Introduction
Healthcare organizations require leaders that combine knowledge of approaches and practices that contribute to improving people’s health and managerial competencies that contribute to the growth and continuous improvement of an establishment. Additionally, it is crucial to understand that the external environment of the industry evolves, requiring alterations in approaches that the authorities of an organization apply. This paper aims to analyze five critical skills that an executive should possess, a personal assessment, and an individual development plan to enhance current characteristics.
Critical Leadership Competencies for Health Care Organizations
The healthcare industry in the US and around the world is undergoing significant changes due to the emergence of new approaches, practices, and alterations in patient preferences. According to Herd, Adams-Pope, Bowers, and Sims (2016), “change leadership, self-development, talent development, and team leadership” are the four primary competencies that a healthcare leader should possess, while Rubino, Esparza, and Chassiakos (2016) emphasize professionalism and communication skills (p. 217).
The National Center for Healthcare Leadership (NCHL) offers another approach to the issue through its NCHL Healthcare Leadership Competency Model. The current system consists of two blocks – action and enabling domains (“Health Leadership Competency Model 3.0™”, n.d.). The particular characteristics that a professional should have are boundary spanning, transformation, execution, relations, health system awareness and business literacy, self-development, and values.
Based on the reviewed literature it can be concluded that boundary spanning, transformation, self-awareness, relations, and values are the five crucial competencies for a healthcare leader because most scholars cite those in their work among other skills. The majority of the previously mentioned domains were transferred from the previous NCHL model, however, “boundary spanning was added to incorporate recent research in applied settings underscoring the critical importance of leaders’ management inter-departmental and inter-organizational relationships” (“Health Leadership Competency Model 3.0™”, n.d., para. 4).
The component implies that the primary factor that executives and managers should consider is the alterations in the external environment and evidence-based practices that can help them adjust their approaches. Lander (2016) states that healthcare leaders should integrate new approaches using science and varying care practices in their work to enable success. This implies transforming the existing practices using evidence-based strategies.
Another critical factor is transformation, which reflects the main domains that affect an organization’s operations. Transformation is necessary due to rapid changes that occur within the external environment of the industry. This factor is especially important for healthcare because of alterations in approaches, patient expectations, and regulations that may affect establishments. For instance, the Affordable Care Act (ACA) presents a new system of payment for services that companies such as Anthem have to follow. However, Japsen (2018) states that the majority of insurers were unable to profit from their new programs, which they created following the ACA. This example provides an understanding that leaders should be ready to carry out any changes to enable the success of their companies.
Self-awareness and development are among the essential components of any professional because it enables learning and growth. Lippincott (2018) states that self-awareness is a building block for emotional intelligence. Without it, other critical skills such as the ability to work within a team or emotional control cannot be adequately developed. Caldwell and Hayes (2016) state that this component helps leaders can empower themselves and their colleagues. Understanding personal characteristics are the first step toward improving those qualities and enhancing one’s leadership style, which can help personal development and ensure success.
Relations are crucial because they determine the ability to communicate with colleagues and employees. It is impossible to have a successful outcome of the plan if the person does not understand the purpose of actions and the final goal. A leader should ensure that his or her employees are aware of the organization’s values and have an appreciation for their work. Moreover, Manion (2015) states that leadership can only exist in the context of an individual’s relationship with others. Therefore, an executive should communicate with personnel, both verbally and non-verbally to establish trust and agreement.
Values refer to aspects of personal, professional, and organizational that a leader should consider when making decisions. This component is especially crucial for the healthcare industry because many operations involve a thorough understanding of ethical standards and practices. For instance, for Anthem the emphasis is on helping communities and evolving by applying innovational approaches to healthcare. In general, the industry’s values highlight the importance of respect for the patients and the provision of services to people who need those.
Improper Leadership Implications
Leadership that lacks competencies that were described above can be ineffective and would not contribute to the overall success of an organization. Some of the characteristics describe the skills and knowledge that are crucial for any business. The inability to understand values that a healthcare establishment has can lead to misunderstandings with the personnel and patients. In conclusion, an individual should either possess or strive to develop the competencies that were described above because failure to do so would result in issues within the establishment.
Personal Leadership Gap Analysis
The STAR table in the Appendix reveals that there are several gaps between the current competencies and those that are defined by the NCHL and the external environment. The healthcare industry and Anthem, in particular, require leaders that can respond to changes and challenges appropriately. The following components need additional attention and development – relationship, execution, and business literacy competencies. While I was able to create offers for many projects, many of them were not approved for implementation.
The evaluation presented an understanding that components such as accountability, change management, orientation, and others can be considered as personal strengths. The identified areas of strength can help in further career advancement because they enable a leader to use previous experiences and create plans for future development by the external environment. Additionally, the managerial experience and past projects that were completed can help mitigate the weaknesses that the STAR examination revealed until those are not improved.
Individual Leadership Development Plan
Based on the gap analysis, it can be concluded that the following three areas of weakness should be improved – encouragement of others, collaboration, and indirect influence. Table 2 provides the leadership development plan that will be used to improve those areas. Each step of the procedure allows us to analyze the current work environment and assess valuable information that can be used to enhance specific characteristics. The research will enable improving knowledge on the topic of impact and project management. The list of methods can be used in citations that require using impact and influence until appropriate and easy to use approaches are located. Observation of others and communication with executives should provide real-life examples.
Table 2. Personal leadership development plan (created by the author).
Conclusion
Overall, the healthcare industry and Anthem require a leader that can execute change and ensure the success of operations. The five crucial components for a healthcare organization leader are boundary spanning, transformation, self-awareness, relations, and values. The gap analysis identified that domains of execution and relations require additional attention and development. Based on this information, a leadership development plan was created to enhance three characteristics – project management, collaboration, and impact and influence.
References
Caldwell, C., & Hayes, L. A. (2016). Self-efficacy and self-awareness: Moral insights to increased leader effectiveness. Journal of Management Development, 35(9), 1163-1173. Web.
Health Leadership Competency Model 3.0™ now available! (2018). Web.
Herd, A. N., Adams-Pope, B. L., Bowers, A., & Sims, B. (2016). Finding what works: Leadership competencies for changing healthcare environment. Journal of Leadership Education, 15(4), 217-233. Web.
Japsen, B. (2018). Shift from Obamacare to Medicare advantage boosts Anthem profits. Forbes. Web.
Lander, B (2016). Boundary-spanning in academic healthcare organisations. Research Policy, 45(8), 1524-1533. Web.
Lippincott, M. (2018). Effective leadership starts with self-awareness. Web.
Manion, J. (2015). The leadership relationship. Part I: Understanding trust. Journal of PeriAnesthesia Nursing, 30(2), 153-156. Web.
Rubino, L. G., Esparza, & S. J., Chassiakos, Y. (2019). New leadership for today’s health care professionals (2nd ed.). Burlington, MA: Jones & Barlett Learning.
Appendix
Table 1. STAR analysis (created by the author).