Your reading this week was careful to identify the differences between management development and leadership development programs (p. 190). Leadership development programs for a part, if not all of the staff, can be a powerful tool for improving services delivered to consumers and the long-term success of the firm. For this week’s assignment, you are going to propose and discuss a leadership development program.
After reading Chapter 10, think about the differences between management and leadership development, as well as the leadership skills discussed in the text (p. 195) to come up with your proposed Professional Development Program topic. Examples might include Diversity and Inclusion training, Emergency Preparedness training, Team-Building and Communication training, etc. Once you have determined your topic, complete the Leadership Development Proposal template (available in your Instructional Resources and below) which will help you think through the various components of the program
After completing your proposal template, add a section called “Discussion” in the same document and answer the following questions:
Explain how this training is a leadership development training and what leadership skills staff will have after completing this training.
Your textbook gives an example of what can happen when a needs assessment is not done well (p. 191). What should the needs assessment for your training consider carefully?
For this week’s discussion, choose three of the seven strategies presented in your text to think critically about. For each of the three strategies, address the following:
Describe an example situation that this technique could be well-suited to solve
Discuss how the technique could resolve the situation and the specific considerations a leader must consider when using this technique
Think back to what you learned in Chapter 6 about the need for trust. How does this technique support or challenge trust between those in conflict? How does it help or hinder trust in the institution?
Chapter 10
Developing Leaders and Improving
Team Performance in Healthcare
Organizations
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Learning Objectives
• Describe the need for leadership in
healthcare organizations
• Be capable of understanding the need for
leadership development programs in
healthcare organizations
• Explain the various methods used in
leadership development in healthcare
delivery
• Discuss the value of completing a needs
assessment for leadership training in a
healthcare organization
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Leadership Development
• Leaders are not necessarily born but can be made
through leadership development programs designed for
future leaders.
• Successful organizations are identified as having strong
leadership.
• Successful leadership training programs require offering
the right people the right training components delivered
by the right instructor.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Exemplary Leadership Development
Programs
• Management development training programs assist
managers in job improvement.
• Leadership development, on the other hand, is the
improvement of the individual’s knowledge, skills, and
abilities in anticipation of unknown challenges.
• This definition implies that, by preparing people for the
future, organizations also view leadership development
as effective systems design.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Employee Training Programs
• Employee training programs offer a systematic process
to improve employees’ capabilities with a goal of high
performance and enhanced overall competence.
• All employees in healthcare organizations need to
receive leadership training because they are all about to
be empowered in their roles.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Employee Leadership Needs Assessment
• The needs assessment is a method of
determining and prioritizing what individuals
need to learn.
• The assessment can be used to determine
whether sufficient funds are available to provide
training and budget for future training.
• The next part of the needs assessment process
identifies what must be learned to meet the
objectives of the training program.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Team Leadership Skills
• Team-based care comprises a large portion
of healthcare services delivered to patients in
many care settings.
• Thus, critical to understanding the nature of
healthcare leadership in the twenty-first
century is recognition that leadership is
required not only at the top but throughout
the entire organization.
• Karlgaard and Malone (2015) have found that
the highest-performing organizations exhibit
the core strength of team excellence.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Communication Skills
• One of the most important skills a leader must
master is the ability to communicate effectively
with employees and customers.
• In fact, many health policy experts agree that
better communications both inside and outside the
organization can help the healthcare facility meet
the demands of healthcare reform.
• Communication skill is often taken for granted
when one moves into a leadership position.
• Unfortunately, many managers and leaders in
healthcare are poor communicators.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Charismatic Skill
• Charismatic skill is the attractiveness and
charm that can lead to devotion by others.
• Charisma is instrumental in the development
of an intense emotional bond between the
leader and her followers.
• This characteristic is important for employees
who deliver healthcare services to shape
their interactions positively with other
employees and customers on a daily basis.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Motivational and Employee
Engagement Skills
• Healthcare executives often tout the value of the
organization’s human capital, stating that staff are
their most important resource.
• Appropriate motivation is one key to the
achievement of high work performance, retention,
and good organizational citizenship behavior.
• The responsibility for motivation and employee
engagement in the process of work rests with the
leaders of the organization and needs to be given
top priority in any hierarchy of training needs.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Culture Building Skills
• To be successful in meeting the challenges
facing healthcare, cultural change, or in some
cases cultural rebuilding, is required.
• The need for cultural transformation is
unquestioned, and it is the responsibility of the
leader to effect such change.
• The leader must understand the dangers
associated with shifting an organizational culture
that has been built and nurtured over a long
period.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Creating a Leadership
Development Program
• The starting point is to determine whether
the organization is bureaucratic,
decentralized, or another type.
