Leadership in the Dynamic Health Care Industry
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Dec 6, 2023
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Leadership in the Dynamic Health Care Industry Antionette Varnadore
Capella University BHA 4110
09/23
Health Care Leadership and Impact on Patient Experience
Effective leadership is paramount in the healthcare system for successful plan implementation. To ensure the best outcomes in providing high-quality care to patients at medical facilities, management must prioritize these techniques. The leadership team bears the responsibility of crafting and executing objectives to guarantee optimal patient care. These objectives play a pivotal role in shaping the company culture, which, in turn, impacts the relationships between leadership roles and employees (Hughes, 2008).
As a leader within the healthcare industry, it is paramount that patients receive the utmost
comfort and care as they navigate the healthcare system. Additionally, a leader must ensure that their team members embrace and demonstrate the facility's core beliefs, values, and norms, ultimately enabling the organization to deliver superior patient care with the backing of its team (Hughes, 2008).
The level of care received by patients is a direct reflection of the values and practices embraced by hospital leadership and staff members. Effective leadership plays a crucial role in furthering the field of healthcare. A dependable and trusting relationship between leaders and staff is key to achieving success. Patients seek empathy and respect from their healthcare providers and staff, and their satisfaction is of the utmost importance. If they receive subpar care,
patients may explore other healthcare options that offer a higher quality experience. In the competitive world of medicine, patient satisfaction is consistently rated as one of the most
significant factors. The patient experience has a far-reaching impact on every aspect of the hospital, from the patients themselves to the institution's financial reimbursement. (Hughes, 2008).
Implications of Patient Experience Failure to prioritize patients' needs can result in significant healthcare expenses, reduced funding, poor patient outcomes, and substandard medical care. In today's highly competitive healthcare landscape, businesses run the risk of losing clients and revenue if they do not prioritize patient satisfaction. As such, it is crucial to give utmost priority to patient satisfaction to improve engagement, revenue, and the organization's reputation both within and beyond its current stakeholder base. Older hospitals that fail to provide a satisfactory patient experience are more likely to lose patients to more suitable facilities, whereas short-term healthcare facilities may still retain patients despite poor experience. (U.S. DEPARTMENT OF HEALTHAND HUMAN SERVICES et al., 2017).
The healthcare industry has undergone significant changes in recent years, specifically in response to the younger demographic's decreasing brand loyalty compared to Baby Boomers. Hospitals seeking to connect with Generation Y through marketing efforts should take note of their reliance on online resources for information, such as social media and review sites like Yelp. This presents an opportunity for hospitals to showcase their strengths, but also carries the risk of negative reviews deterring potential patients. Additionally, it's worth noting that many patients - up to 60% - have expressed concerns about wait times in both waiting areas and examination rooms. It's common for patients to feel dissatisfied with the amount of time they spend waiting to see a clinician during their scheduled appointment. Typically, patients wait an
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extra thirty minutes on top of their scheduled appointment time, only to be seen by a clinician for
an additional fifteen minutes. Patients also express frustration with doctors' response times to their calls and the duration of time they have to wait before being able to speak with them. Waiting for tests and test results can also be a source of frustration, with many patients experiencing waits of over an hour. Dissatisfaction with wait times can significantly impact patients' satisfaction with their healthcare providers and can make it difficult for patients to seek medical attention when they need it (U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES et al., 2017).
Service Line Management
The service line plays a critical role in ensuring a positive patient experience within healthcare institutions. With a significant volume of patients requiring assistance across various departments, it is common for specialized areas like cardiology or orthopedics to have their own dedicated service lines. These service lines prioritize the profitability of the department's offerings while also facilitating the development of models that other departments can adopt to enhance the overall patient experience. To attract more medical professionals, healthcare facilities strive to increase patient volume and market share. To do so, they must prioritize patient
satisfaction. One effective way to increase financial income is by establishing service lines, which can lead to more efficient operations, higher-quality treatment, and cost savings, ultimately reducing risks (NCCI Insights, 2018). Service lines are designed to deliver high-
quality, cost-effective care to patients, with the three primary departments being cardiovascular, orthopedic, and neurological. Within these departments, service lines promote collaboration and resource sharing to meet their objectives. Due to the unique operations of each department, each
one requires its own service line. Traditionally, service lines follow a vertical organizational structure, with independent departments responsible for their own budget and employees (NCCI Insights, 2018).
