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Power and Influence

[WLOs: 1, 2, 3] [CLOs: 1, 2, 3, 4, 5, 6]

This final paper uses the Southglenn Physical Therapy Clinics Case Study. You will use
this case as the basis for developing recommendations about the leadership and
management competencies, roles, and responsibilities that are required to address the
challenges in the organization. Review your notes, readings, and assignments from
throughout the course. Then, read the following case study and address the directives
that follow.

Southglenn Physical Therapy Clinics Case Study

Lawanda Hastings has a challenge ahead of her. She recently took over leadership
responsibilities for the downtown branch of Southglenn Physical Therapy Clinics
(SPTC), which are private outpatient clinics owned by Dr. Matt Nelson. SPTC has
served the Salt Lake City community since 1999 and specializes in orthopedic
rehabilitation, sports medicine, deep tissue massage therapy, aquatic therapy, and
work-related injuries. Over the years, Dr. Nelson has built SPTC from a single outpatient
clinic to three complementary clinics that have a sound reputation for providing excellent
physical therapy services.

SPTC is especially well-known for the excellent rehabilitation services provided for
professional and amateur athletes who injure knees or other joints in snow sport
accidents, common injuries associated with Utah’s exceptional ski resorts, where many
collegiate and Olympic athletes practice for competitive events, and families ski and
snowboard during the winter months.

The three clinics complement one another because each offers basic rehabilitation
services, and each is also known for a particular specialty. For example, the Main SPTC
clinic, now housed in a 30,000-square foot building with an indoor pool, focuses on
sports medicine, athletic injuries, and aquatic therapy. The Downtown clinic that
Lawanda now leads specializes in work injury programs, designed to help patients
return to full employment after an occupational injury. The smallest of the three clinics in
the nearby suburb of Murray primarily treats post-surgical patients to help reduce pain
and increase mobility. All three clinics are located along the light rail line, making travel
between the clinic locations for staff and patients quite easy.

Clinic Roles

Each of the three SPTC operations is headed by a clinic director, whose role is to lead
clinic operations and coordinate patient care at the clinic location. Each director is also a
licensed physical therapist, who ultimately oversees the professional conduct of clinic
staff. The three directors report directly to Matt Nelson, as does the clinic administrator,
who is responsible for functions such as patient scheduling, client and insurance billing,
the electronic medical record system, purchasing and accounts payable, and personnel
and payroll services. These functions are coordinated centrally at the Main SPTC clinic,
as are out-sourced custodial and maintenance services for each clinic.

A marketing coordinator also reports directly to Matt. About 65% of the patients seen at
SPTC are referred by local physicians, so maintaining strong relationships with local
medical providers is essential for SPTC’s long-term prosperity. Along with Matt, the
three clinic directors, the clinic administrator, and the marketing coordinator comprise
the SPTC leadership team. Additionally, at each clinic, managers oversee the clinic’s
routine physical therapy services and rehabilitation services, and directly supervise the
work of the physical therapists, occupational therapists, massage therapists, and
athletic trainers employed at each clinic.

Lawanda was the clinic director at the Murray clinic for four years and successfully
oversaw growth of the clinic’s surgical rehabilitation practice. Then, abruptly, the clinic
director at the Downtown clinic left under a cloud of suspicion that involved sexual
harassment claims against him by two of the female massage therapists. Matt asked

Lawanda to take over leadership responsibilities for the Downtown clinic and to address
leadership and managerial needs of the understandably dispirited staff.

Just the Facts

Through discussions with Matt, interviews with the four departmental managers who
now report to her, and open forum dialogues with clinic staff, Lawanda has discovered
the following:

1. Client feedback surveys have shown a downward trend in patient satisfaction
with service provided at the Downtown clinic. The biggest concerns come from
patients using the occupational therapy department, which represents the largest
number of patient service interactions for the clinic. Patient concerns include
difficulty scheduling appointments, late appointments, and impolite staff who rush
them through their treatment. Patients who rated other clinic services at the
Downtown clinic such as physical therapy, massage therapy, and athletic training
didn’t identify the same concerns with staff interactions, but they also pointed to
difficulty scheduling appointments at the clinic.

