Characteristics and attributes of a healthcare leader

Effective leadership that focuses on engaging stakeholders is characterized by the following steps: • Understanding the stakeholders - A great leader will first seek to understand the kind of stakeholders that he/she has before establishing good relationships with them. The initial insights, essential needs, and requirements on stakeholders are very important aspects in delivering projects on time and meeting various expectations (Griffith, & White, 2007). • A leader needs to identify the stakeholders having great influence and power- Naturally, an effective leader won’t have enough time to engage each stakeholder on various projects and planning processes that need quick implementation. Therefore, as one way of creating rational relationships, a leader needs to mainly focus on those stakeholders who are influential, best decision-makers and powerful.

• Engagement on verbal communication - Good relationships are established through face-to-face conversations as a leader gets to know more about the stakeholders. Generally, this phenomenon stands a chance of affecting the entire health plans and the implementation process. Healthcare parity is a useful aspect when it comes to leadership in the health sector. As a leader in the healthcare industry, one has to perform various duties within his/her leadership capacity. The model on the parity of healthcare provides a good challenging benchmark for leaders to improve care delivery in terms of quality, costs, products, accessibility and services (Pincus et al. General health commensurate to behavioral health and leaders is expected to work in coordination towards integrating services, and identifying stakeholders’ problems as they also enhance good relationships.

Healthcare products and services 2. Quality improvement 3. Medical innovations Procurement 1. Cost of care delivery 2. Accessibility 3. The table below portrays a comparison of the stakeholders’ motivations and issues in the healthcare organization. Table 3 Internal Stakeholder’s motivations Similarity Internal Stakeholder’s issues Improved performance in terms of quality care delivery They are both based quality delivery of healthcare services Compromised quality due to parity of healthcare aspects Easier accessibility to healthcare services and products at affordable cost. Main interest is focused on Accessibility and healthcare costs Inaccessibility to proper healthcare product and services due to higher costs Part One References Griffith, J. R. , & White, K. , & Brown, J. Quality measures for mental health and substance use: gaps, opportunities, and challenges. Health Affairs, 35(6), 1000-1008. Ledlow, G.

R, & Coppola, M. , Hollenbeck, J. R. , Gerhart, B. , & Wright, P. M. However, through the gathered information from different departments and clinics, a leader may enact change and initiate the process of making policy. Empirically, performance is measurable in terms of efficiency and effectiveness constructs as described below: Efficiency ratios + Criteria of effectiveness = Performance • Efficacy – Efficacy refers to the ability to generate an effect. For the case of the healthcare sector, efficacy is described as the facilities involved in the caring process such as diagnosis, treatment prevention, palliative care, and rehabilitation. Measuring efficacy in the healthcare organization involves considering both administrative and clinical outcomes. In this case, all the standards of national and professional care are comprehensively examined as part of measuring healthcare efficacy (Ledlow & Cwiek, 2005).

c) There are various tools, methods, and models that apply to leadership constructs of quality, performance, effectiveness, and efficiency in a healthcare organization. Some of the applicable models include: • Emotional intelligence - It encompasses fundamental constructs such as social skills, social awareness, self-management, and self-awareness. All of these aspects are attributed to the concept of effective leadership. • Self-Efficacy – Refers to a person’s ability to generate the desired impact. Some of the tools for the measurement constructs include: • Strategic Plan – Constitutes a basic platform for achieving organizational missions, objectives, and vision. In this model, quality is described as conformity to specific attributes established by both internal and external stakeholders (Swayne et al. Therefore, the theory justifies all the stakeholder’s motivations in terms of aspirations/expectations, performance, satisfaction and healthcare products and services.