Service Line Using Dyad Management
The dyad model has gained popularity as a management approach for service lines. Under this method, a physician leader assumes responsibility for overseeing and managing the operational aspects of the service line. To ensure effective management of a healthcare institution, it is crucial to include both clinical and non-clinical staff in the service lines. By doing so, transparency and communication are fostered, ultimately building confidence among the workforce. (American College of Cardiology, 2020)
Leadership fatigue can be reduced by having two leaders who support each other in decision-making. The dyad management service line provides several other benefits such as the establishment of trustworthy, credible, communicative, and transparent working relationships. In this team-based approach, the doctor contributes clinical operations experience, while the administrator brings business expertise. Both parties share the tasks and provide mutual support. However, it is important to note that the dyad management style can be costly due to the need for
two people to oversee the organization at the top of the department at the same time (American College of Cardiology, 2020).
Numerous leadership approaches and ideologies exist, each possessing distinct characteristics. The dyad system necessitates a cultural shift for all personnel and leaders involved in its execution. To fully adopt this novel leadership style, they must modify their attitudes, behaviors, and thought processes. To guarantee triumph, it is crucial to promote
transparent communication and cooperation using the dyad paradigm, as advised by the American College of Cardiology in 2020.
Importance of employee and provider relations
For a hospital to achieve success across all areas, it is essential to allocate sufficient resources and personnel to efficiently manage their service lines. This means appointing individuals to oversee service line operations, and recruiting staff who are trained to meet established targets. A well-structured management system is key to fostering effective service lines, with ample resources and personnel to support business growth. Moreover, cultivating a positive and respectful relationship between management and employees is paramount (Elrod & Fortenberry, 2017).
Role of Health Care Leader
Leadership plays a vital role in enhancing the quality of healthcare organizations. Effective leaders set goals and ensure that staff members strive to achieve them, inspiring better performance from employees (Hughes, 2008). Quality management is a top priority for healthcare organizations that aim to improve patient satisfaction and quality of care. When leaders are effective, they can positively impact the work environment, staff morale, and patient happiness. Rather than relying on secondhand information, leaders should actively participate in the process and encourage feedback from employees (Hughes, 2008). Leaders should regularly tour the workplace to gain firsthand insight into department operations.
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References
American College of Cardiology. (2020, June 19). Business of Medicine: Dyad Leadership Model: Walking the talk. American College of Cardiology. Retrieved June 12, 2022, fromhttps://www.acc.org/latest-in-cardiology/articles/2020/06/01/12/42/business-of-medicine-
dyad-leadership-model-walking-the-talk.
Elrod, J. K., & Fortenberry, J. L. (2017, July 11). Centers of Excellence in Healthcare Institutions: What they are and how to assemble them. BMC Health Services Research. Retrieved June 12, 2022, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5516836/
Hughes, R. G. (2008). Tools and strategies for quality improvement and ... - NCBI Bookshelf. Patient Safety and Quality: An Evidence-Based Handbook for Nurses. Retrieved June
12,2022, from https://www.ncbi.nlm.nih.gov/books/NBK2682/
U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES, U.S. DEPARTMENT OF THETREASURY, & U.S. DEPARTMENT OF LABOR. (2017).Reforming America’s healthcare system through choice and ... - hhs.gov. Reforming America's HealthcareSystem Through Choice and Competition. Retrieved June 12, 2022, fromhttps://www.hhs.gov/sites/default/files/Reforming-Americas-Healthcare-System-Through-
Choice-and-Competition.pdf