Case
Management Matters
Best Practices for Nurse Leaders:
Succession Planning
Beverly Fray, PhD, and Rose O. Sherman,
EdD, RN, FAAN
I ntroduction by Anne Llewellyn, RN-BC, MS,
BHSA, CCM, CRRN
Professional case management is an integral part
of today’s health care system. As the industry changes
and grows, the workforce ages. A key element to ensure
that the case management workforce remains relevant
is to develop and empower leaders who can shepherd
the practice in adapting to changes without losing the
fundamental focus of practice of professional case man-
agement. To do this, a succession plan must be in place.
As a result of the Institute of Medicine Future
of Nursing Report, nurse leaders are starting to lay
the ground work for meaningful succession planning
that will meet Recommendation 7 of the report. Rec-
ommendation 7 calls for nurses to prepare and enable
nurses to lead change to advance health (Institute of
Medicine, 2010). Collaboration is key and profes-
sional case management leaders can incorporate this
work to ensure that succession planning is a part of
the framework of all case management departments
and organizations. In the column that follows, the
authors review a study that will assist nurse leaders
as they develop Succession Plans within the State of
Florida (Denker et al., 2015). Their observations can
CM Matters welcomes and invites you to submit articles, stories,
practice tips, reflections, and revelations. How has CM changed
you and/or how have you affected the lives of others? All inquiries,
questions, comments, and manuscripts should be submitted via
e-mail to: nurseesq@gmail.com or by mail to Lynn S. Muller, P.O.
Box 164, Bergenfield, NJ 07621.
Do you have an idea for an article but would like to discuss it?
Provide your contact information in an e-mail and you will be con-
tacted by your preferred method.
Address correspondence to Beverly Fray, PhD, Florida International
University, 11200 SW 8th St, Miami, FL 33199 (BFray2@
jhsmiami.org).
The authors report no conflicts of interest.
Copyright © 2017 Wolters Kluwer Health, Inc. All rights reserved
DOI: 10.1097/NCM.0000000000000214
88 Professional Case Management Vol. 22/No. 2
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help professional case management ensure a strong
workforce now and in the future. In response to
recommendations outlined in the Institute of Medi-
cine (IOM) study on the Future of Nursing (IOM,
2010), the IOM and the Robert Wood Johnson
Foundation (RWJF) partnered to create the Future
of Nursing Campaign for Action to prepare nurses
to lead change. This national effort is coordinated
through the Center to Champion Nursing. Nurse
leaders in Florida joined this campaign, forming the
Florida Action Coalition (FL-AC) early in 2011, and
efforts are now aligned with the 49 other states and
the District of Columbia to address the 8 major rec-
ommendations outlined in the IOM (2010) report.
The Florida Action Coalition is co-led by leadership
from the Florida Center for Nursing and Florida
Blue Foundation.
A steering committee of Florida-based nurse lead-
ers and nurse champions conducted a strategic plan-
ning meeting in October 2011, and the IOM report
was reviewed. Recommendation 7, to Prepare and
enable nurses to lead change to advance health, was
selected as a state priority. This recommendation urges
that “nurses, nursing education programs, and nurs-
ing associations should prepare the nursing workforce
to assume leadership positions across all levels, while
public, private, and governmental health care decision
makers should ensure that leadership positions are
available to and filled by nurses” (IOM, 2010).
An RWJF State Implementation Program Grant
was awarded to the Florida Center for Nursing in
2013 to support the work of the Florida Action
Coalition. This allowed the FL-AC to begin to sys-
tematically address nurse leadership in Florida. Initial
goals were to describe and identify nurse leadership
and promote and develop nurses as leaders across the
state. One of the first objectives was to conduct a
statewide survey. This was an effort to understand
the current population of Florida nurse leaders,
including demographics, role challenges, retirement
plans, and their priorities for nurse leadership devel-
opment. The research was also designed to address
future nurse leadership development and current
succession planning efforts. Conducted in late 2013,
surveys were completed by more than three thousand
current and emerging nurse leaders and provided a
detailed snapshot of Florida’s nurse leaders.
 Case Management Matters
“Collaboration is key and Professional case
management leaders can incorporate this
work to ensure succession planning”
The sample included 1,354 nurse leaders who
responded to questions related to competencies, bar-
riers to nursing leadership, and succession planning
initiatives. The survey revealed some key findings
such as the following: 59% of the respondents were
planning to retire in the next 10 years and 20% in
3 years; 74% had no succession plans in place. In
terms of preparing for the loss of leadership, 7%
were prepared for the impending loss; 42% were
somewhat prepared; 68% were concerned about staff
readiness to assume leadership positions; and 61%
agreed that roles needed to be reevaluated.
