HA511 Unit 7 Discussion Assignment Srivatsan Viswanathan
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Feb 20, 2024
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Unit 7 Discussion Assignment
Dr. Srivatsan Viswanathan
Department Of Health Care Administration, Park University
HA511: Leadership and Management in HealthCare Systems
Dr. Travis Manroe
December 2, 2023
2
From,
Dr. Srivatsan Viswanathan
Director of Human Resources To
Chief Executive Officer
Dear CEO,
The success of a business depends on its leadership. Thus, objective methods are required
to evaluate the efficacy of your leaders, improve output, and reduce disturbance during transitional periods. Healthcare management as a profession continues to evolve as the field of healthcare delivery becomes more complex. Healthcare managers have a common responsibility to enhance the leadership and managerial capacity and capability of their membership as well as promote the profession they represent. Importance of leadership assessment programs
The US has many universities with graduate programs that have formal degree programs in healthcare management and related professional associations that have helped to establish the healthcare field as a distinct profession with a defined body of knowledge. Despite the many graduate programs that specialize in health administration, healthcare leaders and practitioners have expressed concern about the quality of preparation of health administration graduates. (Hahn & Gil Lapetra, 2019). For early careerists with two to five years of postgraduate experience who hope to occupy
senior leadership roles in complex, provider-based healthcare organizations, the leadership assessment is a strategy to create a competency evaluation instrument. This helps the organization understand the performance of the new managers who have the degree knowledge but less experience.
Important components of the assessment
The success of an organization can be greatly impacted by having excellent leadership abilities and competencies, which benefit the patients, staff, and community. On the other hand, inexperienced leadership may exacerbate pressures including staff churn, resource distribution, and patient outcomes.
Per the ACHE, the competency domains for the assessment have been identified as 1) Communication and Relationship Management; 2) Leadership; 3) Professionalism; 4) Knowledge of the Healthcare Environment; and 5) Business Skills and Knowledge (Winkler, 2022).
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The new leaders should be evaluated based on their ability to communicate with the team, their ability to motivate and engage their employees, their ability in culture and trust building, and their entrepreneurship skills.
Possible implications of not analyzing the leaders
Supervisors must provide feedback to all employees. New managers are no exception and
their personal performance standards may be lowered and the quality of their work may suffer if frequent performance reviews are not conducted. Ignoring a review might harm the program as a whole since performance management has evolved into the concept of a regular feedback system. Reviews are typically the foundation of programs. For the first time holding a leadership position, feedback and assessment would greatly improve their workstyle, and not having them would not allow them to know how productive their leadership is.
Frequency of evaluation
The first evaluation in 90 days and then every six months would be an ideal timeline to monitor the performance and give solid feedback to the healthcare leaders. Quarterly or annual performance reviews are the ideal option, depending on how a business runs. In addition to performance reviews, you should have a fully integrated, scalable, and established system for ongoing feedback. Continuous feedback cannot be replaced by conducting staff performance reviews. Both are necessary for the success of an organization. (Hecht et al., 2019).
Example of a leadership development program
Encouraging executives to transform the company's vision into practical, organizational-
wide behaviors can help the business achieve its strategic goals. This can be done via funding leadership development programs.
Executive Coaching:
Empower the leaders with the knowledge and tools to effect cross-
organizational change and growth.
Conflict Coaching:
Re-engage leaders in the organization and turn their focus toward future development.
First 100 Days Coaching:
Launch leaders into new roles with keen insight into what they need to learn, how to best become highly productive, to engage their colleagues, plan for overall performance, and position themselves to lead their organizations into the future.
New Leader Assimilation Coaching:
Integrate leaders quickly, make a positive impact from the
start, avoid missteps, and build a foundation for future success.
Team development: A majority of leaders believe teamwork and collaboration are important, yet employees often don’t collaborate enough. Team development programs address this disconnect between intention and action, providing a methodology for uniting teams.
Culture Assessment: Compare the current culture with the desired organizational culture to uncover gaps and priority areas for investment in leadership development and culture change.
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References
Hahn, C. A., & Gil Lapetra, M. (2019). Development and use of the leadership competencies for healthcare services managers assessment. Frontiers in Public Health
, 7
(34). https://doi.org/10.3389/fpubh.2019.00034.
Hecht, G. W., Hobson, J. L., & Wang, L. W. (2019). The effect of performance reporting frequency on employee performance. The Accounting Review
. https://doi.org/10.2308/accr-52601.
Winkler, H. (2022). Evaluating healthcare leaders: A competency assessment of rural healthcare management within the midwest. Dissertations, Theses, and Projects
. https://red.mnstate.edu/thesis/703/.