Development of an Interprofessional Competency Model for Healthcare Leadership

Calhoun, Judith G.; Dollett, Lorayne; Sinioris, Marie E.; Wainio, Joyce Anne; Butler, Peter; Griffith, John R.; Warden, Gail L.

doi:10.1097/00115514-200811000-00006

Cited by 110 publications

(109 citation statements)

References 14 publications

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“…Our research team completed a comprehensive review of the scholarly and academic literature to determine the vocabulary and categorization of leadership behaviors. 38,45,47,66,67 We drew from our collective experience in teaching medical, public health, and social work students about leadership. We named the leadership domains to represent the statements contained within each domain.…”

Section: Domain Developmentmentioning

confidence: 99%

Development and Validation of the Foundational Healthcare Leadership Self-assessment

Hala

Cochella

Jaggi

et al. 2018

Fam Med

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Background and Objectives: We sought to develop and validate a self-assessment of foundational leadership skills for early-career physicians. Methods: We developed a leadership self-assessment from a compilation of materials on health care leadership skills. A sequential exploratory study was conducted using qualitative and quantitative analysis for face, content, and construct validity of the self-assessment. First, two focus groups were conducted with leaders in medicine and family medicine residents, to refine the pilot self-assessment. The self-assessment pilot was then tested with family medicine residents across the country, and the results were quantitatively evaluated with principal component analysis. This data was used to reduce and group the statements into leadership domains for the final self-assessment. Results: Twenty-two invited family medicine residency programs agreed to distribute the survey. A total of 163 family medicine residents completed the survey, representing 16 to 20 residency programs from 12 states (response rate 28.9% to 34.8%). Analysis showed important differences by residency year, with more advanced residents scoring higher. The analysis reduced the number of items from 33 on the pilot assessment to 21 on the final assessment, which the authors titled the Foundational Healthcare Leadership Self-assessment (FHLS). The 21 items were grouped into five leadership domains: accountability, collaboration, communication, team management, and self-management. Conclusions: The FHLS is a validated 21-item self-assessment of foundational leadership skills for early career physicians. It takes less than 5 minutes to complete, and quantifies skill within five domains of foundational leadership. The FHLS is a first step in developing educational and evaluative assessments for training medical residents as clinician leaders.

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Section: Domain Developmentmentioning

confidence: 99%

Development and Validation of the Foundational Healthcare Leadership Self-assessment

Hala

Cochella

Jaggi

et al. 2018

Fam Med

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“…Accredited graduate education programs in healthcare administration are required to employ competency models as a basis for their curricula. Commonly used models include those developed by the National Center for Healthcare Leadership (NCHL) and the Health Leadership Alliance (HLA) (Calhoun et al, 2008;Healthcare Leadership Alliance, 2013;Stefl, 2008). As represented by those two educational program competency models, there is some appreciation for management of complexity, through competencies such as innovative thinking, information-seeking, collaboration, organizational awareness, interpersonal understanding, relationship-building, and self-development in the NCHL model and many of the competencies in the communication and relationship management domain and the organizational climate and culture cluster (in the leadership domain) in the HLA model.…”

Section: Challenges For Healthcare Management Education and Practicementioning

confidence: 99%

Managing complex healthcare organizations

Begun¹,

Thygeson²

2015

Handbook of Healthcare Management

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MANAGING COMPLEX HEALTHCARE ORGANIZATIONSIt is well established that healthcare organizations are among the most complex in society. It also is well established that effective management practice in any organization or setting is context-specific; that is, what works in one context may not work in another. Healthcare management theory built around the assumption that healthcare organizations are distinctively complex, therefore, is likely to be more useful in management practice.We review several guidelines for managing complex healthcare organizations that emanate from the theoretical assumption that healthcare organizations are complex. Some guidelines derive from what is referred to as "complexity science" or "complexity theory"; most come from observers who "simply" appreciate, implicitly or explicitly, that healthcare organizations are complex. (There is much similarity between guidelines that derive from the two sources, as one might hope.) We then make recommendations for taking more seriously the complexity of healthcare management in the education and research arenas. WHAT IS COMPLEX ABOUT HEALTHCARE MANAGEMENT?There are many ways to describe the complexity of healthcare management in the United States. A starting point for identifying complexity is the presence of multiple, diverse, interdependent agents. Interdependence among multiple, diverse agents produces novel outcomes, particularly when the agents and forces affecting the system are changing over time. Multiple, diverse, interdependent agents are present in healthcare organizations, most pointedly in the form of hundreds of specialized clinical healthcare professions and the administrators who attempt to help organize them into effective care delivery teams and units. The agents often

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“…La formación en liderazgo de los trabajadores de la salud es un recurso para las personas que buscan contribuir con los resultados de la gestión de instituciones de servicio de salud y una carrera de éxito, por lo que los programas educativos en liderazgo son una estrategia en la gestión del recurso humano que ayuda tanto a los trabajadores como a las organizaciones a desarrollar modelos de atención que incluyan mejoras eficientes y desarrollo de competencias específicas para la industria de la salud (18).…”

Section: Liderazgo Como Competencia De Los Trabajadores Y Concepción unclassified

Liderazgo en los servicios de salud

Espitia

2014

Cienc. Salud virtual

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RESUMENEl liderazgo en los servicios de salud, implica comprender el primero como un componente fundamental del proceso de gestión organizacional, como competencia de los trabajadores para impactar la satisfacción laboral y la calidad de la atención. El objetivo de este estudio fue revisar algunos tópicos investigados en los últimos años acerca del liderazgo en los servicios de salud.La importancia de estudiar el efecto transformador del liderazgo a nivel de las instituciones puede contribuir a la gestión exitosa y a la satisfacción misma de los trabajadores, conllevando a plantear la necesidad de consolidar programas de formación en habilidades y competencias de liderazgo para favorecer mejores resultados en las instituciones de servicios de salud. Las ventajas relativas del liderazgo como un proceso en las organizaciones conlleva al empoderamiento de equipos, lo cual se podrá ver reflejado en el rendimiento mismo de los equipos.Es fundamental el papel que desempeñan los departamentos de educación de los hospitales los cuales al articularse con la dirección estratégica de las organizaciones, en pro de la gestión y la eficacia de los procesos, pueden generar programas de formación en habilidades de liderazgo para favorecer mejores resultados institucionales.

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Development of an Interprofessional Competency Model for Healthcare Leadership

Cited by 110 publications

References 14 publications

Development and Validation of the Foundational Healthcare Leadership Self-assessment

Development and Validation of the Foundational Healthcare Leadership Self-assessment

Managing complex healthcare organizations

Liderazgo en los servicios de salud

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