SUCCESSION PLANNING: A CRITICAL NEED
The FL-AC found that the results indicated a clarion
call to act urgently and that succession planning was
the priority, including the development of a succes-
sion planning toolkit to facilitate planning. Before
embarking on the development of the toolkit, the
FL-AC decided to interview nurse leaders from exem-
plar organizations in academic and clinical settings to
identify best practices to include in the toolkit. The
FL-AC compiled a list of more than 20 exemplar orga-
nizations with a strong history of proactive succession
planning. Interviewers reached out to these nurse lead-
ers, to solicit their participation in the survey, which
consisted of a list of questions that had been devel-
oped by members. To encourage participation, ques-
tions were e-mailed to those leaders who expressed the
desire to participate while telephonic and face-to-face
interviews were conducted with others who wished a
personal contact. The final sample included 10 orga-
nizations and represented nurse leaders from through-
out the state with the majority from south Florida.
The Study
A survey questionnaire was developed by the FL-AC.
It is not a scientifically validated tool and consisted
of questions that the team felt were appropriate to
elicit the information necessary to assist in building
the toolkit. The final survey consisted of 25 ques-
tions. Participants were given a choice as to how
they would complete the questionnaires, due to their
tight and busy schedules. Some opted to do telephone
interviews; others completed them by e-mail while
others agreed to face-to-face interviews. Interviews
either occurred face-to-face in participant’s offices or
by telephone. Each interview lasted between 45 min
and 1 hr. Our findings are given later.
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How Is Nursing Management Promoted as a Desirable
Specialty?
The majority of the respondents expressed that the best
promotion for nursing management as a specialty is role
modeling, promoted through leadership programs that
often include mentorship. Others reported hand-picking
people for managerial positions who exemplify what
nursing should look like in their organizations, creat-
ing opportunities for shadowing current leaders, being
visible as a chief nursing officer, and having discussions
with potential leadership candidates as other ways to
promote nursing leadership as a desirable specialty.
What Levels of Leaders Are Involved in Your Succession
Planning?
Fifty percent reported that all levels of leaders were
included. The other 50% had varied responses, start-
ing with the director level, while others started at the
unit manager level. One Dean stated the following,
“the need for leadership is so great that one must
always be looking for someone to fill those roles, and
so everyone is a candidate to lead.”
How Are Career Paths Conveyed to Staff?
Sixty percent reported that staff are informed about
opportunities for career paths via face-to-face discus-
sions in meetings with them. Thirty percent reported
using a multimodal approach, including posting open-
ings on their organizations’ websites/Intranets, blast
e-mails to staff, and word of mouth. The remaining
10% had no formal process in place because in their
view “the bright ones usually rise to the top.”
What Skills and Competencies Are You Seeking in Future
Leaders?
High-priority skills for future leaders included excellent
interpersonal and behavioral skills. For example, socia-
bility, being kind, ability to make others feel comfort-
able, having composure, and modeling leadership were
noted to be key behaviors. Fifty percent of the sample
felt that both verbal and written communication skills
were vital. Only a few enumerated financial acumen,
innovation, and creativity as skills they were seeking.
It is interesting to note that the latter named skills were
associated with organizations that were Magnet (Amer-
ican Nurses Credentialing Center, 2016) designated.
Other themes included being a servant leader, clinical
skills, quality improvement, ability to forge relation-
ships with the medical staff, ability to embrace fluid
models of care delivery, possessing excellent program
management skills, honesty, teamwork, coaching, flex-
ibility, and being comfortable in embracing diversity.
Vol. 22/No. 2 Professional Case Management 89
 Case Management Matters
“The need for leadership is so great that
one must always be looking for someone
to fill those roles, and so everyone is a
candidate to lead”
Are Organizational Profiles of Current Leaders Done?
Organizational profiles of current leaders are con-
sidered a best practice in succession planning. In this
sample, 30% said that they had not yet completed
them. Another 30% reported that they were actively
working on them, whereas 10% said that they had
completed the profiles from manager up to vice presi-
dent level. The final 10% said that they had completed
them from the chief nursing officer level and below,
whereas the remaining 20% had not yet started.
Are Organizational Profiles for Pivotal Roles Done?
As for pivotal roles being completed to facilitate suc-
cession planning, 20% of the executives reported
having completed them. In terms of which level was
completed, 30% reported having completed their own,
which is the executive level. The rest remained undone.
