Leadership in Healthcare Management

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According to McConell (2012), the difference in a leader and a follower determines the success of a person regarding leadership. This chapter helps explain the content of qualities and proficiency for healthcare managers to be effective. Once again, effective management skills or certain qualifications enhance a healthcare organization environment. Healthcare managers and supervisors must have the capacity to handle challenges while the organization objectives and regulations may change over a period of time. Effective healthcare management governs the success of a healthcare organization. There are many different skill sets and leadership styles to be effective as a manager. People are interested in knowing what strategies are effective in healthcare management. Importance of Leadership A manager’s leadership style must influence staff and others to take them seriously. A manager sets the tempo for the employees’ work ethic. Effective leadership from healthcare managers is important to the modern healthcare reform (Kumar, 2013). Leadership engagement in healthcare explains how a problem could affect a healthcare organization. Managers that hold leadership roles must adopt a certain style that can be functional for his or her initial organization to be successful. Performance improvement can be a very serious aspect of leadership engagement (Croxton, 2011). Healthcare managers need to have people from all areas involved to work effectively. Without the consistency of getting all staff and physicians involved, the organization may suffer greatly. Physicians, administrators, staff, and patients who are affiliated within the healthcare organization should understand the importance of interoperability by coming together to ease ... ... middle of paper ... ...17863000; 2013-99130-541). Schultz, F. (2004). Who Should Lead a Healthcare Organization: MDs or MBAs?. Journal Of Healthcare Management, 49(2), 103-116. Stewart, M. (2010). Theories x and y, revisited. Oxford Leadership Journal, 1(3), 1-5. Retrieved from www.oxfordleadership.com/journal/vol1_issue3/stewart.pd Rundall. T &Kaiser, H. (2004). Doctor-Manager Relationships in the United States and the United Kingdom. Journal Of Healthcare Management, 49(4), 251-268. Walston, S. L., & Chou, A. F. (2006). Healthcare restructuring and hierarchical alignment: Why do staff and managers perceive change outcomes differently? Medical Care, 44(9), 879-889.doi:http://dx.doi.org/10.1097/01.mlr.0000220692.39762.bf Zeidner, M., Matthews, G., & Roberts, R.D. (2004). Emotional intelligence in the workplace: A critical review. Applied Psychology: An International Review, 53, 371–399.
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