chaotic work environment of healthcare.

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Leadership Skills for the 21st Century Work Environment

About this Certificate Program

The role of the leader in today’s healthcare environment can be challenging, requiring the skills of resiliency. Resilient leaders positively impact employee retention employee satisfaction, and patient outcomes through the development of a positive work environment. Leaders who successfully complete this five-course certificate program will gain the skills to reduce the risk of burnout, maximize personal influence, coach and develop others, and adapt in changing times.

Target Audience

This leadership program is designed for both emerging and experienced leaders in all fields/disciplines of healthcare.

Goals & Objectives

  • Increase leadership influence through the development of resilient characteristics in self and others.
  • Strengthen and add value to your leadership role through identification of your personal leadership DNA.
  • Conduct a self-assessment of emotional intelligence and identify opportunities for improvement and coaching of others.
  • Practice and apply evidence-based methods for engaging younger generations in the mission and vision of the organization and finding purpose in their work.
  • Integrate understanding of the role of the leader in organizational change with the application of strategies for guiding others through the change process.
  • 1 Courses

    Section 1: Understanding Your Leadership Potential

      1. Chapter 1 bullet What Is Resilience and Why Does It Matter?

        Health care environments are rapidly changing and demand leaders that can be adaptable, flexible, and able to bounce back from difficulties. Resiliency is essential for success. This chapter will define resilience and why it is a critical component of effective leadership.

      2. Chapter 2 bullet The Working Environment—Resonant Versus Dissonant

        According to Gallup research, leaders don’t leave an organization, they leave their manager. It is essential that leaders are skilled in creating a resonant environment where staff have increased levels of engagement and work satisfaction. This chapter will discuss characteristics of a positive work environment and steps a leader can take to enhance employee satisfaction.

      3. Chapter 3 bullet Six Steps of SurTHRIVELeadership: Part 1

        Leaders can either survive or thrive during changing times. Those that just survive become mediocre and are at risk of burnout. This chapter will discuss the first three steps of SurTHRIVELeadership: 1) Tested, 2) Hopeful, and 3) Realistic. Detailed actions towards regenerating enthusiasm and becoming a SurTHRIVELeader are offered so that one can learn to THRIVE!

      4. Chapter 4 bullet Six Steps of SurTHRIVELeadership: Part 2

        This chapter will discuss the last three steps of SurTHRIVELeadership; 4): Insight, 5) Vigor, and 6) Excellence. Detailed actions leaders can take towards building emotional intelligence, maintaining work/life balance, goal setting, and becoming a SurTHRIVELeader are offered so that one can learn to THRIVE!

      5. Chapter 5 bullet Becoming a SurTHRIVELeader!

        Research demonstrates that leaders who focus on the future and remain resilient have increased satisfaction and less turnover among staff. This chapter will identify the importance of visioning and goal setting for maintaining resilience and SurTHRIVELeadership. Specific steps are detailed for coaching others in resiliency and helping them THRIVE!

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  • 2 Courses

    Section 2: Harnessing Your Leadership Potential

      1. Chapter 1 bullet What Leadership Is and Why It Matters

        According to research, employees don’t leave their employer, they leave their supervisor. The working environment is key to employee satisfaction. This chapter will discuss the differences between leadership and management and why leadership is critical to employee satisfaction.

      2. Chapter 2 bullet The Leader Within You

        Leadership begins with an accurate self-assessment of one’s talent, knowledge, and strengths—your leadership DNA. This chapter will describe the strengths-based approach to leadership. Key actions for maximizing strengths and learning to overcome gaps using strengths will be discussed.

      3. Chapter 3 bullet Three Common Leadership Styles: Which One When?

        Successful leaders use various leadership styles. The key to successful leadership is being adaptable and knowing which style to use when. This chapter will discuss three specific styles important for leading today’s workforce and provide specific examples of how and when to use each.

      4. Chapter 4 bullet Six Steps of Employee Engagement

        Most leaders hold both leadership and management responsibilities. This chapter will discuss the Six Steps of Employee Engagement and provide case studies to demonstrate how they can be used to ensure employees are doing what they are supposed to do, and are engaged in their work.

      5. Chapter 5 bullet The Path to Excellence

        Leadership is not a path to perfection, but rather a journey in the pursuit of excellence. Each challenge faced can be a setback or an opportunity for growth. It is essential that leaders have personal and professional goals that frame their leadership journey. This chapter helps the leader assess challenges and opportunities and develop an action plan for leadership development.

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      1. Chapter 1 bullet The Two Sides of Personality

        Emotional intelligence is a key component of leadership and provides the best chance of personal and professional growth. This chapter will discuss the four domains and why each is important to self-development and building relationships with others.

      2. Chapter 2 bullet How Emotions Drive Behavior

        Have you ever said something you wish you could take back? We all have at some point. Why does that happen? What drives this behavior and how can one improve the response? This chapter will discuss the science behind behavioral response, emotional hijacking, and what one can do to improve.