Are Issues Related to Organizational Succession Planning
Identified?
All nurses know that assessment is crucial for plan-
ning and one would expect that the nursing process
would serve nurse executives well in succession plan-
ning. In this small but affirming study, 90% of nurse
leaders acknowledged the importance of identifying
organizational succession planning issues, but had not
done so due to frequent leadership changes. Among
those who had completed the assessment, they used
the High, Middle, Low evaluation strategy to iden-
tify future leaders. The high performers are being
groomed for succession planning roles. Interviewees
were also asked whether organizational succession
action plans had been established. Overall, 40% of
the sample had 5-year plans, and another 40% had
no plans, while the remaining 20% had a conceptual
plan, which had not been operationalized.
How Are Leaders Held Accountable for Their Succession
Planning Efforts?
There was a great difference between clinical and aca-
demic settings. Sixty percent of the sample reported
having no accountability plan in place to hold their lead-
ers accountable for succession planning. The leaders in
academia had plans in place to hold leaders accountable
by ensuring that their job descriptions reflect clear, spe-
cific job responsibilities outlined for new leaders.
90 Professional Case Management Vol. 22/No. 2
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What Are the Expectations for Current Leaders to Serve as
Professional Role Models?
Ninety percent of the nurse leaders interviewed
reported having specific expectations for their lead-
ers to be role models. These expectations are incor-
porated into their job descriptions; the remaining
10% did not. Some leaders used the terms role model
and mentors interchangeably; however, there are dis-
tinctions between the two. A role model is “a person
looked to by others as an example to be imitated,
someone who another person admires and tries to
be like” (Merriam-Webster, 2016), and a mentor
is “someone who teaches or gives help and advice
to a less experienced and often younger person”
(Merriam-Webster, 2016, p. 2). Role model expecta-
tions of nurse leaders include mentoring nursing stu-
dents at all levels of the academic spectrum; mentor-
ing incoming department chairs of nursing schools
and colleges; displaying positive interpersonal rela-
tionships, as well as being a part of the branding
image of the organization in which they work.
What Are the Expectations for Current Leaders to Serve as
Mentors?
Seventy percent of the sample expected nurse execu-
tives and managers to mentor students because they
are given the tools, resources to do so, and will be
held accountable for the outcomes. Twenty percent
(20%) had no expectations of their leaders to be
mentors and the remaining 10% had not thought
about specific expectations for mentors.
What Mechanisms Have Been Established to Provide for the
Early Identification and Mentoring of Staff With Leadership
Potential?
Among respondents, 30% invite/sponsor potential
nurses with leadership qualities to participate in for-
mal leadership programs such as Emerging Leaders
and Nursing Leadership Institute for RNs. Another
30% recruit those who scored High on the High,
Medium, Low evaluation scale to determine who
becomes a nurse leader. Twenty percent had a formal
process in place, whereas 10% had no formal process.
The remaining 10% reported that they, basically, let
every employee know they are leaders in any capacity
in which they are hired and some leadership roles are
rotated among team members based on the needs of
the team and the individual employee’s strengths.
Are Leaders Held Accountable to Develop a Succession Plan
for Their Own Position?
Eighty percent of the respondents reported having a
succession plan for their own positions as this was
 Case Management Matters
a requirement of the position, with at least 1 or 2
potential replacements always ready to assume their
positions, if needed. The remaining 20% did not
report holding their leaders accountable for having
any succession plan.
What Structured Leadership Development Programs Are in
Place and at What Leadership Levels?
Seventy percent of the respondents reported having
structured leadership programs in place; a list of 10
such programs follows in the Appendix. Another
20% reported that the programs available are offered
through human resources (HR) department and not
nursing whereas the remaining 10% had no pro-
grams in place.
What Percentage of Current Leadership Succession Planning
Is Happening From Within the Organization?
With regard to succession planning from within their
own organization, 40% reported that 50%–100%
of their vacancies are filled from within. The 60%
remaining did not have any succession plan in place
for several reasons, ranging from size of their organi-
zation and other challenges outlined in the next ques-
tion.
What Are Your Organizational Challenges in Promoting
Succession Planning for the Future?
Several challenges were enumerated as barriers to suc-
cession planning by respondents. These barriers are as
follows: lack of funding to attract special talent, lim-
ited opportunity for promotion due to size of the orga-
nization; lack of adequate/updated technology; cul-
tural mindset about longevity and promotions versus
actual readiness; aging workforce; incoming nurses’
lack of interest in 24-hr nursing leadership; managers’
and leaders’ negative view of their work and roles.
