Health Leadership Competency Model
Two of the organizational competencies that I posses and I can identify in the National Center for Health Care Leadership (NCHL) competency model in relation to organizational effectiveness and leadership are human resource management and accountability. However, human resources is my main expertise on the people domain part of the model which I have the “ability to implement employment practices that comply with legal and regulatory requirements, and to represent contemporary approaches to human resources policies.” (http://www.nchl.org/) On the execution domain part of the model I can identify accountability as a less strong competency in which I “the ability to hold people accountable to standards of performance or ensure compliance using the power of one’s position or force of personality appropriately and effectively, with the long-term good of the organization in mind.” (http://www.nchl.org/) The health leadership competency model led me to understand the attributes that distinguish successful leaders from those who fail in the health care industry. It is important for competent leaders to be knowledgeable in information processing, decision-making, interpersonal relations, and entrepreneurial skills. A competent leader “needs certain skills, knowledge, and abilities to be successful.” (Buchbinder, & Shanks, 2007, p.12) An organizational design and its environmental conditions play a very important part on the success of the organization. (Borkowski, 2009, p.387-388) Access to health care services has become a major problem in the United States. A major concern is uninsured people do not have health care readily available unless they go to the emergency room, which increases health care cost. Leaders have ethical responsibilities with the patients as well as the organization. Therefore, “a leader must assure an environment in which good ethical behavior is followed,” (Buchbinder, & Shanks, 2007, p.17) Gaining proficiency...
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