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SurThriveLeadership: Engaging and Inspiring Others

presented by Linda M. Shell

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Disclosure Statement:

Financial: Linda M. Shell receives compensation from MedBridge for this course. There is no financial interest beyond the production of this course.

Non-Financial: Linda M. Shell has no competing non-financial interests or relationships with regard to the content presented in this course.

Satisfactory completion requirements: All disciplines must complete learning assessments to be awarded credit, no minimum score required unless otherwise specified within the course.

MedBridge is committed to accessibility for all of our subscribers. If you are in need of a disability-related accommodation, please contact support@medbridgeed.com. We will process requests for reasonable accommodation and will provide reasonable accommodations where appropriate, in a prompt and efficient manner.

Accreditation Check:
It is essential that leaders understand the role of leading others, since without followers, there is no leadership. The workforce of today is very different from that of previous generations and demands a higher level of leader. Leaders must be adaptable, flexible, passionate, and collaborative. Employees want to be actively engaged in every aspect of the work. Communication skills and conflict management are essential to the leadership role. This course focuses on the role of the leader in building trust, understanding generational differences, conflict management, coaching for development, and communication.

Meet Your Instructor

Linda M. Shell, DNP, MA, RN

Dr. Linda Shell is an advanced practice nurse, consultant, and educator with a passion for developing leaders, delivering quality care, and challenging the status quo of long-term care. As principal of lindashell.com, she collaborates with organizations on education, leadership development, building resilience, fall prevention, dementia programming, and sleep improvement.   Dr. Shell has served on…

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Chapters & Learning Objectives

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1. 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. 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. 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. 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. 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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SurThriveLeadership: Becoming a SurTHRIVELeader

Subscribe now, and access clinical education and patient education—anytime, anywhere—with video instruction from recognized industry experts.
The health care environment is rapidly changing, resulting in a challenging and tumultuous work environment. To navigate the ever-changing landscape, leaders must be resilient, allowing for flexibility and adaptability to new ideas and innovative approaches. Leaders must develop the skills for influencing others and engaging them in the change process. Research demonstrates a correlation between improved quality, increased customer satisfaction, and employee engagement when leaders demonstrate resilient characteristics. Resilient leaders are resistant to burnout, experience less stress, and exhibit overall better health. This course will provide participants with specific actions they can take to build resilience and become a SurTHRIVELeader. It also includes tips on helping teams enhance their resiliency.

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“Leadership starts at the top” is a common theme heard particularly during challenging times, reflecting the critical role a leader plays in creating a positive work environment. To be effective, leaders must start with a realistic portraiture of their leadership style, including strengths, gaps, knowledge, and experience. This strengths-based approach helps leaders see themselves and others as they really are. Ancient wisdom tells us to love others as we love ourselves. This simply means that leaders must be able to embrace their own unique leadership DNA and learn to build on it. By maximizing one’s innate talent, a leader can have an impact through positive, powerful contributions.

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SurThriveLeadership: Increasing Emotional Intelligence

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The personality of a leader is formed through development of intellectual quotient (IQ) and emotional quotient (EQ), or emotional intelligence (EI). IQ is stable by adulthood but EQ is always in process. EQ impacts decision-making and behavior, thereby providing growth opportunities for development of leadership skills. Research indicates the most successful leaders are not those with a high level of intellect, but rather those with high levels of EQ. According to Goleman (2002), the four domains of EQ are: self-awareness, self-regulation, social awareness, and relationship building. These domains enable a leader to generate optimism, build trust, inspire others, and inspire an environment of collaboration.

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Subscribe now, and access clinical education and patient education—anytime, anywhere—with video instruction from recognized industry experts.
Change happens within organizations at all levels, requiring leaders to be skilled in navigating the challenges of the change process. A variety of evidenced-based models exist that can be used to guide these organizational changes. To be successful at guiding change, leaders must be able to break down barriers and build on the strengths of the team. This chapter will discuss the change process, potential reasons for resistance, evidenced-based change models, the role of innovation, and specific strategies for success in guiding organizational change.

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