What Are the Costs of and What Resources Have Been Made
Available for Succession Planning?
In terms of costs related to succession planning, 90%
did not know how much their organizations spend
or have spent on succession planning. Ten percent of
the organizations represented in the sample reported
spending more than $80,000.00 annually on succes-
sion planning activities, including training, confer-
ences, and other relevant activities. Another 10%
reported that “millions of dollars” were spent in this
regard and notably, these again, were Magnet-desig-
nated hospitals. Resources allocated for succession
planning included information technology, human
resources and talent management staff for training
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“Only 20% of respondents reported
making a conscious effort to ensure that
frontline and leadership staff mirrors the
communities they serve”
and mentorship, and resources dedicated to confer-
ence attendance.
How Are Leadership Development Opportunities Conveyed
to Staff?
Ninety percent (90%) of respondents utilized sev-
eral methods to convey leadership opportunities to
staff, including e-mail, personal calls, notice boards,
Intranet announcements, flyers, huddles, and meet-
ings. A small percentage (10%) reported not convey-
ing such opportunities to staff at all.
What Organizational Leadership Development
Is Occurring Beyond Nursing in the Organization?
Seventy percent reported that organizational leader-
ship development was being conducted for all leader-
ship groups across their organizations. These training
sessions included Dale Carnegie Leadership Essen-
tials, Creating a Disney Culture for Medical Staff,
Change Management, and Dealing with Difficult Cli-
ents for Nurse Leaders. Thirty percent reported that
very little or nothing was being conducted beyond
nursing continuing education.
How Is a Need for Diversity Promoted as a Value in
Succession Planning?
Despite the growing number of Hispanics in the State of
Florida, only 30% of the respondents had a specific plan
to address diversity in culture, race, and gender. Only
20% of respondents reported making a conscious effort
to ensure that frontline and leadership staff mirrors
the communities they serve and reported that no spe-
cific effort was made to address the issue, even though
90% of their patients speak Spanish as their primary
language. One person even remarked, “we’re actually
low on African Americans, so we’re actively recruiting.”
One leader shared the following story, as a tes-
tament to her commitment to diversity. She was a
cardiopulmonary resuscitation (CPR) instructor and
1 day during class, someone asked why there were no
black mannequins; all the mannequins were white. She
then embarked on a journey to procure mannequins
who were black even though it was a tremendous task,
at that time, to find black CPR mannequins. When she
finally found and acquired the new mannequins, the
staff voiced their appreciation for her efforts.
Vol. 22/No. 2 Professional Case Management 91
 Case Management Matters
Can Staff Self-Identify as Being Interested in Leadership
Development Opportunities?
All the leaders interviewed reported that staff mem-
bers interested in leadership positions may identify
themselves as being interested in such positions and
they are highly encouraged to do so. Despite self-
identification by staff, executive approval may be
required for some positions.
How Is Success Measured in Your Program?
All of the leaders interviewed had a different standard for
measuring a successful succession plan. The standards
ranged from professorship in academia, to promotion
from within rates of 15%–25% and retention rates of
85%–87%. Patient satisfaction scores are also used to
measure success. Much work is needed to utilize more
universal evidence-based methods and criteria for mea-
suring the success of succession planning strategies.
Is a Competency Model Used in Succession Planning?
Fifty percent reported using no formal model. Ten
percent of those in academia reported having a home-
grown, evidence-based model used for succession plan-
ning and provided a copy. These plans consist of major
factors and concepts related to the care environment.
Employees who demonstrate behaviors related to such
factors are considered for promotion. Another 10%
reported using a model at both the leadership and exec-
utive levels; however, the models were not shared. Ten
percent (10%) reported that the model used was part of
the evaluation process; again no specifics were shared.
Another 10% reported using a model as part of the basic
evaluation process, the results of which are considered
for promotion. This is based on the Studer model of
High, Middle and Low performers to determine who
are eligible for promotion. Ten percent reported that
a model consisting of a list of competencies/programs
must be completed by leaders who are being promoted.
Classes are role-specific and include employee engage-
ment survey results for yearly evaluation of nurse man-
agers who must receive at least 4.1 out of 5 points. If
parameters are not being met, employee engagement
surveys are repeated at 3, 6, and 12 months.
Do You Use Any HR Software in Your Succession
Planning?
