C O M P E T E N C Y I N T E G R A T I O N I N H E A L T H M A N A G E M E N T E D U C A T I O N

NCHL Leadership Competency Model – Quick Reference Guide

The following pages have been designed to facilitate the process of matching objectives to competencies.

This quick reference guide format outlines only three competencies per page in alphabetical order, helping

faculty to scan the categories and levels for an efficient matching process.

Healthcare Leadership Competency Model, Version 2.1

L1. Accountability

L2. Achievement Orientation

L3. Analytical Thinking

The ability to hold people accountable

to standards of performance or ensure

compliance using the power of one’s position

or force of personality appropriately and

effectively, with the long-term good of the

organization in mind.

A concern for surpassing a standard of

excellence.The standard may be one’s own

past performance (striving for improvement);

an objective measure (results orientation);

outperforming others (competitiveness);

challenging goals, or something that has not

been done previously (innovation).

The ability to understand a situation, issue,

or problem by breaking it into smaller pieces

or tracing its implications in a step-by-step

way. It includes organizing the parts of a

situation, issue, or problem systematically;

making systematic comparisons of different

features or aspects; setting priorities on a

rational basis; and identifying time sequences,

causal relationships, or if-then relationships.

L1.1 Communicates Requirements

and Expectations

L2.1 Wants to Do Job Well

Gives basic directions; Makes needs and

requirements reasonably clear; Ensures

understanding of task requirements and

performance expectations; Explicitly delegates

details of routine tasks in order to free self for

more valuable or longer-range considerations

Tries to do the job well or right; Expresses a

desire to do better; Expresses frustration at

waste or inefficiency; Delivers expected results

in line with job requirements

L3.1 Breaks Down Problems

Breaks problems into simple lists of tasks or

activities without assigning values; Lists items

with no particular order or set of priorities

L2.2 Creates Own Measure of Excellence

Sets standard of personal expectation for

excellence in both the quality and quantity of

work; Tracks and measures outcomes against a

standard of excellence – one that is higher and

more precise – not imposed by others; Focuses

on new or more precise ways of meeting goals

set by others

L3.2 Identifies Basic Relationships

L1.2 Sets Limits

Identifies the cause-and-effect relationship

between two aspects of a situation; Separates

situations into two parts: pro and con; Sorts out

a list of tasks in order of importance

Establishes high but achievable performance,

quality, and resource utilization standards;

Firmly says no to unreasonable requests; Sets

limits for others’ behavior and actions; Limits

others’ options to force them to make desired

resources available

L3.3 Recognizes Multiple Relationships

Makes multiple causal links: several potential

causes of events, several consequences of

actions, or multiple-part chain of events

(A leads to B leads to C leads to D); Analyzes

relationships among several parts of a problem

or situation (e.g., anticipates obstacles and

thinks ahead about next steps, in detail, with

multiple steps)

L2.3 Improves Performance

L1.3 Demands High Performance

Makes specific changes in the system or in

own work methods to improve performance;

Does something better, faster, at lower cost,

more efficiently

Imposes new, different, or higher standards

of performance with little input from others;

Insists on compliance with own orders or

requests; Monitors performance against clear

standards; Ensures promised results are

achieved; Demands high performance, quality,

and resources; Issues clear warnings about

consequences for non-performance; Shares

results with stakeholders

L2.4 Sets and Works to Meet Challenging Goals

Establishes – ”stretch goals” for self and others

that are realistic and possible to reach; Strives

to achieve a unique standard (e.g.,“No one

had ever done it before.”); Compares specific

measures of baseline performance compared

with better performance at a later point in time

(e.g.,“When I took over, efficiency was 20%;

now it is up to 85%.”)

L3.4 Develops Complex Plans or Analyses

Identifies multiple elements of a problem and

breaks down each of those elements in detail,

showing causal relationships between them;

Peels back multiple layers of a problem; Uses

several analytical techniques to identify

L1.4 Confronts Performance Problems

Openly and directly confronts individual and

team performance shortfalls and problems;

Holds people accountable for performance;

Ensures timely resolution to performance

deficiencies; Appropriately dismisses people

for cause

potential solutions and weigh the value of each

L2.5 Makes Cost-Benefit Analyses

Makes decisions, sets priorities, or chooses

goals on the basis of calculated inputs and

outputs (e.g., makes explicit considerations of

potential profit and risks or return on investment);

Analyzes entrepreneurial opportunities in

relation to risks, return on investment, and the

scope and magnitude of the investments

L1.5 Creates Culture

of Accountability

Creates a culture of strong accountability

throughout the organization; Holds others

accountable for demanding high performance and

enforcing consequences of non-performance

and taking action; Accepts responsibility for

results of own work and that delegated

to others

L2.6 Takes Calculated Entrepreneurial Risks

Commits significant resources and/or time in

the face of uncertain results when significantly

increased or dramatic benefits could be the

outcome (e.g., improved performance, a

challenging goal)

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L4. Change Leadership

L5. Collaboration

L6. Communication Skills

The ability to energize stakeholders and

sustain their commitment to changes in

approaches, processes, and strategies.

