Perceptions of Health Care Executives on Leadership Development Skills for Residents After Participating in a Longitudinal Mentorship Program

2018 ◽  
Vol 34 (1) ◽  
pp. 80-86
Author(s):  
Neha Patel ◽  
Divya Vemuri ◽  
Rosemary Frasso ◽  
Jennifer S. Myers
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Leadership Skills ◽  
Health Care Executives ◽  
Health Care Leadership ◽  
Health Care Environment ◽  
Mentorship Program ◽  
Physician Leaders ◽  
Leadership Curriculum

Despite the fact that physicians are being asked to lead and enact change to improve a myriad of quality of care measures, there is little focus on leadership skills development during their training. One strategy to address this gap is to focus on trainees during graduate medical education, specifically those residents aspiring to careers as physician leaders in quality. The authors designed a leadership curriculum for self-selected residents who are pursuing a certificate in health care leadership in quality. Residents were surveyed and focus groups were conducted with health system executives who participated in the curriculum as part of an evaluation designed to inform improvements in the program and to provide guidance to others who direct physician leadership training programs. The findings support the need to invest in young physician leaders who are focused on quality with the ultimate goal of improving population health in the ever-changing health care environment.

scholarly journals Necessity of Leadership Development in Allied Health Education Programs

2004 ◽  
Author(s):  
Matthew Kutz
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Allied Health ◽  
Leadership Skills ◽  
Business Professionals ◽  
Allied Health Education ◽  
Universities And Colleges ◽  
Care Community ◽  
Health Care Professions ◽  
Allied Health Care

Why should educational programs teach leadership, and why should universities and colleges who offer allied health care programs be concerned with training future clinicians to be leaders? Leadership development is a topic wrought with passion among business professionals and educators alike. Leadership is something everybody needs and it remains vague and ambiguous. Leadership is a mystical, almost ethereal, quality that you cannot define, yet know when you see. Advancing the allied health care professions and the members of the allied health care community is proving to be difficult without the necessary leadership skills.

Can complexity science inform physician leadership development?

2016 ◽  
Vol 29 (3) ◽  
pp. 251-263 ◽  
Author(s):  
Colleen Marie Grady
Keyword(s):  
Complex System ◽  
Health Care ◽  
Leadership Development ◽  
Patient Outcomes ◽  
Health Care Organizations ◽  
Complexity Science ◽  
Primary Role ◽  
Physician Leadership ◽  
Content Type ◽  
Physician Leaders

Purpose The purpose of this paper is to describe research that examined physician leadership development using complexity science principles. Design/methodology/approach Intensive interviewing of 21 participants and document review provided data regarding physician leadership development in health-care organizations using five principles of complexity science (connectivity, interdependence, feedback, exploration-of-the-space-of-possibilities and co-evolution), which were grouped in three areas of inquiry (relationships between agents, patterns of behaviour and enabling functions). Findings Physician leaders are viewed as critical in the transformation of healthcare and in improving patient outcomes, and yet significant challenges exist that limit their development. Leadership in health care continues to be associated with traditional, linear models, which are incongruent with the behaviour of a complex system, such as health care. Physician leadership development remains a low priority for most health-care organizations, although physicians admit to being limited in their capacity to lead. This research was based on five principles of complexity science and used grounded theory methodology to understand how the behaviours of a complex system can provide data regarding leadership development for physicians. The study demonstrated that there is a strong association between physician leadership and patient outcomes and that organizations play a primary role in supporting the development of physician leaders. Findings indicate that a physician’s relationship with their patient and their capacity for innovation can be extended as catalytic behaviours in a complex system. The findings also identified limiting factors that impact physicians who choose to lead, such as reimbursement models that do not place value on leadership and medical education that provides minimal opportunity for leadership skill development. Practical Implications This research provides practical applications for physician leadership development and emphasizes that it is incumbent upon physicians and organizations to focus attention on this to achieve improved patient and organizational outcomes. Originality/value This study pairing complexity science and physician leadership represents a unique way to view the development of physician leaders within the context of the complex system that is health care.

Federal Health Care Leadership Skills Required in the 21st Century

2015 ◽  
Vol 9 (3) ◽  
pp. 8-22 ◽  
Author(s):  
Ronald P. Hudak ◽  
Rebecca Russell ◽  
Mei Lin Fung ◽  
Wayne Rosenkrans
Keyword(s):  
Health Care ◽  
21St Century ◽  
Leadership Skills ◽  
Health Care Leadership

scholarly journals Lean Management: organizational innovations in hematological Day-Hospitals

ABOUTOPEN ◽  
2019 ◽  
Vol 6 (1) ◽  
pp. 62-69
Author(s):  
Caterina Bianciardi ◽  
Jacopo Guercini
Keyword(s):  
Health Care ◽  
Case Studies ◽  
Central Italy ◽  
Health Care Facilities ◽  
Health Care Environment ◽  
Lean Thinking ◽  
Care Environment ◽  
Day Hospitals ◽  
Poor Management