Eighty percent of the sample reported using no Human
Resource software for succession planning and
expressed the need for such a software program. Some
reported that their organizations were contemplating
the purchase of specific software, such as Press-Ganey’s,
for succession planning. Of the remaining 20%, 10%
92 Professional Case Management Vol. 22/No. 2
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“Leaders in Magnet-designated facilities
had more power and flexibility to exercise
the power inherent in their titles”
reported having a structured program called Grow our
Own, which is organized and prescriptive. It covers
every aspect of succession planning. Every leader must
have an “heir apparent” identified or a strategic plan
to develop someone. The remaining 10% reported that
some of the key five year data needed included turnover
rate, average vacancy rates and identification of hard to
fill positions. Overall, the sample felt that such a soft-
ware program would be helpful.
Discussion
The most important lesson learned from this small,
unscientific study is the succession planning among
nursing leadership in Florida. It is an immediate need
and this is a call to action, when 60% of this sample
who was identified by experts in the state as having
exemplar leadership development has no formal suc-
cession plans in place. Another finding is that, despite
the power inherent in the titles of nurse executives,
their power is limited by the environments in which
they practice. It is clear from this study that nurse
leaders in Magnet-designated facilities had more
power and flexibility to exercise the power inherent
in their titles.
Current nursing leadership models are chal-
lenged by their inflexibility and possible obsoles-
cence. For instance, to attract members of the “mil-
lennial generation,” nursing leadership must question
the validity of a nurse manager having 24-hr respon-
sibility for a unit. An additional challenge to future
recruitment is that current managers speak nega-
tively about their roles, a practice that drives poten-
tial future leaders to consider other specialty tracks.
Another challenge is that the majority of the nurse
leaders interviewed do not assign to the degree of
importance to diversity that it deserves, especially in
a diverse state like Florida, where caregivers do not
mirror the population they care for. Diversity in all
forms is taken for granted and it does not happen.
This needs to be a deliberate effort. In fact, only 30%
of the sample, 2 Magnet-designated facilities and 1
academic institution, recognize the need for diversity
and consciously hire with an eye toward creating a
diverse work environment. Finally, nurse executives
are not easily accessible, hence the small sample size.
Recommendations for the Future
Based on the results, the following recommenda-
tions are being proffered. First, all nurse leadership
 Case Management Matters
roles and job descriptions must have explicit expec-
tations and verbiage, respectively, for succession
planning. Second, there can be no succession plan-
ning without understanding the factors related to
nurse turnover. Consequently, any succession plan-
ning kit should include retention strategies, such
as robust, meaningful mentoring programs. Third,
this study indicates the need for immediate action
related to designing, implementing, and evaluating
a specific succession planning toolkit for Florida’s
nurse leaders, utilizing best practices from exemplar
organizations. If nurse leaders have easy-to-use,
evidence-based, practical templates and guides to
assist them in developing succession plans tailored
to their organizations, chances are that they would
engage in succession planning activities. Fourth,
having leadership that reflects the patient and staff
populations is important. Diversity in nurse lead-
ership is a critical part of succession planning.
Succession planning is also necessary because the
population of nurse leaders is quickly aging and the
nursing environment has been and continues to be
rapidly transformed.
CONCLUSIONS
Succession planning is urgently needed. More
resources need to be allotted to the effort of attract-
ing and retaining new and experienced nurse lead-
ers. In a study conducted by Buerhaus (2005), it was
noted that “while most recruitment and retention
strategies were perceived as valuable by at least half
of the nurses surveyed only one retention strategy
was observed by more than half of the nurses sur-
veyed: mentoring programs for new nurses” (p. 61).
Sign-on bonuses are attractive but are not the most
effective strategy to retain nurses. In fact, more than
two thirds of the nurses in Buerhaus’ study per-
ceived that the most effective strategies for retention
were mentoring programs for recent graduates, pay-
ing for continuing education, and reimbursement
for conferences. These findings were also reflected
in a study by Liebermann, Müller, Weigl, and Wegge
(2015), among German nurses who reported that
remaining in the same job until retirement age is
positively related to work-time control, role clarity,
and colleague support. Supervisor support was also
found to exert an indirect effect in terms of job
resources. Importantly, as the researchers hypoth-
esized, relationships retention factors were different
for younger (<30 years), middle-aged (30–50 years),
and older (>50 years) nurses (Lieberman, 2016).
Finally, only health care organizations with enrich-
ing leadership and staff development programs,
specific strategies for increased cultural diversity,
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collaboration with human resource management,
and information technology departments are the
ones, so far, that have demonstrated high retention
and low turnover rates among nurses. Any toolkit
for succession planning must include all these criti-
cal elements.
