Lead People and Manage Resources
Principals of Healthcare Administration
September 20, 2010
Lead People and Manage Resources
Someone once told me for profit sector is focused on the bottom line and non-profit is focused on meeting the human need. If this is true, that may explain why for profit and non-profit differ in how they lead people and manage resources. The performance of leadership for a leader operates on a basic foundation of skill sets such as; organization, planning, expertise in area of focus, communication/interpersonal skills, and power and influence. Without effective leadership, the healthcare organization looses significant applications that get results, motivate participation and create change for organizational growth. There are distinct theories that justify leadership behaviors and the role of a leader in the organization. Yukl’s (2006) theory believes for example, effective leadership emerges when a leader can exert one of three types of leadership behaviors that differentiate him from being an effective or ineffective leader (p.54). Research points out the behaviors as task-oriented, relations-oriented, participative leadership. When used inappropriately, behaviors formulate decisions that can cripple the success of an organization and leadership. Colvard (2003) says “leadership is focused on effectiveness - doing the right thing.” In healthcare, leadership’s primary objective is to serve the patient, to do what’s in the best interest of the patient and to make use of the proper resources that fit the patient’s needs. Making sound decisions are sometimes compromised if a leader lacks the importance of utilizing the very resources that generate success for the patient. Those resources are people, technology, and the day to day operational supplies that function in a healthcare setting. People want to be led; they want leaders with human values and respect for people's unique talents and the contributions they can make. Chitwood (2004) points out, employees want leaders who will create an environment that nurtures excellence, risk taking and creativity. The success of the leader and work group depends on optimal performance displayed through the behaviors of the group, resources available to the group and premier performance of the leader. There are two major external factors that will greatly affect state hospitals; Government regulations and the economy. I am employed at a state hospital and because of the economy and impending healthcare reform; state and federal government support has been drastically reduced. State hospitals are forced to make organizational changes based on the amount of funds received. The primary challenges facing healthcare leaders in the years to come will be getting results and a focus on getting it done faster. Leadership of toady is comfortable with standard methods and manual processes that function on age old techniques. Times are changing and the world is no longer operating on manual mode, it has shifted to rapid innovation and therefore, healthcare leadership has evolved to more than just the way things use to work. Changing culture and how people are influenced is going to be essential when implementing new vision, technology and long term goals. Leadership competencies that will be needed to deal successfully include: human resource management, decision making and problem solving, innovation and creativity, strategic and critical thinking, influencing and empowering others and technology management. The healthcare organization is focused on the humanitarian needs of the community and public hospitals are organizations that are funded by taxes and the government. The focus in corporate America however is all about the stakeholders, money, status quo, image, and power. In healthcare success means the power to influence for a better world. While the demands may weigh the same, the bottom line changes the way I personally...
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