The Role of Leadership in Health Care Industries Essay

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Al-Sawai, A. (2013). Leadership of Healthcare Professionals: Where Do We Stand?.

Oman Medical Journal, 28(4), 285-287 3p. doi:10. 5001/omj.2013.79

This study defines leadership as behavior that drives a group towards an identified goal, and it describes a variety of leadership theories (such as transformational leadership, collaborative leadership, conflict management and shared leadership), beginning with the "early Great Man theory" (the idea that some people have the quality of leadership and some do not). Its main purpose is to identify and describe several theories of leadership as they would apply to the health care industry. The finding of the study is that effective leadership strategies should highlight "dynamic relationships between leadership values, culture, capabilities and the organizational context." The evolution of leadership development is such that, today, the most important aspect of leadership is now based on making sure that "a ready supply of replacement leaders" is available at all times within the organization, so that progress within that workplace never hits a wall when a replacement is needed. A brief description of the various theories identified in the study is included and how they relate to nursing is explained.

Becker, E., Armstrong, W. (2015). Establishing a Common Vision Among Healthcare

Providers. TD: Talent Development, 69(9), 70-71.

The delivery of health care is evolutionary and rapidly changing in today's world thanks to the advent of new technology. However, in order to effect sustainable change, strong leadership is a necessary foundation that every nursing organization must have in order to be successful. This study examines the practicality of creating a leadership development program through coordination with Wiley and provides evidence of successful joint efforts that have helped hospitals and health care organizations overcome obstacles and meet leadership goals. The nexus of the effort is the fact that "physicians and administration" participate in "leadership discussions together" -- in other words, all levels of upper tier sections of management are on the same page working towards the same solution. Each learns to respect the needs and concerns of the other and both sides come to have an appreciation for why certain needs must be met. Having administrators work with doctors to develop the appropriate leadership objective is what it means to have a completely ordered and unanimous team of oriented and focused individuals. Instead of working on the same problem from different approaches and getting the way of each other, the two are able to team up and create a single approach that addresses the needs of both participants. It is a style of collaborative leadership that Wiley makes possible through its training sessions and intervention processes as well as its guidance throughout the effort.

Evans, J. (2014). Evolving Leadership in Healthcare Design. Health Environments

Research & Design Journal (HERD) (Vendome Group LLC), 7(4), 9-12.

This study discusses the elements/factors that are "being used to lead the design off the future healthcare delivery model" (p. 10) in today's nursing industry. A number of factors are identified, such as clinical expertise and ergonomic design. One of the important aspects that the study highlights is the fact that more healthcare professionals are taking part in the design process so that the overall schematic is more balanced and in tune with what real-world professionals need. The study promotes the concept of "interprofessional approaches to care and coordination of care" as a way to expand, deepen, strengthen and support any and every new model of care (p. 12). The study concludes with the assessment that more healthcare professionals are needed in a design formulating capacity so that clinical leaders can help in the translation process of theoretical concepts and designs to real-world clinicians. In other words, a more functional process is suggested as firmer bedrock in the design industry when it comes to establishing a facilitating model for healthcare professionals looking to lead and provide solutions to issues that do not have easy answers.

Farley, K., Hanbury, A., & Thompson, C. (2014). Gathering opinion leader data for a tailored implementation intervention in secondary healthcare: a randomised trial. BMC Medical Research Methodology, 1438. doi:10.1186/1471-2288-14-38. Retrieved from: https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=cmedm&AN=24606877&site=eds-live&scope=site

This study focuses on the results of a randomized trial in a UK mental health NHS Foundation Trust. Participants were given two questionnaires: one questionnaire asked for a variety of nominations for opinion leaders as well as information about the respondent's relationship with the person nominated. The shorter questionnaire asked for just a list of nominees or "champions" and no other information. The results were then compared by Chi Square analysis. The low rate of return for each questionnaire, however, indicated that a different method of identifying and evaluating opinion leaders should be utilized as, the questionnaire-based method did not really maximize the potential of the organization's ability to self-determine leaders from within.

