National Center for Healthcare Leadership (NCHL) Leadership Competency Model

National Center for Healthcare Leadership (NCHL) Leadership Competency Model

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

Throughout the course assignments, students should demonstrate competency in the following NCHL Leadership traits.  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.

Rubric:

  Element Related

Course Objectives

NCHL Competency Definition Met/Not Met
L2

 

L2.1

L2.2

L2.3

L2.4

7,8 L2. Achievement Orientation

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).

 
L4 L4.5

L4.6

6,7,8 L4. Change Leadership

The ability to energize stakeholders and sustain their commitment to changes in approaches, processes, and strategies.

 
L6 All 1,2,3,4,5,6,7,8&9

 

L6. Communication Skills

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.

 
L10 All 4,5,6,7,9 L10. Impact and Influence

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, since Impact and Influence is based on the desire to have a specific impact or effect on others where the person has a specific type of impression to make, or a course of action that he or she wants the others to adopt.

 
L15 L15.1

L15.2

L15.3

L15.4

2,6,7,8 L15. Interpersonal Understanding

The ability to understand other people as well as to accurately hear and understand the unspoken or partly expressed thoughts, feelings, and concerns of others. It measures increasing complexity and depth of understanding of others and includes cross-cultural sensitivity.

 
L16 L16.1

L16.2

L16.3

L16.4

2,4,5,6,7,8 L16. Organizational Awareness

The ability to understand and learn the formal and informal decision-making structures and power relationships in an organization or industry (e.g., stakeholders, suppliers).This includes the ability to identify who the real decision makers are and the individuals who can influence them, and to predict how new events will affect individuals and groups within the organization.

 
L18 L18.4 5 L18. Process Management and Organizational Design

The ability to analyze and design or improve an organizational process, including incorporating the principles of quality management as well as customer satisfaction.

 
L19 All 1,2,3,4,5,6,7,8&9

 

L19. Professionalism

The demonstration of ethics, sound professional practices, social accountability, and community stewardship. The desire to act in a way that is consistent with one’s values and what one says is important.

 
L23 All 2,5,9 L23. Self-Development

The ability to have an accurate view of one’s own strengths and development needs, including the impact that one has on others. A willingness to address needs through reflective, self-directed learning, and by trying new approaches.

 
L25 All 2,3,9 L25. Talent Development

The drive to build the breadth and depth of the organization’s human capability and professionalism, including supporting top-performing people and taking a personal interest in coaching and mentoring high-potential leaders.

 
L26 All 1,2,3,4,5,6,7,8&9

 

L26. Team Leadership

Sees oneself as a leader of others, from forming a team that possesses balanced capabilities to setting its mission, values, and norms, as well as to holding the team members accountable individually and as a group for results.

 
      Points earned:  Met=100  Not Met=0