What was the goal of Gundersen Lutheran's leadership development program?

The program's primary goal was to give all managers the direction and incentive to continually develop their professional expertise through a comprehensive, in-house initiative.

Who was responsible for developing the leadership program at Gundersen Lutheran?

The organization's Human Resource Development (HRD) department, formerly the Department of Education, was charged with designing, developing, and implementing the leadership program.

What were some key objectives of the Gundersen Lutheran manager development program?

Key objectives included promoting lifelong education, developing managers into mentors, creating a system to assess on-the-job competence, and establishing an organizational expectation for personal growth.

What type of program was created for manager development?

The organization created a self-assessment, personal change-based program designed to develop managers from within the healthcare system.

Leadership Development in Healthcare: A Case Study

The Challenge: Fostering Managerial Growth

In 1997, Gundersen Lutheran was recognized as one of the top 100 U.S. healthcare institutions. The organization's Human Resource Development (HRD) department handles most nonclinical education and training, including its key Leadership Development Program. This case study details the self-assessment program created to develop managers within the newly merged healthcare organization.

Program Genesis and Strategic Goals

In May 1990, organizational leadership tasked the HRD department with creating a comprehensive program to incentivize and guide managers toward continuous professional development. The resulting proposal for an in-house leadership program centered on several key objectives.

Core Program Objectives:

Promote Continuing Education: Instill the value of lifelong learning as a professional standard.
Develop Internal Talent: Support qualified individuals who aspire to leadership roles within the organization.
Assess Competence: Create a vehicle for evaluating demonstrated competence in a managerial role.
Cultivate Mentorship: Develop managers into effective teachers and mentors for their teams.
Systematize Growth: Establish a more systematic process for developing and rewarding managerial expertise.
Set Expectations: Clearly communicate the expectation of personal and professional growth for all staff and managers.

Program Framework and Evaluation

The leadership development curriculum was structured to cover several key areas, from initial justification to final measurement.

Building the Business Case: Justifying the need and expected return on the program.
Best Practice Study: Researching effective leadership development models.
Assessment and Development Planning: Implementing self-assessment and creating personal change plans.
Curriculum: The content and structure of the Leadership Development Program.
Program Evaluation: Measuring the program's impact through both qualitative and quantitative approaches, including formal and informal evaluations.

Best Practice Institute

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Gundersen Lutheran Hospital: Self-Assessment