2. A recent staff survey suggests that Downtown clinic staff enjoy the work they do,
but feel pressured to hurry through appointments because of tight schedules.
They also reported concerns about relationships with their managers, including
some managers who reportedly micro-manage their staff, and other managers
who are largely unavailable to help out when needed. Over the past year, the
Downtown clinic has hired several new staff members in the physical, massage,
and occupational therapy departments, and dissatisfaction among staff is
disproportionately higher among newer hires.

3. The manager of physical therapy has been out on maternity leave and
subsequently decided not to return to her job. The previous clinic director
narrowed the number of applicants to replace the manager to three individuals.
One of the final candidates is a physical therapist at the clinic who has been
acting as the interim manager while the previous manager was away from her
job. A final decision needs to be made on the candidate to fill this important
managerial position.

4. The allegations of sexual harassment against the previous clinic director are
common knowledge among clinic staff, even though the investigation of the
allegations is being handled confidentially by an outside HR consulting team.
Everyone in the clinic seems to have an opinion about what happened and who
is to blame, which has led to tensions and hostilities between colleagues. Some
hold the former clinic director accountable, and others are loyal to the previous
director and believe the allegations are unfounded. Clinic managers have not
been able to curtail the gossip, even though they have tried, which has led to
mistrust of colleagues and leadership, skepticism about whether employees are
valued, and negative attitudes and behaviors among the staff. Motivation seems
to be quite low.

5. Although the Downtown clinic is stable financially (as is the entire SPTC
organization), there have been accusations of financial malfeasance or
impropriety in the use of clinic supplies and equipment for personal benefit.
Employees may use clinic facilities for personal fitness and treatments, such as
using the whirlpool, or using athletic training equipment to work out before or
after work, and then showering in the small changing area of the gym. However,
some of the therapists have been providing therapeutic services for family and
friends outside clinic hours but using clinic facilities. The previous clinic director
did so himself and turned a blind eye to this practice among other staff, even
though the employee handbook stipulates that clinic facilities and supplies are
not to be used to provide services to individuals who are not actual patients at
the clinic.

6. All healthcare service providers nationwide have been mandated by the U. S.
Department of Health and Human Services (HSS) to convert paper medical
record systems to electronic format. Failure to do so will affect provider Medicare
reimbursement. The SPTC clinics are in the process of converting their medical
record system to electronic format, but not without some difficulty. Staff have
been resistant to the change, and progress has been slower than desired
because of challenges working with the consulting firm helping to implement the
conversion. Each clinic director is responsible for training staff to begin to use the
new system, but the previous clinic director of the Downtown clinic had made
little progress in developing a plan to manage the conversion prior to his

departure from the clinic. Staff are still using paper records because they haven’t
been trained to use the new system, and concerns about the ramifications of
failing to comply with HSS directives are mounting.

In a paper of at least 2,400 words (exclusive of title, abstract, and reference pages), and
referencing at least six scholarly sources in addition to required readings, apply your
learning from throughout the class to address the following:

● Identify a leadership model that has been discussed in class (Transformational
Leadership, Authentic Leadership, or Servant Leadership) that you believe would
be an effective approach for Lawanda to follow as she begins her work in the
clinic.

○ Discuss how and why this leadership model will enable Lawanda to be
successful in her new role.

● Lawanda must choose among a group of candidates to fill the managerial
position vacated by the manager of physical therapy. Referring to the models of
managerial skills, responsibilities, and behaviors you have studied in this course,

○ Identify the skills and competencies Lawanda should look for in a
managerial candidate.

○ Discuss the roles and responsibilities the new manager must be able to
demonstrate in overseeing the work of a group of staff.

■ Note that you do not have to include specifics of managing a
physical therapy department; instead, focus on the general
managerial roles and responsibilities the new manager would be
expected to perform.

