Healthcare Leadership and Management Functions

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Healthcare Leadership and Management Functions

Introduction

It is a common idea acknowledged by researchers and professionals that leaders are not born but developed. Therefore, to be an effective leader, especially in such a complex and highly responsible field as healthcare, one must acquire and advance leadership traits. The Big-Five traits are the most well-known model of leadership qualities interpretation. [1] The first quality is openness to experience, which is manifested through a leaders readiness to implement new ideas, express thoughts and feelings, and practically see the opportunities.

The second one is conscientiousness, which implies that a person is responsible and diligent in executing their roles and duties. [2] The third trait is extraversion, which stands for the ease and comfort of communicating with different kinds of people by effectively influencing them and engaging in cooperation. The fourth quality in the model is agreeableness, which holds that a leader is worth trusting, capable of cooperating, and willing to find common ground with others. Finally, neuroticism is the fifth trait that implies the tendency to express emotions uncontrollably.

Management Functions

Several generally applicable management functions might be identified in healthcare organizational leadership. Overall, management is an artistic practice that involves a variety of functions specific to every field of activity. [3] However, there are four of them that should be mentioned, namely planning, organizing, leading, and controlling. [4] Planning involves the duty of clear and balanced planning of organizational performance within given time and resources. Organizing implies the necessity to arrange activities and facilities, as well as human resources to deliver organizational goals. Leading involves working with employees, and their guidance through all organizational processes. Finally, controlling requires a leader to evaluate the quality of performance and make necessary adjustments.

Management Skills

To apply the developed traits and perform according to management functions, a leader has to obtain a set of skills. Management skills are identified as some of the most important assets of effective healthcare performance. [5] As for the generally applicable management skills, one might identify the following, namely strategic thinking, interpersonal skills, and perseverance. [6] Strategic thinking is the essential skill that allows a leader to analyze situations and make decisions that yield organizational benefits in the long run. Interpersonal skills help a leader establish meaningful and fruitful relationships with people for successful cooperation. Perseverance is important because a hardworking and persistent leader is more likely to achieve organizational goals and lead teams with empowerment.

How Quality Leadership in Healthcare Organizations Supports Patient Safety Initiatives

In healthcare, organizations and individuals work for the benefit of patients whose life and health are the top priority throughout the whole healthcare system. When discussing patient safety initiatives, the leadership role must be addressed as a pivotal one because the overall practices and quality of employee work depend on the environment created by a leader. Thus, the implementation of patient safety initiatives depends on how well the manager performs their functions using proper skills.

For example, communication or interpersonal skills and agreeableness are essential in promoting workplace safety and reliability, which will transform into nurse-patient interaction. Moreover, the striving for performance excellence in a leader manifested through conscientiousness and perseverance implies the overall organizational responsible and ethical conduct that prioritizes patient safety.

Quality leadership is aimed at eliminating uncertainties and errors in favor of quality assurance. Therefore, such a leader is expected to engage in self-improvement practices, continuous education, and research, as well as inspire employees and facilitate developmental practices in the organization. Ultimately, diligence in performing exceptionally and the use of evidence-based practices ensure that the manager promotes and implements relevant patient safety initiatives in their healthcare organization.

Organizations Perspectives

As for the organizational perspectives on leadership and its role in preserving patient safety in the healthcare settings, one might refer to the American College of Healthcare Executives and The Joint Commission as vivid examples of effectively working organizations.

Both companies, as well as many other professional entities in the same field of expertise, pay much attention to quality leadership. Specifically designed initiatives are continuously implemented, and quality improvement practices are introduced. For example, the American College of Healthcare Executives works to enrich and expand current career resource programs, products, platforms, and services to meet better the personal and professional needs of a diversified membership.[7] In such a manner, a continuous improvement of leaders professionalism, skills, and knowledge allows for creating effective leaders teams and developing strong individual managers.

Similarly, The Joint Commission arranges multiple events and initiatives to advance the level of leadership research development, as well as the practical use of management skills in the work settings. Indeed, one of the recent events arranged by the organization was a webinar devoted to disseminating how leaders can foster safer environments in their healthcare organizations. [8] Ultimately, entities like The Joint Commission and the American College of Healthcare Executives contribute to the domain of practical and theoretical issues related to the improvement of patient safety through mastering proper leadership culture.

References

Ayub MU, Kanwal F, Kausar AR. Developing Knowledge Creation Capability: The Role of Big-Five Personality Traits and Transformational Leadership. PJCSS. 2019;13(1):30-61.
Prochazka J, Vaculik M, Smutny P, Jezek S. Leader Traits, Transformational Leadership and Leader Effectiveness: A Mediation Study from the Czech Republic. JEEMS. 2018;23(3):474-501.
Raduaki D. Basic management functions in culture and arts organisations. Management: JSBMSEE. 2017;21(81):59-66.
Cri_an E, Stegerean R, Cri_an C, Afrsinei-Zevoianu C. The Use Of A Four Management Functions Perception Tool To Diagnose Organizational Management Practices: A Case Study. MCCS Proceedings. 2018;11(1):1-6.
Myers CG, Pronovost PJ. Making Management Skills a Core Component of Medical Education. AM. 2017;92(5):582-584.
Teo W, Khoo HS, Tang YL, Ng Y, Chew N, Jong M. Administrative and Managerial Skills for Tomorrows Medical Professionals: A Needs Assessment. JGME. 2019;11(4s):200-202.
Strategy. American College of Healthcare Executives. 2021. Web.
Sentinel Event Alert 57: The Essential Role of Leadership in Developing a Safety Culture. The Joint Commission. Web.

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