Organisational and leadership competencies for successful service integration

Abstract

Purpose – The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform. Design/methodology/approach – The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the key determinants of successful service integration at both organisational and leadership levels. Findings – The literature reviews revealed little existing research specifically focused on the organisational and leadership competencies that underpin successful service integration. The themes from the literature reviews and semi-structured interviews informed the preliminary organisational and leadership competency frameworks. Both frameworks are outlined in the paper. Key determinants of successful service integration – at both an organisational and individual leadership level – are also presented. Research limitations/implications – This is a one-organisation case study and the competency frameworks presented are preliminary. However, the study findings provide a foundation for further research focusing on the longer-term success of service integration. Originality/value – Service integration in health is a new and emerging area, and there is little extant research exploring the organisational and leadership competencies underpinning its success. The competency frameworks presented in the paper may be of interest to other consortia and organisations engaged in service integration and other forms of merger and collaboration.

Organizational Context and Capabilities for Integrating Care: A Framework for Improvement

“…Qualitative studies of integrated care highlight the importance of readiness for change [ 11 52 53 ], but efforts to measure readiness for change and links to the broader literature on organizational change are largely absent in integrated care literature. This study suggests that organizational readiness for change, as it relates to integrating care, may be most influenced by the following factors: resource levels, leadership approach, physical features of the organization, organizational design, organizational culture, accountability structures, and performance measurement (See Supplemental File 1 for an explanation of each proposed relationship).…”

Leadership behaviours that foster organisational identification during change

“…A previous study conducted by the authors (Aitken, 2019; Aitken and von Treuer, 2014) qualitatively examined leadership skills and behaviours in a consortia undergoing service integration, with the aim of identifying the key leadership competencies required to ensure successful service integration within a coalition framework. The resulting leadership competency framework was unique as it captured some of the leadership skills and behaviours needed to successfully manage change and integrate services.…”

“…As key agents of change, leaders have been shown to undertake a pivotal role in assisting members to traverse altered organisational arrangements (Aitken and von Treuer, 2014; Junni and Sarala, 2014). Organisational change necessitates formal and informal – and frequently unanticipated – adjustments to the identities of participating organisations and their members.…”

Atvejo Vadybos Taikymas Klaipėdos Universitetinėje Ligoninėje Kuriant Personalizuotą Onkologinių Ligonių Sveikatos Priežiūrą

“…Tyrimai rodo, kad, pavyzdžiui, individualios atvejo vadybininko intervencijos nukreipimas reikiamai pagalbai reikiamu laiku sumažina pacientų gydymo rekomendacijų nesilaikymo ir pasyvaus dalyvavimo savo sveikatos priežiūroje atvejus, gerina paciento ir gydytojo komunikaciją, sprendžia paciento "pasimetimo" sistemoje problemas [25]. Tai taip pat padidina paciento ir gydytojo pasitenkinimą paslaugomis, pagerina gydymo rezultatus, sumažina išvengiamus priėmimo į ligoninę atvejus ir gulėjimo joje trukmę [26], todėl integruotoje onkologinio ligonio sveikatos priežiūroje priežiūros koordinavimo elementas yra itin reikšmingas [27,28].…”