NCHL Leadership Traits Reflection

NCHL Leadership Traits Reflection

National Center for Healthcare Leadership (NCHL) Leadership Competency Model Requirements

Throughout the course assignments, students should demonstrate competency in the following NCHL Leadership traits.  The lessons, assignments, and assessments in this course address each of the competencies listed below.  This assignment requires you to write a paper that addresses your learning for each competency.  The paper will become a part of your ePortfolio, which receives a final grade in MOHA 695 – Capstone course.Prepare the paper as follows, expressing your learning for each competency area:

  • Cover page (Title, Class Name, Professor’s name, Your name, Date)
  • Introductory paragraph
  • List the title of each competency area in Bold Print
    • In 1-2 paragraphs discuss what you learned and how you are able to demonstrate having achieved competency in the area. Paragraphs should be clear, concise, and factual.
    • Supporting goals for each competency can be found in the NCHL link in this course, as well as in the NCHL link in the MHA Orientation course material.
  • Concluding paragraph

Demonstration of competency in all traits will lead to a score of Met.  Competency in less than all traits will lead to a score of Not Met.


MOHA 570   Related Course Objectives NCHL Competency Definition Met or

Not Met

Please indicate

Analytical Thinking L.4


1, 2, 3, 4 Developing a deeper understanding of a situation, issue, or problem by breaking it down or tracing its implications step-by-step. 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.

L.4 Develops Complex Plans or Analyses – Identifies multiple elements of a problem and breaks down each of those elements in detail, showing casual relationships between them; Peels back multiple layers of a problem; Uses several analytical techniques to identify potential solutions and weigh the value of each

Communication Skills 1 – Writing L.1 1, 2, 3, 4 The ability to use written communications in formal and informal situations to convey meaning, build shared understanding, and productively move agendas forward.

L.1 Prepares Effective Written Business Cases and Reports – Uses accurate and complete presentation of facts; Uses logical presentation of arguments pro and con; Develops well-reasoned recommendations; Effectively balances writing with graphical communications (e.g., charts, scorecards); Prepares concise executive summaries

Performance Measurement L.2


1, 2, 3, 4 The ability to understand and use statistical and financial metrics and methods to set goals and measure clinical as well as organizational performance; commits to and deploys evidence-based techniques.

L.2 Monitors a “Scorecard” of Quantitative and Qualitative Measures – Tracks financial, customer, quality, and employee performance measures; Uses patient and constituent satisfaction scores, as well as demographic and epidemiological statistics to set organizational priorities, plans, and investments; Gathers both quantitative and

qualitative information on customer perceptions, market position, and financial viability; Tracks high-incidence procedures and conditions; Establishes procedures based on evidence; Ensures medical professionals undergo quality reviews; Uses measurement systems to determine “early warning” as well as “rear window” indicators

Impact and Influence L2 1, 2, 3, 4 The ability to persuade, convince, influence, or impress others (individuals or groups) in order to get them to go along with or to support one’s opinion or position. The “key” is understanding others’ interests and motivations, in order to have a specific impact, effect, or impression on them and/or convince them to take a specific course of action.

L.2 Takes a Single Approach to Persuade – Uses direct persuasion in a discussion or presentation; Appeals to reason, data, or others’ self- interest; Uses concrete examples, visual aids, or demonstrations

Information Seeking L.2 1, 2, 3, 4 An underlying curiosity and desire to know more about things, people, and issues, including the desire for knowledge and staying current with health, organizational, industry, and professional trends and developments. It includes pressing for more precise information; resolving discrepancies by asking a series of questions; and scanning

for potential opportunities or information that may be of future use, as well as staying current and seeking best practices for adoption.

L.2 Investigates Beyond Routine Questions – Conducts preliminary investigations regarding a problem or situation beyond routine questioning; Finds those closest to the problem and investigates further, such as asking, “What happened?”

Innovation L3 1, 2, 3, 4 The ability to approach one’s work and the organization in new and breakthrough ways, including applying complex concepts, developing creative new solutions, or adapting previous solutions in promising new ways.

L.3 Clarifies Complex Ideas or Situations – Provides new perspective on challenges by making complex ideas or situations clearer, simpler, and/or more understandable (e.g., re-framing the problem, use of analogy); Assembles ideas, issues, and observations into a clear and useful explanation; Restates existing observations or knowledge in a simpler fashion; Translates intricate technical information into terms everyone can understand; “boils down” information

Strategic Orientation L.1 1, 2, 3, 4 The ability to consider the business, demographic, ethnocultural,

political, and regulatory implications of decisions and develop strategies that continually improve the long-term success and viability of the organization.

L.1 Conducts Environmental Scanning – Performs analyses that identify environmental forces shaping the organization (including the competitive market, governmental and regulatory, public opinion, scientific, and technological forces); Identifies the strengths and challenges of the organization in light of these forces today and into the future; Identifies the social and economic positioning the organization needs in light of the environmental scan

Professional and Social Responsibility L.1 1, 2, 3, 4 The demonstration of ethics, sound professional practices,

social accountability, and community stewardship. Acting in

ways that are consistent with one’s values and what one says is


L.1 Acts Openly and Honestly – Actions are consistent with organization’s expressed core values; Interacts with staff and other stakeholders in an open and truthful manner; Expresses their beliefs even when the message may not be welcome; Shares information, insights, or comments when it would be easier to refrain from doing so

      Points earned:  Met=100 Not Met=0  
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