• This determination spurs many
bureaucratic healthcare organizations run
by healthcare managers to reorganize to
be more decentralized, requiring
leadership rather than management.
Copyright © 2018 Foundation of the American
College of Healthcare Executives. Not for sale.
Leadership Development Proposal
Training Program Name:
Audience/Staff Segment:
Program Length:
Program Goals:
1.
2.
3.
Learning Objectives to Achieve Each Desired Goal:
1.
2.
3.
Sample Activities:
1.
2.
3.
Materials You Might Need:
1.
2.
3.
Key Considerations in Implementing Your Plan:
1.
2.
3.
Evaluation Considerations:
Key Questions to Continually Ask During the Program
1.
2.
3.
Key Questions to Ask Shortly After the Program
1.
2.
3.
Key Activities After Completing Program
1.
2.
3.
1
The Healthcare Manager’s Role in Collaboration and Teamwork.
Name of the Student
Institutional Affiliation
Course
Tutor
Date of Submission
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2
The Healthcare Manager’s Role in Collaboration and Teamwork.
Question 1
A. How did management demonstrate the principles of teamwork and continuous
improvement?
Any successful firm must adhere to the core notion of continuous development. In the case
study, management provided a number of examples of continuous improvement. These examples
include (Ambrose & Waguespack, 2021):
a. Employee Opinion: Management at Southwest Airlines often asks staff members for
feedback to find potential areas for development. The company’s management has instituted an
open-door policy where staff members can voice issues or recommendations to enhance
procedures or the working environment. For instance, the airline adopted the modification after
one of its employees proposed that loading luggage from the back to the front would speed up
turnaround times and decrease flight delays.
b. Lean Management: Motorola adopted a lean management system with the intention of
cutting waste and boosting productivity. The management of the organization concentrated on
streamlining procedures and identifying wasteful areas in order to optimize processes. The
company’s productivity and profitability grew as a result of this.
c. Quality Control: Toyota introduced the “Toyota Production System” as a quality control
procedure. This approach places a strong emphasis on the value of quality control and works to
get rid of mistakes made during production. The system gives staff the ability to see problems and
make the required changes to raise quality.
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3
d. Self-managed groups: Gore Associates is a manufacturer of innovative materials. The
company’s approach to cooperation includes forming self-managed groups that are in charge of
making choices and solving difficulties. Gore Associates has been able to build a culture of
invention and creativity by empowering people in this manner, which has resulted in the
production of several revolutionary products.
Teamwork
Another fundamental idea in any successful firm is teamwork. In the case study,
management gave various instances of how teams might work together (Ambrose & Waguespack,
2021):
a. Teamwork: In order to create new products, Hewlett-management Packard’s encouraged
teamwork among several departments. This strategy led to the creation of popular goods like the
HP Laser Jet printer.
b. Employee Empowerment: Southwest Airlines fosters a culture of accountability and
cooperation by empowering staff members to take ownership of customer issues. For instance,
employees are given the freedom to decide how to handle client complaints, which raises customer
satisfaction.
c. Shared Vision: Intel’s leadership developed a shared vision of the organization’s aims,
which helped to bring employees together behind a single goal. The company’s management
highlighted the value of openness and communication in fostering teamwork.
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4
B. How did this lead to improvements in the patient’s experience (service quality) and the
quality of the clinical service (content quality)
The quality of the patient experience (service quality) and clinical service are significantly
influenced by the concepts of continuous improvement and teamwork (content quality). Processes
are constantly enhanced through continuous improvement in order to boost efficiency, which leads
to better patient experiences (Simon, 2020). Effective processes in healthcare, such as speedy
admission and discharge procedures, guarantee that patients receive immediate and appropriate
care. As a result, the patient experience may be enhanced, and the healthcare provider may gain
credibility.
On the other hand, teamwork leads to greater clinical service quality since it improves
provider collaboration and communication. For instance, when healthcare professionals
collaborate, they can pool their knowledge and resources to offer patients the best possible care.
This enhances patient outcomes and builds the healthcare provider’s reputation.
In conclusion, cooperation and continuous improvement principles are crucial to the
success of any organization, including the healthcare industry. These guidelines make sure that
procedures are continuously improved for greater effectiveness and that healthcare professionals
collaborate to give patients the best care possible. In the end, these guidelines aid in enhancing the
clinical service and patient experience (service quality) (content quality).
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5
How managers can support the identification of mental models and the best practices to
develop capable teams and support quality improvement.