The ability to work cooperatively with others,

to be part of a team, to work together, as

opposed to working separately or competitively.

Collaboration applies when a person is a

member of a group of people functioning as a

team, but not the leader.

The ability to speak and write in a clear,

logical, and grammatical manner in formal

and informal situations to prepare cogent

business presentations, and to facilitate a group.

L4.1 Identifies Areas for Change

Publicly defines one or more specific areas

where change is needed; Identifies what needs

to change, but may not completely describe

the path to change

L6.1 Uses Generally Accepted English

Grammar

Uses subject-verb agreement and parallel

structure; Uses rules of punctuation and

sentence and paragraph construction; Uses

concise thematic construction

L5.1 Conducts work in a cooperative manner

Supports team decisions; Does his or her share

of the work; Keeps other team members informed

and up-to-date about what is happening in the

group; Shares all relevant or useful information

L4.2 Expresses Vision for Change

Defines an explicit vision for change

(i.e., what should be different and how);

Modifies or redefines a previous vision in

specific terms; Outlines strategies for change

L6.2 Prepares Effective Written Business

Cases or Presentations

L5.2 Expresses Positive Attitudes and

Expectations of Team or Team Members

Expresses positive attitudes and expectations

of others in terms of their abilities, expected

contributions, etc.; Speaks of team members

in positive terms, either to the team member

directly or to a third party; Develops effective

working interactions with teammates

Uses accurate and complete presentation of

facts; Uses logical presentation of arguments

pro and con; Develops well-reasoned

recommendations; Prepares concise

executive summary

L4.3 Ensures Change Message is Heard

Deliver the message or vision for change to

everyone affected; Repeats message wherever

possible; Posts change messages (e.g., banners,

plaques, or other physical and public reminders);

Provides opportunities for others to engage in

change initiatives

L6.3 Makes Persuasive Oral Presentations

Uses clear and understandable voice that is

free of extraneous phrases (i.e.,“uhm” and

“you know”); Uses effective audiovisual media

(presentation software, exhibits, etc.); Stays

on the topic; Engages in non-defensive Q&A;

Stays within time allotment

L5.3 Solicits Input

Genuinely values others’ input and expertise;

Actively seeks the input of others to increase

the quality of solutions developed; Displays

willingness to learn from others, including

subordinates and peers; Solicits ideas and

opinions to help form specific decisions or

plans; Works to create common mindset

L4.4 Challenges Status Quo

Publicly challenges the status quo by comparing

it to an ideal or a vision of change; Creates a

realistic sense of crisis or a disequilibrium in

order to prepare the ground for change;

Energizes others for change

L6.4 Facilitates Group Interactions

Uses varied communication management

techniques, brainstorming, consensus building,

group problem solving, and conflict resolution;

Demonstrates good meeting management

techniques (e.g., agenda development, time

management)

L4.5 Reinforces Change Vision Dramatically

Takes a dramatic action (other than giving a

speech) to reinforce or enforce the change

effort; Personally exemplifies or embodies the

desired change through strong, symbolic

actions that are consistent with the change

L5.4 Encourages Others

Publicly credits others who have performed

well; Encourages others; Empowers others

L5.5 Builds Team Commitment

Acts to promote good working relationships

regardless of personal likes or dislikes; Breaks

down barriers across groups; Builds good morale

or cooperation within the team, including

creating symbols of group identity or other

actions to build cohesiveness; Encourages or

facilitates a beneficial resolution to conflict;

Creates conditions for high-performance teams

L4.6 Provides Calm During the Storm

of Change

Maintains an eye on the strategic goals and

values during the chaos of change; Provides

focused, unswerving leadership to advance

change initiatives; Exemplifies quiet confidence

in the progress and benefits of change;

Provides direction for overcoming adversity

and resistance to change; Defines the vision

for the next wave of change

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