Clone of Jefferson Leadership Academy (March 2018 - November 2018)

March 23, 2018 to November 20, 2018

Purpose: To develop senior faculty and administrative leaders who will work collaboratively to drive Jefferson’s business strategy and organizational transformation.

Framework:  The Leadership Success Model

  • Transforms:
    • Develops innovative solutions that reflect the changing business environment and challenge the status quo.
    • Leads people through change by creating a compelling case for action; drives implementation
  • Engages:
    • Engages employees to bring out their best and create opportunities for growth and development.
    • Collaborates across the enterprise and mobilizes resources to achieve results.
  • Executes:
    • Holds self and others accountable for achieving success.
    • Focuses relentlessly on improving processes.


Target Audience

Faculty leaders (associate professor and above) and senior administrative leaders (VP and above).

Criteria for acceptance into program (participants will be selected based on consideration of the following factors):

  • One year minimum in senior leadership role at Jefferson
  • Strong application and recommendation
  • History of acting as a change agent within Jefferson
  • Potential for advancement in the organization
  • Demonstrated understanding of their development needs and commitment to individual growth
  • Concept for a project
  • Achieving a balance of faculty leaders and senior administrative leaders (VP and above)

Applications to be completed by individuals, responding to questions including why they want to be involved, where they want to be in 5 years.

Recommendation from supervisor/chair

Learning Objectives

At the conclusion of this conference, participants should be able to:

  • Session 1:
    • State the current state of the healthcare environment and its implications for Jefferson and for themselves as organizational leaders.
  • Session 2:
    • Demonstrate a basic understanding of Jefferson’s finances and the complexities of running a health care system like Jefferson. 
    • Describe how to develop a business plan.
  • Session 3:
    • Demonstrate an effective crucial conversation.
    • Demonstrate the ability to assess stakeholders in a given situation.
  • Session 4:
    • Identify the human processes and the systems related to change and the implications for themselves as change leaders.
    • Describe Jefferson’s approach to integration with other organizations, as well as the current status of integration with recently merged organizations.
    • State the current state of the academic environment and its implications for Jefferson and themselves as organizational leaders.
  • Session 5:
    • State the different elements of emotional intelligence and demonstrate techniques to enhance their own emotional intelligence.
    • Describe the value of a diverse workplace and impact of implicit biases on decision making.
  • Session 6:
    • Use their individual Hogan profile results to identify their performance capabilities, challenges and core drivers, and how those impact others.
    • Demonstrate an awareness of the nature of and challenges inherent in teams, and their role as team members.
  • Session 7:
    • Describe the process of creativity and its relationship to emotional intelligence and business outcomes.
  • Session 8:
    • Demonstrate the ability to negotiate effectively in a given situation.
  • Session 10:
    • Describe the importance of culture and employee engagement and its relationship to business outcomes. 
  • Session 11:
    • Describe the leadership lessons demonstrated at Gettysburg and how these relate to their individual leadership approach.
  • Session 12: 
    • State their overall learning from all aspects of the program, how it has changed their ability as a leader and how it might impact Jefferson.
Additional information
Jefferson Content Development By: 
Sidney Kimmel Medical College (SKMC)
Jefferson College of Health Professions
Thomas Jefferson University Hospital (TJUH)
Content Areas: 
Teaching Healthcare Professionals
Course summary
Available credit: 
  • 120.75 AMA PRA Category 1 Credit
  • 120.75 Attendance
  • 41.00 Patient Safety
Course opens: 
Course expires: 
Event starts: 
03/23/2018 - 8:00am
Event ends: 
11/20/2018 - 5:00pm

All faculty at continuing educating activities for nurses, physicians and allied health professionals are required to disclose to the audience:

  1. Any significant financial relationships with the manufacturer(s) of any commercial products, goods or services
  2. Any unlabeled/unapproved uses of drugs or devices discussed in their presentations.

Such disclosures will be made in writing in the course presentation materials. ​Jefferson Conflict of Interest resolution process may result in changes to the program agenda.


Sidney Kimmel Medical College at Thomas Jefferson University is accredited by the ACCME to provide continuing medical education for physicians.  Sidney Kimmel Medical College at Thomas Jefferson University designates this live activity for a maximum of 120.75 AMA PRA Category 1 Credit(s)™Physicians should claim only the credit commensurate with the extent of their participation in the activity.

Topics in this activity fall within the approved list for Pennsylvania State Requirements for Patient Safety/Risk Management credits.  Total: 41 credits.

The Pennsylvania State Board of Nursing will accept AMA PRA Category 1 credits™ offered through an academic medical center toward licensing requirements.

Available Credit

  • 120.75 AMA PRA Category 1 Credit
  • 120.75 Attendance
  • 41.00 Patient Safety


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