The hierarchical culture that exists in many healthcare institutions is one of the most
difficult aspects to overcome. Decision-making is centralized in such organizations, and
individuals are expected to blindly obey directions (Berwick, 2003). This culture hampers
innovation and creativity, both of which are necessary for healthcare development. Resistance to
change is another key issue in healthcare institutions. Many healthcare employees are accustomed
to the status quo and may be suspicious of new ideas. Change resistance might make it harder to
carry out improvement activities.
Healthcare providers are frequently busy, and improvement programs can be timeconsuming and resource-intensive. As a result, many healthcare institutions struggle to find the
time and money to invest in quality-of-life projects.
To navigate through these issues, healthcare executives can seek to reduce the hierarchical
culture by encouraging collaboration and transparency. One method to accomplish this is to form
teams with various backgrounds and skill sets that are encouraged to collaborate to solve problems
(Diamantidis & Chatzoglou, 2019). Managers can also foster an environment in which employees
are encouraged to share their thoughts and ideas.
Managers can attempt to reduce resistance to change by involving staff in the process of
improvement. Healthcare personnel can obtain a better grasp of why change is required by
receiving education and training on the advantages of change. Managers can also foster a culture
of continuous improvement by encouraging staff to identify areas for development and give
solutions.
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6
Managers can mitigate the impact of a lack of time and resources by establishing a
specialized team or department for improvement efforts. This team can be charged with
implementing improvement projects, freeing up other personnel to focus on their usual
responsibilities (Hastig & Sodhi, 2020). Managers should also search for methods to streamline
operations and minimize waste, which can assist reduce the time and resources needed for
improvement efforts.
Finally, when it comes to enhancing quality, healthcare institutions encounter various
hurdles. Managers must adopt a proactive approach to overcome these problems, addressing
variables such as hierarchical culture, opposition to change, and a lack of time and resources.
Managers can attempt to eliminate or decrease these issues and improve the overall quality of
healthcare services by fostering a culture of collaboration and transparency, integrating staff in the
improvement process, and establishing a dedicated team or department for improvement efforts.
What are some of the “below the waterline” issues in organizational culture (see Exercise
4.1, p. 68) and mental models (CH. 6) in this case study? Use examples to support your
observations.
Dr. Berwick highlights various “below the waterline” obstacles that impede healthcare
quality improvement in the case study. These include organizational culture and mental models
difficulties. One difficulty is the misconception that healthcare is a technical problem that can be
fixed by experts (Blokland & Reniers, 2020). This belief can lead to a top-down approach to quality
improvement, in which experts make choices without consulting with employees. This strategy
may limit front-line employee involvement in the reform process, resulting in a lack of engagement
and ownership.
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Another concern is the emphasis on conformity and standardization. While compliance and
standardization are necessary for quality development, they can also foster a fear and blame
culture. When employees believe they are being punished for errors, they are less inclined to report
them or engage in the improvement process. This can result in a lack of transparency and a coverup culture.
Furthermore, the case study identifies difficulties concerning power relations in healthcare
institutions (MacQueen & MacQueen2020). For example, there may be a power and authority
structure in place where front-line personnel are not authorized to make decisions or challenge the
status quo. This can stifle the flow of ideas and inventions, stifling quality improvement.
Managers can take the following steps to eliminate “below the waterline” issues
Healthcare executives can seek to reduce the hierarchical culture by encouraging
collaboration and transparency. One method to accomplish this is to form teams with various
backgrounds and skill sets that are encouraged to collaborate to solve problems (Diamantidis &
Chatzoglou, 2019). Managers can also foster an environment in which employees are encouraged
to share their thoughts and ideas.
Managers can attempt to reduce resistance to change by involving staff in the process of
improvement. Healthcare personnel can obtain a better grasp of why change is required by
receiving education and training on the advantages of change. Managers can also foster a culture
of continuous improvement by encouraging staff to identify areas for development and give
solutions.
Managers can mitigate the impact of a lack of time and resources by establishing a
specialized team or department for improvement efforts. This team can be charged with
Health Management
implementing improvement projects, freeing up other personnel to focus on their usual
responsibilities (Hastig & Sodhi, 2020). Managers should also search for methods to streamline
operations and minimize waste, which can assist reduce the time and resources needed for
improvement efforts.
Finally, when it comes to enhancing quality, healthcare institutions encounter various
hurdles. Managers must adopt a proactive approach to overcome these problems, addressing
variables such as hierarchical culture, opposition to change, and a lack of time and resources.
Managers can attempt to eliminate or decrease these issues and improve the overall quality of
healthcare services by fostering a culture of collaboration and transparency, integrating staff in
the improvement process, and establishing a dedicated team or department for improvement
efforts.
8
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9
Question 2
Case 1: Housekeeper Mistakenly Overlooks Posting a Wet-Floor Sign
This case demonstrates some of the cultural traits that could have contributed to the error.
