The Future of Leadership

Yoder-Wise, Patricia S

doi:10.1097/nna.0000000000000075

Cited by 28 publications

(7 citation statements)

References 2 publications

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“…In response to a need in the USA and other countries, developed models were published that aimed to concurrently improve the abilities of health-care leaders and managers at different levels while they work (Batcheller, 2011) or to include studies as pathways to clinical management and leadership (Ackerly et al, 2011). Systematic production of the best organized leaders and managers is necessary for the future of health care, and requires a plan for achievement (Yoder-Wise, 2014). From organizational and strategic perspectives, the more important question is management and its systematic processes and flexibility, not which profession holds the management position.…”

Section: Discussionmentioning

confidence: 99%

“…The recent need for management and leadership competence in health care and the appeal of management and leadership as a career choice are contemporary challenges (Ackerly et al, 2011;Enterkin et al, 2013;Yoder-Wise, 2014). Attempts to develop health-care managers and leaders have been described as inadequate and contradictory (McCallin and Frankson, 2010;Ackerly et al, 2011;Townsend et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Management and leadership competence in hospitals: a systematic literature review

Pihlainen

Kivinen

Lammintakanen

2016

Leadership in Health Services

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Purpose - The purpose of this study is to describe the characteristics of management and leadership competence of health-care leaders and managers, especially in the hospital environment. Health-care leaders and managers in this study were both nursing and physician managers. Competence was assessed by evaluating the knowledge, skills, attitudes and abilities that enable management and leadership tasks. Design/methodology/approach - A systematic literature review was performed to find articles that identify and describe the characteristics of management and leadership competence. Searches of electronic databases were conducted using set criteria for article selection. Altogether, 13 papers underwent an inductive content analysis. Findings - The characteristics of management and leadership competence were categorized into the following groups: health-care-context-related, operational and general. Research limitations/implications - One limitation of the study is that only 13 articles were found in the literature regarding the characteristics of management and leadership competence. However, the search terms were relevant, and the search process was endorsed by an information specialist. The study findings imply the need to shift away from the individual approach to leadership and management competence. Management and leadership need to be assessed more frequently from a holistic perspective, and not merely on the basis of position in the organizational hierarchy or of profession in health care. Originality/value - The authors' evaluation of the characteristics of management and leadership competence without a concentrated profession-based approach is original.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Management and leadership competence in hospitals: a systematic literature review

Pihlainen

Kivinen

Lammintakanen

2016

Leadership in Health Services

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“…Recent studies have argued for a greater focus on management competencies in health care and suggest that insufficient attention has been given to the development of management skills in health care (Ackerly et al , 2011; Enterkin et al , 2013; Berkenbosch et al , 2013; Yoder-Wise, 2014). However, strategies to develop these skills have been described as inadequate, contradictory and less than successful (McCallin and Frankson, 2010; Ackerly et al , 2011; Townsend et al , 2012).…”

Section: Competence Development In Health-care Contextsmentioning

confidence: 99%

Are hospital managers ready for value-based healthcare?

Walsh

Harrington

Hines

2020

IJOA

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Purpose Hospital organisations are currently experiencing significant challenges that have encouraged a move towards a value-based approach to health care. However, such a transition requires understanding the underlying competencies required to enable such a focus. This paper aims to undertake a systematic review of the available literature on managerial competencies in hospitals and considers these in a value-based health-care context. Design/methodology/approach A systematic literature review was conducted to identify research studies that describe the characteristics of management competence in hospital environments. Findings Categories and sub-categories of management competence in hospitals were identified and considered in a value-based health-care context. Research limitations/implications The systematic literature review identifies a need for further research regarding managerial competencies of managers of hospitals. Competencies for managing in a value-based health-care model also require deeper investigation. Practical implications The categories of management competence provide guidance to organisations transitioning towards value-based health care in terms of identifying and developing management competencies. Hospitals should consider the development of a competency model that includes broader categories of competencies than purely clinical or professional competencies. Originality/value This study builds upon and advances previous reviews of management competence in hospitals, and the competency categories presented can be used as a basis to identify management competency requirements in hospitals.

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“…While little literature exists specifically related to the impact of nurse leader certifications, it is not a leap to see the connection of leader certifications and positive impacts upon the individual leaders, the staff they lead and the patients being served. Nurse leaders often encourage others to further their education through formalised paths such as acquiring a master's or doctoral level degree, or through obtaining a specialised nursing certification (Yoder‐Wise ). Therefore, leaders should be expected to further their practice through obtaining specialty certification.…”

Section: Implications and Recommendationsmentioning

confidence: 99%