2013 Winter

  • Leadership’s Role in Support of Online Academic Programs: Implementing an Administrative Support Matrix

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    2013 Winter

    The proliferation of online education programs creates a myriad of challenges for those charged with implementation and delivery of these programs. Although creating and sustaining quality education is a shared responsibility of faculty, staff, and academic leaders, this article focuses on the pivotal role of leadership in securing the necessary resources, developing the organizational structures, and influencing organizational culture.

  • Reflections on Leadership

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    2013 Winter

    Webster’s dictionary offers numerous synonyms and related words for the word lead; the list includes words such as chief, commanding, first, foremost, high, preeminent, controlling, directing, reigning, sovereign, and superior. Some individuals (perhaps too many) in positions of authority rely very heavily on characteristics associated with these terms. Abusive leaders exploit their power and “lead” through intimidation and their ability to withhold rewards and distribute punishment. This article explores why some people are bad bosses and suggests six obligations of leaders who aspire to fulfilling the role of leadership done right.

  • Leading by Design

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    2013 Winter

    Leaders have the responsibility to develop leadership in their departmental members. Leadership capacity is needed so that health information professionals will be able to successfully respond to the constant changes in the healthcare environment. This article demonstrates how leadership can be modeled and developed through the redesign of jobs in departments of health information services.

  • Winter 2013 Introduction

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    2013 Winter

    In this special edition of Perspectives in Health Information Management, the central theme is the obligations of leadership, i.e., individuals in positions of leadership have an obligation to be ethically centered, authentic, and blind to differences. In other words, organizations will suffer (albeit differently) whether a leader views himself as a new-age Don Quixote or behaves like Joseph Conrad’s Kurtz in the disturbing novel “Heart of Darkness.” Good intentions, no matter how zealous the leader, are insufficient in meeting organizational needs and Kurtz-like behaviors, no matter the amount of charisma, will eventually have disastrous consequences.