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Thus, as the study points out, identifying opinion leaders remains a challenging and difficult task in the health care industry. "Methods need to be robust, reliable, attract low resources and identify high quality opinion leaders" but the questionnaire method used in this study do not provide the necessary results or meet the expected parameters for a well-defined assessment. The study found that a truly successful assessment would require many more and much lengthier questionnaires. However, the fact that response rates were low for each of the questionnaires given in this study suggests that a questionnaire method of identifying leaders is not the best approach.

Garvey, D. (2011). Management and Leadership in the Health Services. Academic Leadership (15337812), 9(3), 1-5.Retrieved from: https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ofs&AN=92605765&site=eds-live&scope=site

This study examines the ways in which clinical leaders are developed so as to support the overall ability of an organization to the transform itself and evolve or rise to the next level of care provision. The development of clinical leadership is viewed as catalyst or engine for this transformation process. The study focuses on methods of Atrius Health and its health care delivery process and how well it meets the needs of the Massachusetts marketplace. The study also highlights the nature of education/development of healthcare leadership as well as what processes should be considered when drafting and implementing a new leadership program for clinicians in the healthcare industry. The study concludes by identifying a number of methods that can be utilized to more effectively construct an efficient leadership training and development program that will serve both the industry providers and the industry consumers in the new technologically-driven 21st century. As the marketplace becomes more and more digitally-dependent it is important that leadership appreciate the new solutions that technology can deliver especially in the light of teleheath possibilities which are becoming increasingly popular.

Hart, P. L., Spiva, L., Baio, P., Huff, B., Whitfield, D., Law, T., & ... Mendoza, I. G.

(2014). Medical-surgical nurses' perceived self-confidence and leadership abilities as first responders in acute patient deterioration events. Journal Of Clinical Nursing, 23(19/20), 2769-2778 10p. doi:10.1111/jocn.12523.

This study examines the perception of self-confidence that medical-surgical nurses have (as well as their leadership skills/qualities) when acting in first response capacity and treating patients with clinical deterioration ahead of the intervention of a team of emergency responders. The study utilized a prospective, cross-sectional survey to gather data from responders. Participants included nurses who were selected from a system of healthcare providers in the U.S. The survey included a questionnaire that incorporated demographic, leadership and self-confidence level questions. The study found that of the 148 participants, the overall self-confidence level of the nurses was moderate and the leadership ability assessment was equal. The study identified a positive correlation between perceptions of self-confidence and leadership. Likewise, experience (age) and status of certification served as a strong predictors of self-confidence/leadership. The study concludes by suggesting that education could help to support the promotion of self-confidence levels among nurse respondents as well as to enhance their leadership training/abilities in treating patients with clinical deterioration. Likewise, the study asserts that nurses should be certified so as to support this method and to deepen their understanding, skills and ability to meet the needs of patients in this predicament.

Hui-Gek, A., Meng-Yeow Koh, J., Jeffrey, L., Yong-Hao, P., Ang, H., Koh, J. M., & ...

Pua, Y. (2016). Development and preliminary validation of a leadership competency instrument for existing and emerging allied health professional leaders. BMC Health Services Research, 161-8. doi:10.1186/s12913-016-1301-1.

This study looks at a way to gauge leadership competency levels among allied health professional leaders. The study examines the properties of a leadership competency instrument that can adequately assess factor structure and validity. A cross-sectional method of data gathering was used among more than 100 Singapore hospital staff members of varying levels. The results indicated that "skills and values formed separate factors" in the overall establishment of leadership ability. The researchers conclude that a good instrument or model of assessing leadership among the selected group is the Aspiring Leaders in Healthcare-Empowering Individuals (AHEAD) and the Leadership Practices Inventory (LPI) which helps to assess competency in this healthcare sector.

Kumar, S., Adhish, V. S., & Deoki, N. (2014). Introduction to Strategic Management and Leadership for Health Professionals.….....

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