● In selecting the new manager of physical therapy, Lawanda can make a solo
decision, or she can involve others in the organization in a group
decision-making process.

○ Analyze the options for Lawanda.
■ Recommend a path forward that will best serve the organization,

○ Defend your recommendations based on the literature.
● The current situation within the Downtown clinic suggests a lack of trust among

employees for leaders and managers.
○ Analyze how Lawanda and the managers who report to her (the clinic

leadership team) can influence organizational culture and values to
improve the situation that is described in the case study.

○ Provide specific examples of actions that can be taken by the clinic
leadership team to influence organizational culture and to regain the trust
and respect of employees.

● Lawanda must work with the clinic managers to develop a plan for transitioning
staff from a paper-based medical record system to an electronic medical records
system. Using one of the change management models you studied in this
course,

○ Recommend a path forward for the clinic leadership team in effecting the
training and procedural changes that will be necessary to transition to the
new electronic medical records system.

■ Note that you do not have to identify specifics of a training plan nor
the specifics of procedural changes. Instead, focus your response
on the application of a change management model and how the
clinic leadership team might support the required steps in
supporting change efforts.

● The Downtown clinic leadership team has some work to do to get the clinic back
on track and operating smoothly and successfully.

○ Provide advice to the clinic leadership team on how to influence the
motivation of employees within the Downtown clinic.

○ Assess the specific motivational factors that can be employed to establish
a more motivating environment within the clinic, citing contemporary
literature.

The Southglenn Physical Therapy Clinics paper must be at least 2,400 words in length
(not including title, abstract, and references pages), and must include references to at
least six scholarly sources in addition to required books and articles. Include title,
abstract, and reference pages in your paper. Format your paper according to APA Style
as outlined in the Writing Center’s APA Style resource. Use resources listed in the Week
2 Assignment to help you correctly format your paper.

Carefully review the Grading Rubric for the criteria that will be used to evaluate your
assignment.

Grading Rubric

2023

Description:

Total Possible Score: 24.00
Applies the Transformational Leadership, Authentic Leadership or Servant Leadership
Model to Identify an Optimal Approach for the New Clinic Director, Discussing How the
Model Will Enable the Clinic Director to Be Successful Given the Challenges Presented in
the Case Study
Total: 4.00
Distinguished – Accurately and thoroughly applies the transformational leadership, authentic leadership, or servant leadership model to identify an
optimal approach for the new Clinic Director, fully justifying the approach with the literature and discussing how and why the model will enable the new
Clinic Director to be successful, given the challenges presented in the case study.
Proficient – Applies the transformational leadership, authentic leadership, or servant leadership model to identify an optimal approach for the new Clinic
Director, justifying the approach with the literature and discussing how and why the model will enable the new Clinic Director to be successful, given the
challenges presented in the case study. Minor details are missing, slightly inaccurate, or slightly unclear.
Basic – Partially applies the transformational leadership, authentic leadership, or servant leadership model to identify an optimal approach for the new
Clinic Director, somewhat justifying the approach with the literature and vaguely discussing how and why the model will enable the new Clinic Director
to be successful, given the challenges presented in the case study. Relevant details are missing, inaccurate, and/or unclear.
Below Expectations – Attempts to apply the transformational leadership, authentic leadership, or servant leadership model to identify an optimal
approach for the new Clinic Director; however, does not justify recommendations with the literature and/or discuss how and why the model will enable
the new Clinic Director to be successful, given the challenges presented in the case study, and/or significant details are missing, inaccurate, and/or
unclear.
Non-Performance – The application of the transformational leadership, authentic leadership, or servant leadership model to identify an optimal
approach for the new Clinic Director, justifying the approach with the literature and discussing how and why the model will enable the new Clinic
Director to be successful, given the challenges presented in the case study is either nonexistent or lacks the components described in the assignment
instructions.

