Amanda Smith

Running head: LITERATURE REVIEW AND PROBLEM STATEMENT 1

LITERATURE REVIEW AND PROBLEM STATEMENT 8

Literature Review and Problem Statement

Project

Literature Review and Problem Statement

Introduction

Healthcare administration leadership is a trendy topic and research area that can find its way in numerous literature pieces. Healthcare organization comprises of a complicated network of copious professional groups. In healthcare administration, a change is needed to enhance service quality and organizational performance in the healthcare system (Chatterjee et al., 2018). The literature review on healthcare administration leadership shows that there is the existence of crucial leadership gaps within the current healthcare system. Various models and theories have predisposed the current leadership policies and strategies linked to the healthcare environment. This review aims to provide different literature on healthcare administration leadership's common trends, the problem statement, and research gaps relating to this topic.

Common Trends in Healthcare Administration Leadership

Within the healthcare setting, many trends have become apparent. One of the common trends involves shared, distributed, and collective leadership rather than focusing on individual development as it was traditionally. With this trend, the introduction of new leadership development acknowledges that individual leaders cannot address challenges and issues posed by healthcare systems' complexity (MacPhee et al., 2013). The author has described this trend as moving from "i" (the leader) to "we" (shared, distributed, and collective). West et al. (2014) affirm that collective leadership in healthcare occurs in small and large networks, departments, formal or informal groups, and programs.

The second trend relating to healthcare administration leadership is globalization. Ideally, collective leadership is based on complimenting healthcare globalization. MacPhee et al. (2013) define globalization as a rapid pace through which there has been a connection via technology and economics. With the healthcare globalization trend, it is identified as a mechanism to reduce minority gaps and improve public health based on a global scale via information and resource sharing. Reviewing the traditional approaches to global health, it solely focused on a flow of support from the developed countries to developing countries. New globalization movements put the attention on driving resource-rich or interdependencies and developing countries.

The third trend is inter-professional healthcare education. Cox et al. (2016) acknowledge that healthcare poses many challenges, starting with educating healthcare professionals. Apprehensively, further studies show that a distinctive silo-effect educational approach has led to become challenging to offer interprofessional education. Even though groups mainly deliver healthcare of healthcare professionals. In breaking the traditional trend, collaboration seems promising in breakdown silos (MacPhee et al., 2013). This trend is also deemed to be promoting a transformative learning environment. Learning through collaborative mechanisms increases learners' ability to reason practically and truly address local priorities (Lantaz, 2008). Healthcare reforms and transformation that have been detailed in the new century include the adoption of flexible, local adaptation, effective resource utilization, new professionalism culture, implementation of information technology, and distance education and networking.

Literature Review

Definition of Leadership and Introduction to Literature Review

According to Warren Bennis, a forerunner of leadership studies defined and perceived leadership as a function of knowing yourself with a vision that is well articulated and communicated, developing trust among coworkers, and adopting effective action in realizing your leadership potential (Kumar & Khiljee, 2015). According to West et al. (2014), a leader is someone having followers.

Different literature, theories, and models relating to leadership in healthcare administration have been present by various authors and research. Kumar et al. (2015) agree that healthcare systems and institutions comprise complex interfaces based on different professionals' numerous roles. Importantly, further studies acknowledge that practical cooperation is a disparaging and indispensable shortfall in other healthcare arenas. Therefore, effective leadership is crucial in bringing the required changes necessary to the organizations' healthcare quality.

Review of Related-Literatures

Based on a review of the healthcare literature associated with quality and safety improvements, Cox et al. (2016) argue that identifying and influencing the opinion leaders amongst clinicians, healthcare workers, and the whole leadership means controlling the entire leadership in the healthcare setting, based on improving healthcare quality and safety. Further review by Chatterjee et al. (2018), "leadership exist inside connections that are accessible to all via an organization."

In his article, Al-Sawai (2013) depicts leadership as a person's conduct while organizing activities to achieve a common objective for the organization and adapt to change. Leadership should be established as a complex set of practices by various people within specific organizational and inter-organizational cultures (Hartley & Benington, 2010). Other studies argue that healthcare management ought to have collaborated with multi-layered groups to support future goals and improve healthcare status in the organization and community.

Hovey et al. (2011) acknowledge that effective interpersonal collaboration calls for aligning objectives, resources, skills, and values within the healthcare setting. Further studies by this author promote learning and demonstrating effective leadership implementation through teamwork. Cuff et al. (2014) provide a review regarding interprofessional collaborative professionalism, which significantly facilitates refining interpersonal learning activities. Further studies affirm that even though there has been a growing transformation of healthcare delivery systems, educators have been remained unresponsive and adamant on the need to transform health professions and educations. This is in line with alignment with the providers and the public's needs, expectations, and requirements.

Regarding the review of leadership theories, it is essential to note that such theories have not been developed in the healthcare settings but were developed in the business context and adopted in the healthcare unit (Chatterjee et al., 2018). In the theoretical review framework context, theories have been considered dynamic and keep on transforming over time. In his review, Kotter (2013) asserts that in modern days, healthcare is becoming progressively competitive with the dynamic environment and the leadership becoming the pillar linked to motivation and inspiration of change in the future.