ACKNOWLEDGMENTS
The survey was conducted by Beverly Fray and Lenora
Yates, DNP, EdD. The authors and surveyors thank
the Jonas Foundation for providing the opportunity
to work with the Florida Action Coalition on this
project and implementation of the Institute of
Medicine’s Recommendation #7. We thank all the
executives who gave of their time and talent to make
this survey possible.
REFERENCES
American Nurses Credentialing Center. (2016). ANCC
Magnet recognition program. Retrieved from the
American Nurses Credentialing Center website: http://
www.nursecredentialing.org/Magnet
Buerhaus, P. I. (2005). Is the shortage of hospital nurses
getting better or worse? Finding of two recent national
surveys of RNs. Nursing Economics, 23(2), 71–96.
Denker, A. L., Sherman, R. O., Hutton-Woodland, M.,
Brunell, M. L., & Medina, P. (2015). Florida nurse
leader survey findings: Key leadership competencies,
barriers to leadership and succession planning needs.
Journal of Nursing Administration, 45(7/8), 404–410.
Institute of Medicine. (2010). The future of nursing
leading change, advancing health. Retrieved from
https:// www.nationalacademies.org/hmd/ ∼ /media/
Files/Report%20Files/2010/The-Future-of-Nursing/
Future%20of%20Nursing%202010%20Recommen-
dations.pdf
Liebermann, S. C., Müller, A., Weigl, M., & Wegge, J.
(2015). Antecedents of the expectation of remaining
in nursing until retirement age. Journal of Advanced
Nursing, 71(7), 1624–1638.
Merriam-Webster. (2016). Role model. Retrieved from
Merriam-Webster Learner’s Dictionary https://www.
merriam-webster.com/dictionary/role%20model
Beverly Fray, PhD, is a PhD candidate at Florida International Univer-
sity, Miami, and Jonas Veterans Scholar.
Rose O. Sherman, EdD, RN, FAAN, is a professor of nursing and
director of the nursing leadership institute at Florida Atlantic University
in Boca Raton, Florida. She serves as Chair of the Leadership Task Force in
the Florida Action Coalition on the Future of Nursing. Rose is the Editor in
Chief of Nurse Leader, the journal of the American Organization of Nurse
Executives. She is also the editor of a popular leadership blog www.
emergingrnleader.com
Vol. 22/No. 2 Professional Case Management 93
 Case Management Matters

Appendix. Succession Leadership Development Program Examples

Leadership Development Programs in Place Level of Leadership Targeted
1. New Leader Training Track Newly promoted staff; leaders from supervisors to department leaders; and classes
are appropriate for all leaders
2. Healthcare Leadership Certificate Program (HLCP) 10-month course for new and emerging leaders, i.e., supervisors/managers, includ-
ing nurse managers. Stresses effective communication, monthly classes; applied
for by interested staff.
3. Management Mentor Program 12-month program for high potential leaders and managers who have been in their
position for at least 1 year; includes lunch and learns with executives, job shad-
owing, and ends with a project presentation to executives.
4. Experienced Leaders in Motion (ELM) Advanced 12-month leadership program for experienced high potential department
leaders; based on the 5 Practices of Exemplary Leaders by Kouze’s and Posner’s
The Leadership Challenge. Focused on increasing executive presence, leveraging
influence; monthly lunch and learns and quarterly leadership panel discussions.
5. Kouze and Posner’s Model: Five Practices of Exemplary As above in ELM program
Leadership
6. Leadership Mentor Program 12-month program for experienced high potential department leaders recom-
mended by an MHS executive and selected by the executive staff; ends with a
group project presentation to the executives.
7. Executive Coaching 12-month executive and 6-month coaching programs targeting the administrative
team, department Leaders, and managers who are deemed as high perform-
ers with high potential. Usually recommended by their leaders, collaborate with
coaches.
8. Career planning for clinical and tenure-seeking faculty Faculty level
9. 1–2 publications per year; grants, service in the college, Clinical faculty
university, regional/national impact of such involvement
in these organizations
10. Career development planning Department chairs and deans
11. Leadership development programs, i.e., seminars, Leadership staff
workshops
12. Leadership development program by Army General Senior vice president level and clinical and nonclinical staff
13. Creating the Disney Culture Medical staff (from assistant to associate medical director)
14. Essentials of leadership All leaders

94 Professional Case Management Vol. 22/No. 2

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