scholarly journals An Integrated Framework of Leadership for Healthcare Organizations to Navigate Through COVID-19 Crisis

2021 ◽  
Vol 16 (3) ◽  
pp. 16-20
Author(s):  
Mukul Kumar Jha
Keyword(s):  
Health Issues ◽  
Healthcare Organizations ◽  
Healthcare Leadership ◽  
Leadership Model ◽  
Integrated Framework ◽  
Leadership Challenges ◽  
Hours Of Work ◽  
Unique Framework ◽  
Model Of Practice ◽  
Healthcare Leaders

COVID-19 crisis has strained healthcare systems immensely creating a multi-front challenge to overcome. Healthcare leaders face stressful situations like long arduous hours of work, isolation from their loved ones, immense mental health issues along with fighting false narratives and campaigns by social media. Hence, there is a dire need for leaders to embrace this uncertainty and evolve by adopting a strategic shift in their mindset. To propose an effective functional leadership model of practice during crisis, author has undertaken a qualitative approach to understand the various literature published on crisis management, reviewed the literature on healthcare leadership, contextualized the papers about unique challenges posed by a crisis like COVID-19, and utilize the learnings to design an integrated framework for healthcare organizations to be applied during a crisis. Author presents a systems-based view of leadership challenges in healthcare organizations during a crisis and proposes a unique framework of 3A- Acknowledge, Activate, and Agility which could serve a comprehensive tool of strategic leadership for healthcare leaders to adopt during a crisis. When healthcare organizations adopt the principles embedded within 3A model elements, it would help them realize better patient outcomes, develop compassionate organizational culture, and enhance professional satisfaction within their teams.

scholarly journals Meeting today’s healthcare leadership challenges: is compassionate, caring and inclusive leadership the answer?

BMJ Leader ◽  
2018 ◽  
Vol 2 (2) ◽  
pp. 64-67 ◽  
Author(s):  
Luke David Edwards ◽  
Alex Till ◽  
Judy McKimm
Keyword(s):  
Compassionate Care ◽  
High Quality ◽  
Healthcare Leadership ◽  
Inclusive Leadership ◽  
Leadership Challenges ◽  
Thought Leadership

The delivery of high quality, compassionate care is imperative for all healthcare organisations and systems. Current thought leadership explores the necessity for compassionate and inclusive leadership as a prerequisite to develop the culture within which this can be achieved. In this article, we explore the background to this thinking and how it might work in practice.

Healthcare workers' communicative constitution of health information technology (HIT) resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ashley K. Barrett
Keyword(s):  
Information Technology ◽  
Thematic Analysis ◽  
Healthcare Workers ◽  
Design Methodology ◽  
Healthcare Information Technology ◽  
Healthcare Organizations ◽  
Content Type ◽  
Causal Nature ◽  
Communicative Constitution ◽  
Healthcare Leaders

PurposeAlthough resilience is heavily studied in both the healthcare and organizational change literatures, it has received less attention in healthcare information technology (HIT) implementation research. Healthcare organizations are consistently in the process of implementing and updating several complex technologies. Implementations and updates are challenged because healthcare workers often struggle to perceive the benefits of HITs and experience deficiencies in system design, yet bear the brunt of the blame for implementation failures. This combination implores healthcare workers to exercise HIT resilience; however, how they talk about this construct has been left unexplored. Subsequently, this study explores healthcare workers' communicative constitution of HIT resilience.Design/methodology/approachTwenty-three physicians (N = 23), specializing in oncology, pediatrics or anesthesiology, were recruited from one healthcare organization to participate in comprehensive interviews during and after the implementation of an updated HIT system DIPS.FindingsThematic analysis findings reveal physicians communicatively constituted HIT resilience as their (1) convictions in the continued, positive developments of newer HIT iterations, which marked their current adaptive HIT behaviors as temporary, and (2) contributions to inter-organizational HIT brainstorming projects in which HIT designers, IT staff and clinicians jointly problem-solved current HIT inadequacies and created new HIT features.Originality/valueOffering both practical for healthcare leaders and managers and theoretical implications for HIT and resilience scholars, this study's results suggest that (1) healthcare leaders must work diligently to create a culture of collaborative HIT design in their organization to help facilitate the success of new HIT use, and (2) information technology scholars reevaluate the theoretical meaningfulness a technology's spirit and reconsider the causal nature of a technology's embedded structures.

The Cohort Model

2018 ◽  
pp. 36-55
Author(s):  
Terese Wallack Waldron ◽  
Joe DiAngelo
Keyword(s):  
Higher Education ◽  
Chief Executive Officers ◽  
Professional Training ◽  
Organizational Capacity ◽  
Chief Executive ◽  
Healthcare Organizations ◽  
Healthcare Leadership ◽  
Mba Programs ◽  
Leadership Pipeline ◽  
Executive Officers

This chapter is written through the reflective and analytic lens of a Business School Dean with 35 years in higher education and focuses on the trends and future of the healthcare industry. Specifically, the chapter examines the planning, implementation, and identified outcomes of a cohort designed Executive MBA program. The issues highlighted in the first half of the chapter relate to 1) investing in individuals and the organizations they serve, 2) enhancing organizational capacity, and 3) implementation of pragmatic strategies to ensure an organizational leadership pipeline. The second half of the chapter suggests strategies as to how Chief Executive Officers, healthcare organizations, and partnering higher education institutions can develop both individualized MBA programs and professional training to ensure the development and retention of an energized healthcare leadership pipeline consisting of individual team leaders and change agents.

