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Perspectives on healthcare leader and leadership development
Elaine S Scott
Journal of Healthcare Leadership , 2010, DOI: http://dx.doi.org/10.2147/JHL.S8292
Abstract: spectives on healthcare leader and leadership development Perspectives (10266) Total Article Views Authors: Elaine S Scott Published Date July 2010 Volume 2010:2 Pages 83 - 90 DOI: http://dx.doi.org/10.2147/JHL.S8292 Elaine S Scott College of Nursing, Graduate Nursing Science Department, East Carolina University, Greenville, NC USA Abstract: Healthcare delivery systems are complex entities that must merge the best of administrative and clinical practices into a new model of leadership. But, despite growing recognition that healthcare organizational leaders must partner with clinical leaders to address patient safety, evidence based practice, financial sustainability, and capacity, tensions between the groups remain. Healthcare is based in large, bureaucratic entities organized in administrative hierarchies with clinical or product line silos that thwart collaboration, limit inter-disciplinary engagement, and foster mistrust. Around the world healthcare accessibility, fragmentation and affordability issues challenge healthcare systems whether they are centralized, socialized systems or free market private and public enterprises. In response to these concerns, healthcare organizations are struggling to address the ‘how’ of integrating clinician competence in patient management with the financial imperatives of modern day delivery systems. To redesign healthcare services for effectiveness and efficiency and to improve patient safety and outcomes, organizations must redefine leadership using new paradigms that promote the development and diffusion of improvements and innovations. Current research evidence shows that there is a need for not just formal administrative leadership, but also a need to develop integrated leadership processes throughout healthcare delivery systems. Shared leadership concepts framed in the context of complexity leadership theory (CLT) provides a vehicle for rethinking old definitions of leadership and for mobilizing the collective energy of healthcare organizations.
Functional Results-Oriented Healthcare Leadership: A Novel Leadership Model
Salem Said Al-Touby
Oman Medical Journal , 2012,
Abstract: This article modifies the traditional functional leadership model to accommodate contemporary needs in healthcare leadership based on two findings. First, the article argues that it is important that the ideal healthcare leadership emphasizes the outcomes of the patient care more than processes and structures used to deliver such care; and secondly, that the leadership must strive to attain effectiveness of their care provision and not merely targeting the attractive option of efficient operations. Based on these premises, the paper reviews the traditional Functional Leadership Model and the three elements that define the type of leadership an organization has namely, the tasks, the individuals, and the team. The article argues that concentrating on any one of these elements is not ideal and proposes adding a new element to the model to construct a novel Functional Result-Oriented healthcare leadership model. The recommended Functional-Results Oriented leadership model embosses the results element on top of the other three elements so that every effort on healthcare leadership is directed towards attaining excellent patient outcomes.
The Leadership Gap: Ensuring Effective Healthcare Leadership Requires Inclusion of Women at the Top  [PDF]
Kathryn J. McDonagh, Paula Bobrowski, Mary Ann Keogh Hoss, Nancy M. Paris, Margaret Schulte
Open Journal of Leadership (OJL) , 2014, DOI: 10.4236/ojl.2014.32003
Abstract:

This paper argues that successful transformation of the healthcare system requires inclusion of women at the top. Women are missing in top leadership roles in healthcare at a time when the US healthcare system faces daunting challenges. There is a documented need for diverse leadership teams with transformational leadership skills to successfully lead organizations, yet women who comprise three fourths of the healthcare workforce are sparsely represented in board rooms and in the senior executive suite. Through a review the literature the authors explain why this leadership gap persists and recommend strategies to increase gender diversity in leadership ranks of the healthcare industry. Studies from other business sectors are also examined for application in healthcare. A lack of focus on female career development and succession planning, often based on persistent stereotypes about women leaders is a major deterrent to advancing women in top leadership positions. A compelling case is made for immediate remediation of this issue and implementing strategies to fill the leadership gap with talented women leaders. There is a demand to increase the number of women in top leadership positions in healthcare to assist in overcoming the current crises facing the industry.

Educational Leadership for E-Learning in the Healthcare Workplace  [cached]
Dorothy (Willy) Fahlman
International Review of Research in Open and Distance Learning , 2012,
Abstract: Effective educational leadership can make a difference in the resolution of complex issues that impact today’s demand-driven educational marketplace. The ongoing professional and skill development needs of human health resources may be best managed through distributed strategic leadership blended with servant leadership. Together these two approaches may offer the critical bridge for effective educational leadership for e-learning within the healthcare workplace.
The Improvement of Leadership Development in the Healthcare Sector: A Case Study in Japanese Hospitals  [PDF]
Neville Greening
Open Journal of Leadership (OJL) , 2019, DOI: 10.4236/ojl.2019.82003
Abstract: The healthcare industry faces unique challenges that set it apart from other types of industries. Healthcare leaders and staff experience high environmental complexities that require a unique combination of leadership skills and knowledge. Leadership is increasingly emerging as a significant strategic business imperative for medical organizations, in their attempt to adapt to and anticipate dynamics to keep up with market trends (Wheelen, Hunger, Hoffman, & Bamford, 2017). As front-line healthcare providers, doctors, and nurses require essential leadership and managerial skills to carry out their duties efficiently. Harden & Laidlaw (2017) postulate that effective communication in the healthcare sector is an essential tool for providing all stakeholders with clarity and satisfaction, while ineffective communication can lead to patient dissatisfaction, confusion, anxiety, or illness. The contemplated research examines the above through an analysis of leadership development and performance management in the healthcare sector. The primary objective of this research is to address the core competencies that a healthcare leader should develop and to build a new model or framework for leadership development in the Japanese healthcare industry.
