C H R I S TA C . C O U C H

HEALTH CARE LEADERSHIP IN A DIVERSE INDUSTRY

INTRODUCTIONThere are common competencies when delivering effective

administrative management in a

health care organization in

addition to different competencies such as leadership and management. It’s

important to combine both

competencies to ensure high staff motivation along with overseeing

regulations.

This system is not perfect though, and

there are some challenges that need

to be addressed especially when

dealing with resource

management. To overcome challenges

it is vital to be an authentic leader

while in management and there are several

opportunities presented when

producing competencies on a

management level in a health care organization.

Consolidating an organization that

is based upon ethical

consideration is imperative for

the well-being of the

establishment. It’s important to discuss how to involve ethical considerations

into the requirements of

the staff.

HEALTHCARE LEADERSHIP ALLIANCE (HLA)

• “The HLA is a consortium of six major professional membership organizations, used the research from and experience with their individual credentialing processes to post five competency domains common among all practicing healthcare managers (Stefl, 2008).” • These five competency domains include:

communication and relationship management; professionalism; leadership; knowledge of the health care system; and business skills and knowledge.

COMMUNICATION AND RELATIONSHIP MANAGEMENT

• “Communication and relationship management is the ability to communicate clearly and concisely with internal and external customers, to establish and maintain relationships, and to facilitate constructive interactions with individuals and groups (Stefl, 2008).”

• Communication and

relationship management give a guideline about how to keep clients happy by helping them meet their expectations every visit.

PROFESSIONALISM• Professionalism has the

capacity to “align personal and organizational conduct with ethical and professional standards that include a responsibility to the patient and community, a service orientation, and a commitment to lifelong learning and improvement (Stefl, 2008).”

LEADERSHIP

Transformation

PeopleExecution

• Leadership inspires “individual and organizational excellence, to create and attain a shared vision, and to successfully manage change to attain the organization's strategic ends and successful performance (Stefl, 2008).”

Leadership

AccountabilityChange Leadership

CollaborationCommunication SkillsImpact and Influence

Information Technology

ManagementInitiative

Organizational Awareness

Performance Measurement

Process Management/ Organizational Design

Project Management

Execution

Human Resources ManagementInterpersonal

UnderstandingProfessionalism

Relationship Building

Self ConfidenceSelf Development

Talent Development

Team Leadership

People

Achievement Orientation

Analytical ThinkingCommunity Orientation

Financial SkillsInformation

seekingInnovative

ThinkingStrategic

Orientation

Transformation

The NCHL model offers vision in defining exceptional health care leadership competencies.

THE NCHL MODEL

Source: (Calhoun, 2008)

KNOWLEDGE OF HEALTH CARE ENVIRONMENT

Source: (Gelinas, 2004)

BUSINESS KNOWLEDGE AND SKILLS• Business skills such as

financial management, strategic planning and marketing are important competencies in the health care industry because they set up the answers for employee questions, surveys on improvement, investment opportunities, human resources, dynamics of positions, and systems thinking.

CHALLENGES OF LEADERSHIP

Ethical Programs

Development Maintain Utilize

Values

OPPORTUNITIES OF LEADERSHIP

Source: (Spencer, 2001)

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT COMPETENCIES “In a study of

nursing care team

performance, Dreachslin, Hunt, and Sprainer

(1999; 2000) found that leadership

style was the key to

reducing the emotional

conflict often present in

demographically diverse

groups (Dreachslin,

2008).”

“Advocates of strategic diversity

management and its

cornerstone cultural

competence tout the

"information value of

diversity" and the importance of "celebrating our differences

(Dreachslin, 2009)."

Challengers contend that highlighting

diversity contributes to

conflict because "similarity

attracts" and, therefore, it is

best not to draw attention to diversity and

instead emphasize that

as human beings our

commonalities far outweigh our

differences (Dreachslin,

2009).

“The importance to healthcare managers of being aware of diverse group identities is twofold. Identity groups help shape our worldview and influence our cultural style, including what we value, how we behave, and what we believe. We are human, we have biases and preferences (Dreachslin, 2009).” To be aware of diverse group identities: racial, ethnic, and gender identities; sexual orientation; generation; social class; physical ability; family; religion; geographic location; and other personal affiliations must be calculated into the health care organization. To help better understand and utilize these factors into effective health care environment, The Healthcare Leadership Alliance Competency Models predicts five main competency domains are needed. These five competency domains include: communication and relationship management; professionalism; leadership; knowledge of the health care system; and business skills and knowledge. Overall, leadership in the health care industry needs to be diverse and there are distinct characteristics that are necessary in order for the establishment to be successful.

Conclusion

References:

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