To begin with, it appears that the housekeeper put efficiency over safety. This could be due to a
cultural view that finishing work as soon as possible is more important than adhering to safety
regulations (Qamari et. al, 2020). Furthermore, the fact that the management is aware of the
situation but has yet to acquire additional wet-floor signs indicates a lack of concern for safety
inside the firm. It’s possible that there’s a cultural mindset that sees safety precautions as an
unnecessary cost.
The person who caused the error should be held accountable for their actions. They should
be disciplined in accordance with the policies and procedures of the organization. They should
also be given further instruction on the importance of safety and the proper usage of wet-floor
indicators.
As a manager in this situation, you must appreciate the value of organizational safety. This
includes purchasing the required equipment and training to ensure that safety precautions are taken
at all times (Lee, 2021). An audit of safety policies and processes may be required to identify areas
for improvement. Additionally, training sessions for all staff members may be required to highlight
the importance of safety and the proper use of safety equipment.
Case 2: Nurse Mistakenly Omits Double-Check
This case demonstrates some of the cultural traits that could have contributed to the error.
A sense of urgency is one cultural trait that may have led to the error. Nurses are frequently under
time constraints and may believe that they do not have the luxury of doing the essential tests
Health Management
10
(Mulace et al., 2022). Furthermore, there may be a cultural belief that making mistakes is
unacceptable and confessing to making a mistake is a sign of weakness.
The person who caused the error should be held accountable for their actions. This could
include disciplinary action and retraining on the significance of adhering to hospital policies and
procedures. It may also be required to address any underlying factors that contributed to the error,
such as a culture of hurry or a fear of admitting mistakes.
In this context, as a manager, it is critical to identify the demands that nurses are under and
to provide support to help them manage those pressures. This could include further training on
time management and stress management approaches. It may also entail fostering an open and
accountable culture in which nurses feel comfortable acknowledging problems and cooperating to
discover solutions (Thapa et. al, 2022). Additionally, hospital rules and procedures may need to
be reviewed to verify that they are realistic and can be followed under the rigors of a fast-paced
medical setting.
Finally, these two instances emphasize the necessity of identifying cultural traits that may
contribute to errors and taking appropriate action to rectify those characteristics. This includes
holding individuals accountable for their actions, giving additional training and support, and
fostering an open and accountable culture. Organizations can improve safety and prevent future
mistakes by doing so.
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11
References
Ambrose, S., & Waguespack, B. (2021). Fundamentals of Airline Marketing. Routledge.
Berwick, D. M. (2003). Improvement, trust, and the healthcare workforce. BMJ Quality &
Safety, 12(6), 448-452.
Blokland, P., & Reniers, G. (2020). Safety science, a systems thinking perspective: From events
to mental models and sustainable safety. Sustainability, 12(12), 5164.
Diamantidis, A. D., & Chatzoglou, P. (2019). Factors affecting employee performance: an
empirical
approach. International
Journal
of
Productivity
and
Performance
Management, 68(1), 171-193.
Hastig, G. M., & Sodhi, M. S. (2020). Blockchain for supply chain traceability: Business
requirements and critical success factors. Production and Operations Management, 29(4),
935-954.
Lee, H. (2021). Changes in workplace practices during the COVID-19 pandemic: the roles of
emotion, psychological safety and organisation support. Journal of Organizational
Effectiveness: People and Performance.
MacQueen, J., & MacQueen, J. (2020). A Mental Model of Organizational Culture. The Flow of
Organizational Culture: New Thinking and Theory for Better Understanding and Process,
17-39.
Marasi, S. (2019). Team-building: Developing teamwork skills in college students using
experiential activities in a classroom setting. Organization Management Journal, 16(4),
324-337.
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Mulac, A., Hagesaether, E., & Granas, A. G. (2022). Medication dose calculation errors and other
numeracy mishaps in hospitals: analysis of the nature and enablers of incident
reports. Journal of Advanced Nursing, 78(1), 224-238.
Simon, C. J. (2020). Linking human resources management practices with commitment to service
quality and the interacting role of service climate in the private hospitals: a study in
India. Hospital Topics, 98(4), 172-183.
Thapa, D. R., Subedi, M., Ekström-Bergström, A., Areskoug Josefsson, K., & Krettek, A. (2022).
Facilitators for and barriers to nurses’ work-related health-a qualitative study. BMC
nursing, 21(1), 1-13.
Qamari, I. N., Ferdinand, A. T., Dwiatmadja, C., & Yuniawan, A. (2020). Transformative
interaction capability: the mediating role between quality of work life and teamwork
performance. International Journal of Quality and Service Sciences, 12(2), 133-148.
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