Leadership and health care
Contingency theory is based on the premise that the behaviour exhibited by a leader varies, depending on the prevailing circumstance or situation [ 41424344 ].
Leadership in healthcare essay
Notwithstanding the crucial place of training and professional development in health management and leadership, evidence of the impact of such development interventions on competence and performance is limited and contentious. It is at this point where consumers are recipients of hospital care and where they witness and experience how the system functions, observing the strengths and inefficiencies of the health care system and conflict and collegiality between and among groups of health professionals. Thus, further research is needed to build the evidence on the relationships between targeted training and professional development interventions, individual competence of leaders from health management and clinical backgrounds and organisational performance. In healthcare, because of the unique professional and legal role of licensed independent practitioners within the organization, the organized licensed independent practitioners — in hospitals, the medical staff — are also directly accountable to the governing body for the care provided. What is it that makes certain professionals stand out when it comes to leadership? Conclusions The health care sector is complex, characterised by constant changes and reforms. Some of these programs have similar features to UK NHS leadership frameworks and associated strategies. Future strategies should aim to address these barriers so as to enhance the quality of clinical leadership in hospital care. Contingency or situational theory emerged in the early s due to inability of previous theories to explain different aspects of leader behaviour [ 36 ]. The report showcases six rules that leading organizations and professionals have told us drive successful approaches to leadership and management development, each with a case study of how this has worked in practice. Thus, in addition to identifying core competencies, it may also be useful to identify specific competencies required by certain individuals or members of a professional body for effective performance [ 5 ]. Top 3 skills healthcare leaders need now.
She is a frequent speaker at healthcare conferences, has keynoted more than presentations worldwide, has authored six books, and has published more than articles. As the focus on hospital performance intensifies, leadership to increase efficiencies and improve quality will be of increasing importance.
Although there are many published studies that indicate the importance of leadership, few of these studies have attempted to correlate a certain leadership style with patient outcomes and healthcare quality indicators.
Strategy as planned change — setting the stage for change. Measures on patient outcomes and satisfaction constitute: shorter patient length of stay, hospital mortality level, health care-associated infections, failure to rescue ratio, restraint use, medication errors, inadequate pain management, pressure ulcers rate, patient fall rate, falls with injury, medical errors, and urinary tract infections [ 7 ].
Morrissey J. Leadership styles were found to be strongly correlated with quality care and associated measures.
Leadership and management in healthcare organizations
According to Smirich and Morgan [ 45 ], leadership is a product of interaction between the situation, the leader, and the followers. Conflict of interest. In other words, a competent health manager or leader possesses the requisite knowledge, skills and attitudes that enable him or her to manage or lead effectively. Strong and competent management and leadership workforces are thus required to navigate the sector through the complex web of interacting factors and lead reforms for effective and efficient health care delivery. To derive cost efficiency and improve productivity, there has been intense reorganization. For purposes of this article, four traits will be discussed: envisioning a desired future, fostering innovation and change, building effective teams, and creating a positive working culture. Definitional issues in clinical leadership Within the health care system, it has been acknowledged that clinical leadership is not the exclusive domain of any particular professional group. Contingency or situational theory emerged in the early s due to inability of previous theories to explain different aspects of leader behaviour [ 36 ]. The focus of the analysis was on clinical nurse leader responses to nurses raising concerns. This much has also been recognised by the World Health Organisation, which has advocated the need to strengthen management and leadership capabilities at all levels of the health system [ 60 , 61 ]. Effective leadership has an indirect impact on reducing mortality rates, by inspiring, retaining and supporting experienced staff.
Although management and leadership may represent two distinct disciplinary and practice areas, distinguishing between the two concepts in practice may be difficult [ 24 ]. Thus, in addition to identifying the essential competencies required by health management and leadership workforces generally, the health care sector should also focus on the competencies required by specific groups and organisations.
A close look at these domains of competencies shows that some, including communication, interpersonal relationships, professionalism and leadership, are people and relationship centred. Effective governance is crucial to efforts to maximize effective management of care in the hospital setting.
This type of work engagement requires forms of citizenship behaviors that are focused upon improving clinical systems and practices.
based on 60 review