Unit III Annotated Bibliography
EFFECTIVE LEADERSHIP STRATEGIES IN HEALTHCARE 1
EFFECTIVE LEADERSHIP STRATEGIES IN HEALTHCARE 2
Effective Leadership Strategies in Healthcare
Healthcare leaders must identify effective strategies to ensure the provision of the possible leadership in their organizations and in the industry. Leadership is a key aspect of the growth, development, and success of any organization. Therefore, there must be a strategic vision in order accomplish the goal of the best quality patient care possible and must be accompanied by appropriate strategies. The healthcare industry is of interest to me because I am the Director of Nursing for a small rural acute care facility. Due to our location, we have a very diverse patient population. It is important for me to understand the most effective leadership strategies to lead our organization through the operational challenges that are prevalent in the health care industry so that our leadership team can make this hospital and organization as successful as possible.
The purpose of a literature review is to provide background information to more fully understand challenges faced by healthcare leaders and effective strategies with which they can strategically manage these challenges. The leader plays a critical role in the provision of healthcare. The leader sets the tone for the culture of any healthcare organization and be the foundation that supports patient care. Further, to improve the level of quality and service, healthcare leaders must continue to identify and develop innovative strategies to ensure the satisfaction of employees, patients as well as the organizational performance of the health care system. However, it is difficult for most of the health care organizations to innovate; specifically, in terms of leadership system and culture. A significant gap in leadership exists in the current health care system. Numerous research studies and care models have influenced the current leadership strategies that can be connected to the healthcare setting. Determining the dominant characteristics and traits associated with successful senior leaders from historical literature and evidence-based leadership theories are relevant in developing effective strategic initiatives for leaders in the healthcare industry. The presence of experienced executive leadership is a critical element of successful attainment of quality patient outcomes in the rapidly changing and uncertain health care environment (McAlearny, 2010). This review seeks to examine effective leadership strategies for improved performance of health care organizations.
Leaders of health care systems of all sizes and complexities are struggling to maintain operations in a business environment complicated by shrinking reimbursements and increasingly complex regulation. As healthcare organizations utilize more matrixed department and leadership at the senior level becomes less hierarchical, leadership has evolved from a top down structure to become more about the ability to influence others to effect optimal outcomes than about the positions or titles.
For any health care organization to be successful, the employees are required to work together to achieve its key performance metrics and qualility goal. The leaders acknowledge that for quality to be achieved there must be a direction, arrangement and set objectives that require realization. The acknowledgment, therefore, drives leaders to create inspiring visions at every operationalized level. It also shows them the need to design clear and aligned objectives for all levels and departments. Thus, once a culture created based on these attributes adheres to the institution can credit itself to delivering quality healthcare to patients.
Leadership can be described as the behavior of a person when directing the activities of a community or group towards a common goal. It is important therefore for leadership to be properly selected and organized to ensure the achieving of the said goal. It is particularly important to have effective leadership strategies in the healthcare industry (Al-Sawai, 2013).
Leadership strategies when effectively integrated into organizational culture significantly impact the care provided to pathients. Leaders who display an authentic and transformational leadership style allow for the recognition of needed change and are capable of guiding change by inspiring followers and creating a sense of commitment.
Investment of an organization in the healthcare industry in leadership development programs is the first step to ensuring that healthcare leaders can generate and maintain professional leaders. The environment in the healthcare industry is changing and increasingly becoming very complex. Leaders in the healthcare industry need to put in programs of identifying the potential leaders within their organizations and ensuring that they are prepared to take up leadership positions in the future. Investing in a leadership development program ensures that the healthcare industry can create a benchmark to be followed by the leaders in the future. It is essential that leaders prepare their subordinates to take on various positions in the future (Browning, Torain, & Patterson, 2016).
Leadership in the healthcare industry also needs to be accompanied by a balanced leadership structure. The healthcare industry is one which lays focus on providing rehabilitative, preventive and palliative care. It is important therefore to have a strong leadership team which is responsible for the business operations to ensure a smooth-running healthcare organization. Leaders need to embrace leadership teams that will guide them in managing their organizations as opposed to running a one-man team as the leader. The teams best work when they are interdisciplinary, and they help to build up leadership which can identify with the diversity in the employee population in healthcare organizations (Dotson & Nuru-Jeter, 2012).
It is also important to recognize individuals in healthcare as resources which form a part of the capital in the healthcare organizations. The human capital theory says that individuals and their characteristics which are acquired through education and experience form part of the resources that any organization has. Leadership in healthcare organizations needs to understand the role of individual employees and give them the training to enable the organization to grow. It has been established that there is a correlation between the success of healthcare organizations and understanding the role of human capital. Leadership must recognize that the labor provided by the organization is not physical work, but an important part of the capital invested in the healthcare organization (Mallinger, Goodwin, & O’Hara, 2009)
Anticipated direction, company growth, and leadership programs need to be part of the mandate given to the leadership of healthcare organizations. Becker (1993) said that there are two categories of human capital; general and specific. The specific human capital is the one which focuses on improving efficiency in the workplace through activities like training and leadership seminars. The general human capital refers to the investment of an individual in their well-being and their future through self-improvement, healthy living and learning away from the place of work. The leadership in organizations need to ensure that investment in human capital ought to begin during recruitment if the managers want to have a formidable team on board (McAlearney & Butler,2008).
References
Al-Sawai, A. (2013,). Leadership of healthcare professionals: Where do we stand? Oman Medical Journal, 28(4), 285-287. https://doi.org/10.5001/omj.2013.79
Browning, H. W., Torain, D. J., & Patterson, T. E. (2016). Collaborative Healthcare Leadership: A six-part model for adapting and thriving during a time of transformative change. Retrieved from https://www.ccl.org/wp-content/uploads/2015/04/CollaborativeHealthcareLeadership.pdf
Dotson, E., & Nuru-Jeter, A. (2012, Jan/Feb). Setting the stage for a business case for leadership diversity in healthcare: History, research, and leverage. Journal of Healthcare Management, 57(1), 35-44. Retrieved from https://search-proquest-com.libraryresources.columbiasouthern.edu/abicomplete/docview/920291660/C6CE79D5A6E04BC2PQ/1?accountid=33337
Mallinger, M., Goodwin, D., & O’Hara, T. (2009). Reorganizing Organizational Culture in Managing Change. Graziadio Business Review, 12(1). Retrieved from https://gbr.pepperdine.edu/2010/08/recognizing-organizational-culture-in-managing-change/
McAlearney, A. S., & Butler, P. W. (2014, Sep/Oct). Using leadership development programs to improve quality and efficiency in healthcare. Journal of Healthcare Management, 53(15), 319-331. Retrieved from https://search-proquest-com.libraryresources.columbiasouthern.edu/abicomplete/docview/206735853/6008CC6143A64002PQ/6?accountid=33337
McAlearney, A. S. (2010, May 01). Executive leadership development in U.S. health systems. Journal of Healthcare Management, 55(3). Retrieved from http://www.biomedsearch.com/article/Executive-leadership-development-in-US/228331004.html
Sonnino, R. E. (2016, February 12). Health care leadership development and training: progress and pitfalls. Journal of Healthcare Leadership, 8(), 19-29. https://doi.org/10.2147/JHL.S68068