Identifies the Skills and Competencies Required for a Managerial Candidate, and
Discusses the Roles and Responsibilities the New Manager Should Be Able to
Demonstrate in Overseeing the Work of a Group of Staff
Total: 4.00
Distinguished – Clearly and accurately identifies the skills and competencies required for a managerial candidate, and thoroughly discusses the roles
and responsibilities the new manager should be able to demonstrate in overseeing the work of a group of staff.
Proficient – Identifies the skills and competencies required for a managerial candidate, and discusses the roles and responsibilities the new manager
should be able to demonstrate in overseeing the work of a group of staff. Minor details are missing, slightly inaccurate, and/or slightly unclear.
Basic – Vaguely identifies the skills and competencies required for a managerial candidate, and minimally discusses the roles and responsibilities the
new manager should be able to demonstrate in overseeing the work of a group of staff. Relevant details are missing, inaccurate, and/or unclear.
Below Expectations – Attempts to identify the skills and competencies required for a managerial candidate and discuss the roles and responsibilities the
new manager should be able to demonstrate in overseeing the work of a group of staff; however, significant details are missing, inaccurate, and/or
unclear.
Non-Performance – The skills and competencies required for a managerial candidate and discussion of the roles and responsibilities the new manager
should be able to demonstrate in overseeing the work of a group of staff are either nonexistent or lack the components described in the assignment
instructions.

Analyzes the Decision-Making Options for Selecting a New Manager, and Recommends a
Path Forward that Will Best Serve the Organization, Defending the Recommendations
Based on the Literature
Total: 3.00
Distinguished – Thoroughly analyzes the decision-making options for selecting a new manager, and recommends a clear, detailed path forward that will
best serve the organization, comprehensively defending the recommendations based on the literature.
Proficient – Analyzes the decision-making options for selecting a new manager, and recommends a path forward that will best serve the organization,
defending the recommendations based on the literature. Minor details are missing or slightly unclear.
Basic – Minimally analyzes the decision-making options for selecting a new manager, and recommends a partial path forward that will best serve the
organization, somewhat defending the recommendations based on the literature. Relevant details are missing and/or unclear.
Below Expectations – Attempts to analyzes the decision-making options for selecting a new manager and recommend a path forward that will best
serve the organization; however, does not defend the recommendations based on the literature, and/or significant details are missing and/or unclear.
Non-Performance – The analysis of the decision-making options for selecting a new manager and recommendation of a path forward that will best
serve the organization, defending the recommendations based on the literature are either nonexistent or lack the components described in the
assignment instructions.

Analyzes How the Clinic Leadership Team Can Influence Organizational Culture and
Values to Improve the Situation Described in the Case Study, Providing Examples of
Actions that Can Be Taken to Regain the Trust and Respect of Employees
Total: 3.50
Distinguished – Thoroughly analyzes how the clinic leadership team can influence organizational culture and values to improve the situation described
in the case study, providing clear, detailed, specific examples of actions that can be taken to regain the trust and respect of employees.
Proficient – Analyzes how the clinic leadership team can influence organizational culture and values to improve the situation described in the case
study, providing specific examples of actions that can be taken to regain the trust and respect of employees. Minor details are missing or slightly
unclear.
Basic – Minimally analyzes how the clinic leadership team can influence organizational culture and values to improve the situation described in the case
study, providing limited examples of actions that can be taken to regain the trust and respect of employees. Relevant details are missing and/or
unclear.
Below Expectations – Attempts to analyze how the clinic leadership team can influence organizational culture and values to improve the situation
described in the case study; however, does provide examples of actions that can be taken to regain the trust and respect of employees, and/or
significant details are missing and/or unclear.
Non-Performance – The analysis of how the clinic leadership team can influence organizational culture and values to improve the situation described in
the case study, providing examples of actions that can be taken to regain the trust and respect of employees is either nonexistent or lacks the
components described in the assignment instructions.