Background. Lean Thinking is a management method which, despite its industrial origins, has spread in the health-care environment too. Objective. To describe the path followed and the results reached implementing Lean Thinking in four case studies.  Methods. Such case studies were conducted in as many hematological Day-Hospitals (DHs), located in Central-Italy. At the beginning of each study, the DH internal processes, activity volumes and patient flows were analyzed and satisfaction questionnaires were administered to both operators and patients. Based on the returned questionnaires, deficiencies were focused on; for each deficiency data was collected and objectives defined. Following such definitions, the analysis of inefficiency causes was performed and countermeasures were identified. In the final meeting the results were assessed and monitoring/maintenance methods were defined. All these steps were supported by Lean Thinking instruments for analysis and solution.         Results. Activity organization and patient satisfaction improved everywhere. Time losses and workloads imbalances were minimized in two DHs, particularly through higher standardization in the management of clinical-administrative documents. In another DH, the output capacity of the hospital pharmacy and the workflows in the DH were aligned with respect to the course of the day, so reducing delays in the delivery of therapies.  Appointment planning was improved in the fourth DH, standardizing time slots (15-minutes) necessary for each therapy, so optimizing the number of stations (beds and chairs) used. Conclusions. Poor management of health care facilities can affect efficiency, security and quality of services provided. Lean Thinking is a valid method to address such problems.

Preparing anesthesiology residents to lead: a leadership seminar

2019 ◽  
Vol 33 (1) ◽  
pp. 101-111
Author(s):  
Danielle Cobb ◽  
Timothy W. Martin ◽  
Terrie Vasilopoulos ◽  
Erik W. Black ◽  
Chris R. Giordano
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Leadership Training ◽  
Health Care Professionals ◽  
Leadership Skills ◽  
Development Program ◽  
Control Group ◽  
Clinical Leadership ◽  
Content Type ◽  
Leadership Development Program

Purpose The purpose of this paper is to discuss a unique leadership curriculum developed at the University of Florida and its impact on the leadership skills and values of the anesthesiology residents since its conception. The authors instituted a voluntary anesthesiology residency leadership development program at their institution to fill a perceived gap in leadership training. Mounting evidence reveals that strong clinical leadership skills improve outcomes for patients and health-care institutions. Additionally, this growing body of literature indicates that optimal outcomes result from effective team behaviors and skills, which are directed through the requisite clinical leadership. Unfortunately, adding leadership training into the existing medical education curriculum is a formidable challenge regardless of the level of learner. Design/methodology/approach To evaluate learners, the authors used the Aspiring leaders in Healthcare-Empowering individuals, Achieving excellence, Developing talents instrument, which is a validated and reliable assessment of leadership competency in health-care professionals. In 2017, the authors surveyed the past five graduating classes from the department (classes of 2012-2016), using the two graduating classes before the program’s implementation as a historical control group. Findings The survey was sent to 96 people, of whom 70 responded (73 per cent). Those participants who usually or always participated in the program responded with higher leadership-readiness skills scores than those who occasionally, rarely or never participated in the program. Notably, those who had participated in another leadership development course at any time had higher skills scores than those who had never participated. Originality/value The study’s data provide evidence that residents who either, often or always participated in the leadership development program perceived themselves to be better equipped to become effective health-care leaders as opposed to residents who never, rarely or occasionally participated.

scholarly journals Health care leadership, quality and safety

2009 ◽  
Vol 33 (3) ◽  
pp. 355 ◽  
Author(s):  
Stephen Duckett
Keyword(s):  
Health Care ◽  
Clinical Practice ◽  
Health Care Leadership ◽  
The Public ◽  
Australian Health ◽  
Leadership Quality ◽  
Queensland Health ◽  
Health Quality ◽  
The University

THIS ISSUE OF Australian Health Review started as part of a Festschrift to celebrate the work and leadership of Professor Mike Ward, currently Commissioner of the Health Quality and Complaints Commission in Queensland but previously inaugural Senior Director of the Clinical Practice Improvement Centre in Queensland Health and a Professor of Medicine at the University of Queensland, as well as Commissioner of the Australian Commission on Safety and Quality in Health Care. During his time at Queensland Health and in clinical practice, Mike made an outstanding contribution to health care in Queensland, recognised by the award of the Public Service Medal. Initially trained as a gastroenterologist, Professor Ward?s interest broadened to include organisational issues such as communication among teams, and how to measure and improve quality of care. He was particularly interested in methods of displaying data to highlight the underlying patterns in the information presented. Mike, not surprisingly for someone who occupied a professorial role, was also interested in the development of health professionals and played a key role in the creation and shaping of Queensland Health?s world renowned Skills Development Centre.

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