      3. Chapter 3 bullet Building EQ Skills

        The first step for improving EQ is identifying where you are today. A self-assessment is the catalyst for growth. This chapter will offer a self-assessment of EQ along with key actions that can be taken to build EQ.

      4. Chapter 4 bullet Critical Thinking Framework

        Decision-making is an essential skill for leaders. Some decisions are small and seemingly insignificant; others are more important and can have a broad impact on both employees and customers. This chapter offers a framework for decision-making that relies on an evidenced-based model and reduces bias in the process.

      5. Chapter 5 bullet Coaching Others in Emotional Intelligence

        Leaders play a key role in the coaching and development of employees. This chapter will discuss a framework for coaching employees in emotional intelligence. Specific actions for helping others in building emotional intelligence will be discussed.

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  • 2 Courses

    Section 3: Actualizing Your Leadership Potential

      1. Chapter 1 bullet Building a Team

        Leaders achieve the goals of the organization through those that follow them. It is important that leaders know how to lead a team and understand what team members expect from them. This chapter will discuss the characteristics of effective leadership and their impact on engaging and inspiring others.

      2. Chapter 2 bullet Generational Difference in the Workplace

        There are three plus generations in today’s workplace, including Millennials, GenXers, and Baby Boomers. Each generation sees the world through a very different lens and therefore has different expectations of a leader. This chapter will discuss generational differences, why they exist, and how leaders can effectively lead in a diverse work setting.

      3. Chapter 3 bullet Talk Less and Listen More

        Employees are seeking opportunities to grow, develop, learn, and engage in the workplace. It is essential that leaders get to know the specific needs of individual staff and assist them in their professional growth. One of the most effective methods of coaching, engaging employees in problem solving, and assisting them in development is through the use of questioning. This chapter will discuss the art of coaching using open-ended questions and the power of listening.

      4. Chapter 4 bullet Engaging in Difficult Conversations

        Leaders will experience a variety of conflict during the course of their career. It is essential that conflict is addressed quickly and effectively. Leaders often avoid conflict, impacting relationships and reducing effectiveness. This chapter will discuss the steps a leader can take for engaging in difficult conversations, resolving conflict, and building positive work relationships.

      5. Chapter 5 bullet Communicating for Impact

        Communication of all types occurs at every level of an organization. Effective communication skills are essential for achieving positive outcomes, meeting expectations, and improving quality. This chapter will discuss strategies for improving communication.

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      1. Chapter 1 bullet Introduction to the Change Management Process

        This chapter provides an overview of the change management process, along with key factors driving change in the current healthcare system. Methods to assist leaders in preparing themselves for change are discussed, along with common reasons for resistance.

      2. Chapter 2 bullet Building a Team for Change

        A motivated team is critical to the success of leading change. Leaders must be skilled at developing trusting relationships, setting goals, and gaining buy-in. This chapter will discuss critical actions leaders can take to engage others in driving organizational change.

      3. Chapter 3 bullet Change Versus Innovation: What Is The Difference?

        Although change and innovation differ, innovation plays an important role in the change process. The process of innovation is essential to developing new ideas and maximizing success. This chapter will define innovation and provide essential tips for increasing innovation skills.

      4. Chapter 4 bullet Application of Change Theory

        Successful change requires a systematic process to increase the chances of making it stick. This chapter contrasts Kotter and Lewin’s change models and provides examples of how to apply them in a healthcare setting.

      5. Chapter 5 bullet Change and the Transformational Leader

        Successful change requires leaders to engage others through both the head and heart. This chapter will explore how leaders can create a positive environment for change through a transformational leadership role. Resilience and its relationship to leading change is discussed.

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Instructors CEU Approved

9 total hours* of accredited coursework.
MedBridge accredits each course individually so you can earn CEUs as you progress.

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      Our clinic could not be happier with MedBridge.

Amy Lee, MPT, OCS
Physical Therapy Central


         MedBridge has allowed us to create a culture of learning that we were previously unable to attain with traditional coursework.

Zach Steele, PT, DPT, OCS
Outpatient Physical Therapy & Rehabilitation Services


MedBridge has created a cost-
effective and quality platform that is the future of online education.

Grant R. Koster, PT, ATC, FACHE
Vice President of Clinical Operations, Athletico Physical Therapy

Frequently Asked Questions

Do I get CEU credit?
Each course is individually accredited. Please check each course for your state and discipline. You can receive CEU credit after each course is completed.
Do I have to complete the courses in order?
It is not required that you complete the courses in order. Each Certificate Program's content is built to be completed sequentially but it is not forced to be completed this way.
When do I get my certificate?
You will receive accredited certificates of completion for each course as you complete them. Once you have completed the entire Certificate Program you will receive your certificate for the program.
How long do I have access to the Certificate Program?
You will have access to this Certificate Program for as long as you are a subscriber. Your initial subscription will last for one year from the date you purchase.
*Accreditation Hours
Each course is individually accredited and exact hours will vary by state and discipline. Check each course for specific accreditation for your license.
Subscribe Now This Certificate Program and so much more are all included in the MedBridge subscription.