Challenges and success strategies for dyad leadership model in healthcare

2020 ◽  
pp. 084047042096152
Author(s):  
Anurag Saxena
Keyword(s):  
Lived Experiences ◽  
Organizational Context ◽  
Empirical Studies ◽  
Interpersonal Relationship ◽  
Success Strategies ◽  
Structured Interviews ◽  
Healthcare Organizations ◽  
Leadership Model ◽  
Mixed Methods Approach ◽  
Support Time

The use of a dyad leadership model involving a physician co-leader and a co-leader with a different background, the dyad co-leader, is gradually increasing in Healthcare Organizations (HCOs). There is a paucity of empirical studies on various aspects of this model. This study’s aim was to identify challenges and strategies for success in the dyad leadership model in healthcare. Through a mixed-methods approach utilizing focus groups, surveys, and semi-structured interviews, perceptions of 37 leaders in one HCO at different hierarchical levels were analysed based on their lived experiences. The challenges and success strategies spanned personal, interpersonal, and organizational domains. The areas requiring attention included mindsets, competencies, interpersonal relationship, support, time, communication, and collaboration. In addition, the importance of organizational context addressing its structure, strategy, operations, and culture was highlighted. The findings from this study may be used for praxis, development, and implementation of dyad leadership.

Identifying goals with the NHS Healthcare Leadership Model

2014 ◽  
Vol 6 (3) ◽  
pp. 144-147 ◽  
Author(s):  
Peter Ellis ◽  
Jane Abbott
Keyword(s):  
Healthcare Leadership ◽  
Leadership Model

scholarly journals Evidence of Transformational Leadership Attributes in lean Healthcare Implementation Framework

2020 ◽  
Vol 9 (3) ◽  
pp. 2685-2690
Keyword(s):  
Transformational Leadership ◽  
Data Extraction ◽  
Study Data ◽  
Healthcare Sector ◽  
Intellectual Stimulation ◽  
Implementation Framework ◽  
Leadership Model ◽  
Leadership Attributes ◽  
Lean Healthcare ◽  
Healthcare Leaders

Purpose: This paper discussed sign of transformational leadership in lean healthcare implementation framework. This study focus on identifying characteristics of transformational leadership practiced by healthcare leaders. Sources: A review was carried using four established databases. This paper assembled analyses and expounded data from empirical papers on lean healthcare implementation frameworks from 2009 to 2018. Selection: Reviewed articles published in English were chose. In identification phase, 142 articles were identified; 81 articles passed the literature screening phase; and 48 articles were eligible for full article review. Finally, 12 articles were included for this study. Data extraction: Papers were considered if they regarded lean healthcare as the improvement methodology and discussed leadership characteristics in the lean implementation journey. Results: Twelve papers were selected for the study. The characteristics of transformational leadership being practised by healthcare leaders in the implementation framework includes charisma, inspiration, intellectual stimulation and individualized consideration. Conclusions: This study highlighted leaders in healthcare sector do practice some form of transformational leadership attributes. The application, however, is still limited and a leader has yet to utilize the whole spectrum of the transformational leadership model.

Leaders as guardians of culture: how reverse mentoring can improve organisational subcultures

2020 ◽  
Vol 26 (10) ◽  
pp. 1-4
Author(s):  
Ali Raza
Keyword(s):  
Positive Change ◽  
Healthcare Leadership ◽  
Organisational Cultures ◽  
Local Healthcare ◽  
Organisational Level ◽  
Healthcare Leaders

Culture is often viewed as coming from the very top of an organisation, but local healthcare leaders play a huge role in shaping organisational cultures. Ali Raza explains how reverse mentoring schemes and values-based recruitment can facilitate positive change and raise the standard of healthcare leadership on an organisational level.

scholarly journals The Comprehensive Approach — Doctrinal Overview and Swedish Leadership Implications at the Operative and Tactical Level

2014 ◽  
Vol 18 (3-4) ◽  
pp. 318-346 ◽  
Author(s):  
Alicia Ohlsson ◽  
Claes Wallenius ◽  
Gerry Larsson
Keyword(s):  
Theoretical Model ◽  
Literature Review ◽  
Armed Forces ◽  
Individual Characteristics ◽  
Comprehensive Approach ◽  
List Type ◽  
Leadership Model ◽  
Leadership Challenges ◽  
New Concepts ◽  
Current Leadership

This article is built upon a doctrinal and literature review of comprehensive approach (ca) concepts and the larger international actors that currently use them, such as the un, eu and nato. It also focuses on how small actors, such as Sweden, can contribute within this collaborative framework. There is a focus on possible leadership challenges and suggestions of individual characteristics that would be desirable to handle these types of challenges. Examples of leadership challenges from Swedish informants were used to enrich the text from a Swedish perspective.The findings can be summarized with the following: (1) The un, eu and nato differ on how far they have developed ca core conceptual documents and to what levels they have implemented the approach within their international missions. (2) Sweden does not currently have a comprehensive approach of its own but seems to be headed in that direction. Small actors, such as Sweden, can mainly contribute to the larger actors with “plug-in” capabilities. (3) Possible challenges and competencies were identified and compared to the current leadership model used for the Swedish Armed Forces, Developmental Leadership. Our analysis indicates that although the current theoretical model of the Swedish Armed Forces holds up well to several ca factors, it could benefit to incorporate new concepts within the model that were identified as specific to a comprehensive approach context.

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