{"title":"What makes a leader?","authors":"D Goleman","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Superb leaders have very different ways of directing a team, a division, or a company. Some are subdued and analytical; others are charismatic and go with their gut. And different of situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm whereas many turnarounds require a more forceful kind of authority. Psychologist and noted author Daniel Goleman has found, however, that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. In fact, Goleman's research at nearly 200 large, global companies revealed that emotional intelligence--especially at the highest levels of a company--is the sine qua non for leadership. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he still won't make a great leader. The components of emotional intelligence--self-awareness, self-regulation, motivation, empathy, and social skill--can sound unbusinesslike. But exhibiting emotional intelligence at the workplace does not mean simply controlling your anger or getting along with people. Rather it means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals. In this article, the author discusses each component of emotional intelligence and shows through examples how to recognize it in potential leaders, how and why it leads to measurable business results, and how it can be learned. It takes time and, most of all, commitment. But the benefits that come from having a well-developed emotional intelligence, both for the individual and the organization, make it worth the effort.</p>","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 3","pages":"123-31"},"PeriodicalIF":0.0,"publicationDate":"1999-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21416964","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Purchasing ethics and confidential bids.","authors":"L J Weber, M G Bissell","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 2","pages":"102-3"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21416958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Workflow analysis an international tool: cost reduction while retaining personnel.","authors":"A Mira, C Lehmann","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Throughout the world, governments and health-care facilities have been under pressure to reduce the costs associated with providing health care. Through the use of workflow analysis, many laboratory administrators have identified cost-saving measures. Consolidating technology (workstations) and reducing personnel have generated significant cost reductions for the laboratory. However, there are parts of the world where it is impossible to displace personnel, for example Spain. This case study, conducted in Catalonia, Spain, demonstrates how laboratory administrators, through the use of workflow analysis, can identify cost-saving measures without reducing laboratory personnel.</p>","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 2","pages":"75-80"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21416959","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Motivation: the fire within.","authors":"C. Mariano","doi":"10.1309/EA6VYMXB2667JWQX","DOIUrl":"https://doi.org/10.1309/EA6VYMXB2667JWQX","url":null,"abstract":"This article defines motivation. It tells managers how they can motivate themselves and whether they can motivate others. If managers cannot motivate others, this article explains what they can do instead. It reveals the FOUR essential elements of motivation: direction, importance, faith, and example. And it identifies the THREE most motivational messages managers can send to their staffs: \"You are important,\" \"You can do it,\" and \"Follow me!\"","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 2 1","pages":"91-9"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1309/EA6VYMXB2667JWQX","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66406487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"As we see it. When your job is in jeopardy.","authors":"A Basi, J Lien, E Goetzman, G Matousek","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 2","pages":"107-11"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21416961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A survey measuring the degree of model compliance plan for clinical laboratories implementation in small/rural hospital laboratories.","authors":"M F Beatty","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>The Office of the Inspector General published the Model Compliance Plan for Clinical Laboratories (MCPL) in February 1997. In March and April 1998, a survey of 200 Midwest hospital laboratory managers (hospital size < or = 200 beds) was performed to determine the degree to which their laboratories had implemented the various recommendations of the MCPL. Of the 200 surveys sent out, 76 were returned--a 38% response rate. Aspects of the survey were broken down into two categories: \"Laboratory Manager Responsibility,\" those items that can be implemented independently by the laboratory manager; and \"Administration Responsibility,\" those items requiring administration's direction. With the exception of rewriting job descriptions to include compliance issues, > or = 75% of the laboratory managers have implemented the items within their power.</p>","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 2","pages":"81-6"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21416962","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Motivation: the fire within.","authors":"C M Mariano","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>This article defines motivation. It tells managers how they can motivate themselves and whether they can motivate others. If managers cannot motivate others, this article explains what they can do instead. It reveals the FOUR essential elements of motivation: direction, importance, faith, and example. And it identifies the THREE most motivational messages managers can send to their staffs: \"You are important,\" \"You can do it,\" and \"Follow me!\"</p>","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 2","pages":"91-9"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21416963","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Observations from the CLMA 1998 annual conference: Part 2--\"And then there were six\".","authors":"H J Kisner","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 1","pages":"53-61"},"PeriodicalIF":0.0,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21219960","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"As we see it. Y2K compliance: and it's a leap year, too!","authors":"S Stadler, G Fine, L Serrano, J Brewer","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79576,"journal":{"name":"Clinical laboratory management review : official publication of the Clinical Laboratory Management Association","volume":"13 1","pages":"62-6"},"PeriodicalIF":0.0,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21219962","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}