Critical Leadership Competencies for Health Care Organizations
Authentic leaders are professionals in their field who have the natural qualities of an organizer and the proper training, knowledge, and skills necessary to carry out high-quality work. In fact, the principal competencies necessary for a leader and manager in healthcare include the top five characteristics. According to the Healthcare Leadership Alliance (HLA), a healthcare professional’s competencies include effective communication, the qualities and character of a leader, professionalism, awareness of the healthcare system, and business competencies (Hahn & Lapetra, 2019). On the contrary, the Center for Creative Leadership (CCL) has identified the essential qualities for success in medical institutions – excellent leadership, resourcefulness, self-control, change management skills, and collaborative management skills (Practice Business, 2020). Based on the Duke Healthcare Leadership Model concept, the leadership model states that competent specialists have emotional intelligence and critical thinking (Hargett et al., 2017). They can work in a team, adhere to the system’s integrity, and focus on patients.
Researchers from Northeastern University define a leader in terms of such qualities as showing humility, readiness for new challenges, mentoring initiative, a desire to train and mentor others, and providing opportunities for growing leaders (Burnham, 2020). Based on the opinion of the Professor and director of the MHA program Leonard Friedman, a specialist needs to master a new set of skills and abilities (Friedman, 2018). For instance, such as improved communication skills, emotional intelligence, enhanced conversation skills, the ability to manage changes, and acceptance of various difficulties (Friedman, 2018). All this allows concluding that, at the moment, there is no single and universal opinion about the competencies that a good leader in the healthcare system has. However, each competence is crucial for the success of organizations. These aspects are essential to finding at each level of management the options for actions that can prevent and even improve the quality of the health protection system, medical services, and the work of teams and institutions. Competent leaders show concern for the future of medical institutions and provide them with a long-term competitive advantage.
Personal Leadership Gap Analysis
In achieving success in the healthcare industry, it is necessary to have high communication skills, empathy, responsiveness, and focus on the client or patient first of all. In addition, a natural leader in healthcare has developed emotional intelligence, the ability to perceive and express emotions. A manager can make quick and prompt decisions, see the picture of the situation as a whole; he or she has good professional knowledge, skills, and competencies. Following the information obtained from the tables, I can compare personal leadership qualities with those necessary for a professional in the healthcare industry.
At the moment, I have a set of knowledge, skills, and values necessary for both a manager and a leader in medicine and healthcare. I am a friendly, non-confrontational person and easily find a common language. I show sympathy and am always ready to lend a helping hand to colleagues and patients. Also, I respond to a problem, analyze it, and solve the issue quickly and promptly, following the plans and methods taken. Nevertheless, I lack some insight and breadth of views on the situation as a whole, and I cannot always foresee the outcome of certain circumstances. Also, the lack of apparent confidence in the actions in some cases affects the expected outcome of events. In addition, I cannot predict and correctly interpret the emotions, motivation, intentions of colleagues and subordinates. I do not always understand the motives and intentions of other people. Finding myself in a difficult situation, sometimes I fall into a stupor, but I try to find the strength to look for solutions, an acceptable way out of it.
Thus, my current communication skills, professional features, and abilities to quickly respond to the problems correspond to what a leader in the health industry needs. In addition, I am not always able to recognize people’s emotions and desires, anticipate the causes and consequences of problems, build specific plans and strategies for solving them. It is these shortcomings that I need to work on in the future to become a specialist in the field of interest to me. To fill in the gaps, I need to focus on leadership and communication skills, strategic, critical, and emotional thinking, and the skills of setting goals and formulating a vision for the organization’s future. In accordance with this, it is necessary to draw up a plan for the development of competencies, based on the STAR table.
Individual Leadership Development Plan (ILDP)
To correctly draw up and implement a plan, it is necessary to adhere to the following elements. According to the STAR table, I should work on human resources, process and project management, organizational abilities, and performance measurement skills to become a professional in healthcare. I should develop my “soft skills” – the abilities to think “outside the box,” make decisions, communicate effectively and work in a team. I need to make a goal and purpose – developing the above skills to perfection, focus attention and energy on what should be achieved. For example, various training, seminars, and special literature will help hone my existing leadership abilities and gain new knowledge and skills for further application in practice. It is essential to include interaction with like-minded people in developing leadership skills – close and intensive interaction with specialists and professionals in this field allows me to use the acquired knowledge and receive feedback and evaluation about my progress. Below is a table of how I will hone my skills during the year and focus on first according to the ranking system.
The most important indicators of the plan’s successful implementation are the acquired skills and competencies by the model of a leader in the health industry and the organization. After eliminating significant shortcomings and gaps, I will improve my complex abilities of competent personnel and project management. Also, I will have advanced communication and organizational skills, a practical mind, the ability to charge and activate others, criticality, tact, initiative, demanding of oneself and others, self-control, perseverance. In addition, I will be able to see the situation broadly and deeply, consider it from different points of view and determine an approach for creating and improving the working conditions and the process. The individual leadership development plan is consistent with developing industry competence, decision-making skills, and high communication required in the industry. In addition, it corresponds to the principles of a holistic approach to problems, the skills of measuring the effectiveness of healthcare, which is required for the successful implementation of activities in the organization.
Therefore, I will be ready to comprehend self-improvement, perform the function of stimulating and encouraging self-development. I will take a particular position, motivate activity and behavior, transforms, form the ability to understand self-development tasks and make decisions about self-changes. Additionally, I will mentally see previously unknown connections, gain new knowledge or an ideal image and create an objective reality distinguished by originality and significance. I will be able to see something new in the surrounding world and find unique ways of learning it, easily overcoming any difficulties that accompany self-development. I will independently neutralize negative emotions that arise when solving creative tasks and actualize positive emotions that help self-development. The above-mentioned acquired skills and competencies will increase the effectiveness of my activities and the development process.
References
Burnham, K. (2020). Effective leadership in healthcare: 5 essential traits. Northeastern University.
Friedman, L. (2018). Transformational healthcare leadership competencies. Association for Talent Development.
Hahn, C. A., & Lapetra, M. G. (2019). Development and use of the leadership competencies for healthcare services managers assessment. Front Public Health, 7(34).
Hargett, C. W., et al. (2017). Developing a model for effective leadership in healthcare: A concept mapping approach. Journal of Healthcare Leadership, 9, pp. 69-78.
Herd, A. M. (2016). Finding what works: Leadership competencies for the changing healthcare environment. Journal of Leadership Education, 15(4), pp. 217-233.
Practice Business. (2020). The five most vital skills for healthcare leaders. Practice Business.
Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), pp. 117-121. Web.