Essays on Contemporary Issues in Health Care Leadership Article

Download full paperFile format: .doc, available for editing

The paper "Contemporary Issues in Health Care Leadership" is a great example of an article on management. This article modifies the traditional functional leadership model to accommodate contemporary needs in health care leadership based on two findings. First, the article argues that it is important that the ideal health care leadership emphasize the outcomes of the patient care more than processes and structures used to deliver such care and secondly, that the leadership must strive to attain effectiveness of their care provision and note merely targeting the attractive option of efficient operations.

Based on these premises, the paper reviews the traditional Functional Leadership Model and the three elements that define the type of leadership an organization has namely, the tasks, the individuals, and the team. The article argues that concentrating on any one of these elements is not ideal it is necessary to add a new element to the model to construct a novel Functional Result-Oriented health care leadership model. The recommended Functional-Results Oriented leadership model embosses the results element on top of the other three elements. Such that every effort on health care leadership is directed towards attaining excellent patient outcomes.

The Functional Results-Oriented model is supremely applicable in governmental establishments since it uses the staff talents (individual), their teamwork potential (team) and the mission or mandate of the institutions such as delivering effective and efficient health care (tasks) in a balanced way and all targeted at achieving excellent patient outcomes (Results). Introduction Following a very successful leadership clinic for health care organizations in my hospital, several issues were fronted as pertinent to the contemporary health care leadership practice. Most importantly, the leadership clinic focused on the dynamics of starting new leadership programs or modifying the existing programs within health care setups as a means of promoting efficiency and effectiveness of health care provision.

References

Almgren, G. (2007). Health care politics, policy, and services: a social justice analysis. New

York: Springer Publishing Company.

American Hospital Association (2010). “Fast Facts on U.S. Hospitals from AHA Hospital

Statistics”. Hospital Connect. Retrieved 16 July 2010, From http://www.hospitalconnect.com/aha/resource_center/fastfacts/fast_facts_US_hospitals.html

Gardner, G. (1956). Functional Leadership and Popularity in Small Groups. Human Relations,

Vol. 9 (4). pp. 491-509.

Galbraith, J. (2001). Designing Organizations: An Executive Guide to Strategy, Structure,

and Process. San Francisco: Jossey-Bass Publishing.

Gilmer, T. (2005). The Costs of Non-beneficial Treat¬ment in the Intensive Care Setting. Health

Affairs, Vol. 24 (4). pp. 961–971.

Jaffe, S. (2009). Health Policy Brief: Key Issues in Health Reform. Health Affairs. Retrieved 20

July 2010, From http://www.rwjf.org/files/research/82409healthaffairs7.pdf

Jasper, M. & Jumaa, M. (2005). Effective healthcare leadership. Oxford: Blackwell

Publishing.

Northouse, P. (ED). (2006). Leadership: Theory and Practice. 4th Edition. New York: Sage

Publications, Inc.

Pelote, V., Pelote, V. & Route, L. (2007). Masterpieces in health care leadership: cases and

analysis for best practice. London: Jones and Bartlett Publishers Inc.

Rubin, H., Pronovost, P. & Diette, G. (2001). The advantages and disadvantages of process-

based measures of health care quality. International Journal for Quality in Health, Vol. 13 (6). pp. 4669 – 474.

Shortell, S. (2006). Health Care Management. Albany: Delmar Thompson Learning.

Download full paperFile format: .doc, available for editing
Contact Us