Finding What Works: Leadership Competencies for the Changing Healthcare Environment

Abstract

Individuals expected to offer leadership are often chosen based on their power position within the field of interest and specialization in the context area being addressed and not on their leadership style. Leadership education curriculum often focuses on change as a product of leadership and leadership styles but places little emphasis on how the leadership styles of those chosen to lead change can influence the change process. In order to inform the development of curriculum targeting this aspect of leadership, research needs to be done to determine if leadership style impacts level of engagement in change. This research examined how transformational and transactional leadership styles impacted engagement in a national change process when 39 department chairs of universities across the United States were selected by the National Science Foundation to lead science, technology, engineering and math (STEM) educational reform at the undergraduate level. The findings revealed transformational leadership style positively predicted engagement in change and transactional leadership style negatively predicted engagement in change. While the small sample size makes the findings exploratory in nature and should be used with caution, they imply leadership education curriculum should include lessons on the impact these two styles have on engagement in change since there were statistically significant differences.

Are hospital managers ready for value-based healthcare?

“…Leadership skills and behaviours were identified that included leading by example; developing and exhibiting a transformational leadership style; and the ability to communicate the organisation mission. The ability to develop oneself and others was also identified in studies (Citaku et al, 2012;Connelly et al, 2003;Furukawa and Cunha, 2011;Palarca et al, 2008;Herd et al, 2016;Liang et al, 2013;Liang et al, 2018). Management ability to be proactive towards clinical and organisational change was also deemed relevant by some researchers (O'Neil et al, 2008;Sherman et al, 2007;Palarca et al, 2008;Herd et al, 2016;Liang et al, 2013;Hazelbaker, 2013;Liang et al, 2018).…”

“…Health-care reforms are underway in many countries and regions; often embracing new managerial models (Pihlainen et al, 2016). Knowledge of the health-care system featured as an important competency in many studies reflecting the need for managers to keep pace with health-care reform and understand the significance of these reforms for their own organisation (Hennessy and Hicks, 2003;Herd et al, 2016;Berkenbosch et al, 2013;Hazelbaker, 2013;Liang et al, 2018). Liang et al (2013Liang et al ( , 2018 discuss the importance of evidence based informed decision-making that can positively impact the quality and effectiveness of management decisions.…”

“…Competencies relating to hospital management and the hospital environment featured as a prominent theme. Herd et al (2016) describe knowledge of the health-care landscape as being critical due to the increasing change in the health-care environment. Liang et al (2013) and Liang et al (2018) also identified knowledge of the health-care environment and the organisation as a separate competency domain.…”

A systematic review of healthcare professionals' core competency instruments

“…Leadership competencies include skills and behaviors that contribute to superior organizational performance. Organizations are better placed in the marketplace if they focus on developing their next generation of leaders (Herd, Adams‐Pope, Bowers, & Sims, 2016).…”

Future competencies for hospital management in developing countries: Systematic review

“…Recent studies showed that managers have a significant role in promoting health systems. The scientific community in the field of health should seek to define and identify the competencies needed for managers, especially hospital managers (12).…”