Leadership insights of the Chinese military classics: for physician leaders and healthcare administrators
Robert W Enzenauer
Journal of Healthcare Leadership , 2010, DOI: http://dx.doi.org/10.2147/JHL.S7866
Abstract: dership insights of the Chinese military classics: for physician leaders and healthcare administrators Commentary (3288) Total Article Views Authors: Robert W Enzenauer Published Date April 2010 Volume 2010:2 Pages 1 - 9 DOI: http://dx.doi.org/10.2147/JHL.S7866 Robert W Enzenauer Dept of Ophthalmology, UC Health Science Center, Rocky Mountain Lions Eye Institute Aurora, Co, USA Abstract: Leadership requires an understanding of human nature. Many popular books have been written describing the leadership principles of Biblical figures, athletes, military commanders, and even fictional heroes. Many of the contemporary authors who describe the traits, attributes, and actions that typify successful leaders can find that virtually all of the current leadership philosophy was recognized thousands of years ago. Trite sayings from Chinese military classics often find their way into after-dinner fortune cookies in many American Chinese restaurants. However, the lessons from the Chinese military classics should not be under-estimated and certainly should not be trivialized. Leaders at all levels of healthcare management can learn timeless lessons, spanning three millennia, from the wisdom of ancient Chinese military writings.
The Patchwork Text Assessment – An Integral Component of Constructive Alignment Curriculum Methodology to Support Healthcare Leadership Development
Leigh J. A.,Rutherford J.,Wild J.,Cappleman J.
Journal of Education and Training Studies , 2013, DOI: 10.11114/jets.v1i1.83
Abstract: Background: A responsive and innovative postgraduate programme curriculum that produces an effective and competent multi professional healthcare leader whom can lead within the United Kingdom (UK) and international healthcare context offers a promising approach to contributing towards the challenging global healthcare agenda Aims: The aim of the study is to evaluate the impact of utilising constructive alignment curricular methodology incorporating the Patchwork Text Assessment on the healthcare leadership development of UK and international postgraduate students Design: Case study design, incorporating Kirkpatrick's Five Levels of Evaluation Model Settings and Participants: 12 post graduate students (multi-professional, UK and international) studying on a healthcare leadership and management programme at one UK University in the North West of England. Methods: Rretrieval of the critical commentary produced and submitted by students as part of the Patchwork Text Assessment process Data Analysis: Thematic content analysis approach Results: Four key themes emerged demonstrating how the success of constructive alignment and the Patchwork Text Assessment in promoting deep learning for UK and international postgraduate healthcare leadership students is underpinned by principles of good practice and these include: a) Curriculum planners incorporating work based learning activities into the generated learning activities b) Curriculum planners creating the best learning environment so the student can achieve the learning activities c) Providing the learning activities that reflect the real world of healthcare leadership d) Providing students with opportunities to contextualise theory and practice through relevant patchwork activity and learning activities e) Equipping students with the transferable postgraduate skills (through learning activities and patch working) to embark on a journey of lifelong learning and continuous professional development f) Targeting the postgraduate programme /module intended learning outcomes and assessment patches against contemporary leadership qualities frameworks g) Providing students with opportunities to reflect in multi- professional groups that remain constant in terms of facilitator and supervisor h) Creating the learning opportunities for students to apply their learning to their own healthcare organisation
A vision and compass for healthcare leadership: Lessons from the migrant nurse resolution for recurrent nursing shortages
Deleise S Wilson, Richard W Redman, Kathleen M Potempa
Journal of Healthcare Leadership , 2010, DOI: http://dx.doi.org/10.2147/JHL.S12062
Abstract: vision and compass for healthcare leadership: Lessons from the migrant nurse resolution for recurrent nursing shortages Review (4819) Total Article Views Authors: Deleise S Wilson, Richard W Redman, Kathleen M Potempa Published Date August 2010 Volume 2010:2 Pages 91 - 96 DOI: http://dx.doi.org/10.2147/JHL.S12062 Deleise S Wilson, Richard W Redman, Kathleen M Potempa School of Nursing, University of Michigan, Ann Arbor, MI, USA Abstract: The ways migrant health care workers have been used internationally over the past decades demonstrates, in part, the global factors and effects of institutional leadership decisions. This example is especially illustrative in nursing given decades of the recruitment and exportation of nurses. The lessons for leadership in nursing may inform leaders in other health professions.
Improving clinical leadership and management in the NHS
Nicol ED
Journal of Healthcare Leadership , 2012,
Abstract: Edward D Nicol1,21Department of Cardiology, Royal Brompton Hospital and Harefield NHS Trust, London, United Kingdom; 2Clinical Leadership Academy, School of Medicine, Keele University, Staffordshire, United KingdomAbstract: The National Health Service (NHS) is one of the UKs most cherished but political public institutions, providing healthcare, free at the point of delivery. The English NHS must make £20bn efficiency savings in the next 3 years whilst in the midst of fundamental structural change outlined in the government's Health and Social Care Bill. This paper will explore the history of leadership and management in the NHS; the evolution of clinical leadership; national strategies to improve NHS clinical and managerial leadership and Lord Darzi's pivotal NHS review. It defines the kind of leadership and management required for today's NHS, looking to overcome some of the main challenges such as improving healthcare quality whilst making efficiency savings and engaging grass roots workers to deliver sustainable, long term improvements. Finally this manuscript makes suggestions as to where future investment is required to improve clinical leadership and management in the NHS.Keywords: clinical leadership, healthcare management, national health service
Political Leadership in German History  [cached]
Stefan Frohlich
Scienza & Politica : per una Storia delle Dottrine , 1996, DOI: 10.6092/issn.1825-9618/2930
Abstract: Political Leadership in German History
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