Based on the review on a unique model for managing and institutions known as the Healthcare Leadership Alliance, Stefl et al. (2008) argue that this model is meant to foster the development and association based on a far-reaching range of healthcare organizational units. A fundamental theory of leadership that can be attributed and put into healthcare administration is the Great Man Theory that argues that leaders are born but not made (Kumar & Khiljee, 2015). The further gives an overview of Trait Theory developed in the 20th century and has some connections as those with the Great Man Theory; The theory states that some people have specific traits that cannot be learned. Such characteristics include adaptability, assertiveness, and ambitiousness (Chatterjee et al., 2018). This author has described these traits to be suitable in some situations. Other theories that can be traced in the literature include behavioral theory, etc.

Theoretical Gaps

Leadership in healthcare administration is concerned with developing a vision of care in which patients are treated and quality services. According to Severinsson and Holm (2012), lack of knowledge is a critical factor that may negatively affect nurses' and patients' outcomes. Thus, it is essential to reflect on the knowledge and research gaps existing regarding healthcare administration. Knowledge and research gaps exist on various levels as per the literature provided, which include healthcare discipline. Another gap exists regarding the situation of healthcare professionals who struggle in the organizations and community.

Additionally, a fundamental theoretical gap exists in the current, whereby different theories, models, and cases have predisposed the current leadership strategies that can be associated with healthcare settings. This theoretical and research gap in leadership can be bridged by providing an extensive review of various healthcare organizations' leadership styles. Another gap is based on integrated studies to investigate and recognize leadership challenges in healthcare administration and organizations.

Problem Statement

Effective leadership is an essential element in the healthcare setting and has a far-reaching range of functions for improving organizational efficiency and effectiveness. Ghiasipour et al. (2017) claim that hospital care organizations with hospitals in the center are extensive and multifaceted fashionable institutions, owing to different resources and advanced procedures. Most studies have appreciated that the highest percentage of healthcare administration problems are due to poor leadership and communication. Poor leadership in healthcare administration and institutions could lead to an increase in costs, reduction of efficiency, effectiveness,

Based on the specific problems that address identified gaps in the literature, complex issues, and challenges in managing healthcare institutions exist. Most of the studies have been undertaken in bridging this gap by investigating leadership in healthcare administration and leadership style and its implication on such issues. Various studies have been performed that address the research gaps identified in the literature review, such as knowledge gaps in healthcare administration and the theoretical perspective of leadership (Severinsson & Holm, 2013).

Additionally, addressing the theoretical and research gaps requires a vital aspect that involves formulating a team leadership action plan that helps healthcare administration develop interventions for identifying knowledge gaps (Gifford et al., 2011). Moreover, leaders are expected to facilitate and bring about change in an organization. Such expectations can be exhaustive and knowledge on how to be influential leaders in healthcare organizations.

This paper's problem statement incorporates positive social change implications by providing perspective to effective healthcare administration leadership. This helps build leadership self-efficacy, the inclusion of experiences in diverse settings. Ideally, the problem statement has focused on positive social change by promoting and including qualities that define socially responsible readers. Additionally, through this, it has focused on promoting the development of their values and societal privileges. Based on this topic, research, and gaps in this paper, I would be the agent of change by embracing diversity and inclusion in leadership within the healthcare setting. Lastly, I would embark on teamwork in learning and provisioning of healthcare services to ensure patient safety. This can also be achieved by promoting good safety culture geared towards achieving and realizing positive leadership outcomes in healthcare administration in the organization and community.

References:

Chatterjee, R., Suy, R., Yen, Y., & Chhay, L. (2018). Literature review on leadership in healthcare management. Journal of social science studies, 5(1), 38-47.

Cox, M., Cuff, P., Brandt, B., Reeves, S., & Zierler, B. (2016). Measuring the impact of interprofessional education on collaborative practice and patient outcomes.

Cuff, P., Schmitt, M., Zierler, B., Cox, M., De Maeseneer, J., Maine, L. L., ... & Thibault, G. E. (2014). Interprofessional education for collaborative practice: views from a global forum workshop.

Ghiasipour, M., Mosadeghrad, A. M., Arab, M., & Jaafaripooyan, E. (2017). Leadership challenges in health care organizations: The case of Iranian hospitals. Medical journal of the Islamic Republic of Iran, 31, 96.

Hovey, R. B., Dvorak, M. L., Burton, T., Worsham, S., Padilla, J., Hatlie, M. J., & Morck, A. C. (2011). Patient safety: a consumer’s perspective. Qualitative health research, 21(5), 662-672.

Lantz, P. M. (2008). Gender and leadership in healthcare administration: 21st century progress and challenges. Journal of Healthcare Management, 53(5).

MacPhee, M., Chang, L., Lee, D., & Spiri, W. (2013). Global health care leadership development: trends to consider. Journal of Healthcare Leadership, 5, 21-29.

Severinsson, E., & Holm, A. L. (2012). Knowledge gaps in nursing leadership–focusing on health care systems organization. Journal of nursing management, 20(6), 709-712.

Stefl, M. E. (2008). Common competencies for all healthcare managers: the healthcare leadership alliance model. Journal of healthcare management, 53(6).

West, M. A., Lyubovnikova, J., Eckert, R., & Denis, J. L. (2014). Collective leadership for cultures of high-quality health care. Journal of Organizational Effectiveness: People and Performance.