Recommends a Path Forward Using a Change Management Model to Accomplish the
Training and Procedural Changes that Will Be Necessary to Transition to the New
Electronic Medical Records System
Total: 3.00
Distinguished – Recommends a clear, detailed path forward using a Change Management model to accomplish the training and procedural changes
that will be necessary to transition to the new electronic medical records system.
Proficient – Recommends a path forward using a Change Management model to accomplish the training and procedural changes that will be necessary
to transition to the new electronic medical records system. Minor details are missing or slightly unclear.
Basic – Recommends a limited path forward using a Change Management model to accomplish the training and procedural changes that will be
necessary to transition to the new electronic medical records system. Relevant details are missing and/or unclear.
Below Expectations – Attempts to recommend a path forward using a Change Management model to accomplish the training and procedural changes
that will be necessary to transition to the new electronic medical records system; however, significant details are missing and/or unclear.
Non-Performance – The recommendation of a path forward using a Change Management model to accomplish the training and procedural changes
that will be necessary to transition to the new electronic medical records system is either nonexistent or lacks the components described in the
assignment instructions.

Assesses the Specific Motivational Factors the Clinic Leadership Team Can Employ to
Establish a More Motivating Environment Within the Clinic, Citing Contemporary
Literature
Total: 2.50
Distinguished – Thoroughly assesses the specific motivational factors the clinic leadership team can employ to establish a more motivating environment
within the clinic, clearly and accurately citing contemporary literature.
Proficient – Assesses the specific motivational factors the clinic leadership team can employ to establish a more motivating environment within the
clinic, citing contemporary literature. Minor details are missing, slightly inaccurate, or slightly unclear.
Basic – Minimally assesses the specific motivational factors the clinic leadership team can employ to establish a more motivating environment within
the clinic, vaguely citing contemporary literature. Relevant details are missing, inaccurate, and/or unclear.
Below Expectations – Attempts to assess the specific motivational factors the clinic leadership team can employ to establish a more motivating
environment within the clinic; however, does not cite contemporary literature, and/or significant details are missing, inaccurate, and/or unclear.
Non-Performance – The assessment of the specific motivational factors the clinic leadership team can employ to establish a more motivating
environment within the clinic, citing contemporary literature is either nonexistent or lacks the components described in the assignment instructions.

Written Communication: Control of Syntax and Mechanics
Total: 1.00
Distinguished – Displays meticulous comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work contains
no errors and is very easy to understand.
Proficient – Displays comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work contains only a few minor
errors and is mostly easy to understand.
Basic – Displays basic comprehension of syntax and mechanics, such as spelling and grammar. Written work contains a few errors which may slightly
distract the reader.
Below Expectations – Fails to display basic comprehension of syntax or mechanics, such as spelling and grammar. Written work contains major errors
which distract the reader.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.

Written Communication: APA Formatting
Total: 1.00
Distinguished – Accurately uses APA formatting consistently throughout the paper, title page, and reference page.
Proficient – Exhibits APA formatting throughout the paper. However, layout contains a few minor errors.
Basic – Exhibits limited knowledge of APA formatting throughout the paper. However, layout does not meet all APA requirements.
Below Expectations – Fails to exhibit basic knowledge of APA formatting. There are frequent errors, making the layout difficult to distinguish as APA.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.

Written Communication: Word Requirement
Total: 1.00
Distinguished – The length of the paper is equivalent to the required number of words.
Proficient – The length of the paper is nearly equivalent to the required number of words.
Basic – The length of the paper is equivalent to at least three quarters of the required number of words.
Below Expectations – The length of the paper is equivalent to at least one half of the required number of words.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.

Written Communication: Resource Requirement
Total: 1.00
Distinguished – Uses more than the required number of scholarly sources, providing compelling evidence to support ideas. All sources on the reference
page are used and cited correctly within the body of the assignment.
Proficient – Uses the required number of scholarly sources to support ideas. All sources on the reference page are used and cited correctly within the
body of the assignment.
Basic – Uses less than the required number of sources to support ideas. Some sources may not be scholarly. Most sources on the reference page are
used within the body of the assignment. Citations may not be formatted correctly.
Below Expectations – Uses an inadequate number of sources that provide little or no support for ideas. Sources used may not be scholarly. Most
sources on the reference page are not used within the body of the assignment. Citations are not formatted correctly.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.

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