IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 THE IMPORTANCE OF STRATEGIC LEADERSHIP IN HEALTHCARE MANAGEMENT Fatih BUDAK1, Ahmet KAR1 Hacettepe University, Institute of Social Sciences, Department of Healthcare Management 1 Abstract: Healthcare Sector which has a complicated system even in the simplest term is getting more complicated through handling it in a national level and in a worldwide dimension. At this point, it is getting harder to manage this complication in a managerial sense. With the developments in international dimension, healthcare management sector which is no more an ordinary service sector cannot stand idle by these developments and day by day it has gained a more professional structure. Terms such as patient rights, quality, internal and external customer satisfaction, strategic management and leadership have been in the focal point of modern-day healthcare management, and health institutions which keep up with the times need professional managers which are competent in work and have features of strategic management and leadership. Key Words: Healthcare Management, Strategic Management, Strategic Leadership 1. INTRODUCTION Serious troubles have caused in terms of management in health sector because of extreme workload in healthcare, over competition in health sector, lack of available staff who has different qualifications from each other but works within the scope of mutual attachment; the necessity of following up developing technology in this sector in order to give more qualified service and –above all- the fact that all services done are related to human health. For this reason, providing services in health institutions working in an utmost complicated system continuously can only be possible with both managing strategically health institutions in an effective way and team-work in which the managers of institution will create in focus strategic leadership qualifications. Objective: The objective of the study is to find out the necessity that health institutions which are at the focal point of individual and social development should be managed by managers having strategic leadership qualifications, and to bring forward solution proposals about this issue. Scope: National and international literature studies, conducted within the scope of strategic management and leadership about the management of health institutions create the scope of this article, and the analysis of academic information related to 155 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 the subject in this scope has been presented to readers. concerned with the management of works which can make possible for the business to continue its operations in the long term and can provide the business with a competitive advantage and much return than average profit. On the other hand, the term ‘leadership’ is described as a concept which existed since human beings have lived together and whose beginning goes back a long way in terms of historical process (Bakan, 2008). For this very reason, the answers to the questions – ‘What is leadership?’ and ‘What are the kinds of leadership? – are at least as many as the number of people asking these questions (Stogdill, 1974). Further to this, there are still lots of unknown things about leadership although thousands of studies conducted about leadership give important information about what leadership is or not. (Ivancevich ve Matteson, 2002). Method: Literature review was made and information acquired by probing scientific works related to the issue was analyzed and interpreted from the point of scientific view. Research Questions: The research tries to answer these two questions: What is the significance level of common strategic management and private strategic leadership concepts for managers of health institutions in the healthcare system of Turkey which is a sub-sector of international healthcare sector in modern world, and international health system? What are the systemic and scientific works conducted about this issue and what should be done? Theoretical Framework and Limitations: Management, Strategic Management, Leader and Strategic Leadership concepts were primarily discussed in the study, and then Strategic Leadership Concept was studied in details. In part four, studies conducted about the importance of Strategic Leadership in Healthcare Management were presented through analysis. In the conclusion part, suggestions, solution proposals were presented for national and international health system focusing on healthcare management. Healthcare sector has been in a period of change devoted to improvement in both our country, other developed and developing world-countries. In particular the rise of expectation for competition in this sector and for health quality has revived the issue of autonomizing and discommoning even public hospitals in our country, and autonomy in terms of managerial was provided to public hospitals by founding Association of Public Hospitals with the statutory decree about the organization and functions of the Ministry of Health and subsidiaries on 11 October 2011. These works show that strategic management and leadership concept are indispensable factors of specially healthcare management. Because it is known that leader behaviors of managers in charge of health institutions, which provide people with job and where people endeavor too much, have clear influence on job satisfaction 2. CONCEPTS According to Ülgen and Mirze (2010), strategic management is a term which expresses a more clear expansion of business management due to the intra-word ‘management’. However, strategic management is not concerned with the management of daily and ordinary works of business, but 156 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 of workers and on organizational commitment (Güldaş, 2009). 2.1. Manager Concept According to Koçel (2011) we can describe ‘Management’ as an occupation and ‘Manager’ as the person who does it. In other words, it is an occupation of reaching their goals of business units by using fund of accrued knowledge in management domain, working with others and transacting business via these. If we define ‘manager’ concept according to open system and contingency approaches, manager is a person whoever gathers factors of material and humane production canorously in order to achieve certain objectives in period of time and under variable ambient conditions (Eren, 2011). Operations done in an organization can be big or small. There are managerial levels from the bottom level (operational level) to the upper level (strategic planning level) in business firm. Thereby, managers are not the ones who just conduct important and big works. Hence, managers at each level, including human beings are responsible for making the business achieve needed and intended goals by utilizing available sources efficiently and productively (Ülgen ve Mirze, 2010). Based on these definitions we can say that manager is a basic humanistic element who neatly implements operations (at the same time who also takes responsibility) towards organizational goals by applying available rules thanks to the authorization given to him or her legally (Güney, 2007). According to Ülker (1997), the qualifications which a manager should have are listed as follows: The manager is; • who manages • who maintains order • who is a protector • who is system and organizastion-centered • who is prone to control • who has tunnel vision • who cares about ‘how and when’ questions • who has vision about sub-managerial stages • who is prone to accept available situations • who transacts in compliance with permanent norms • who does his job systematically 2.2. Leader Concept One of the basic concepts of post-modern and contemporary approaches is ‘leader concept’. The concepts such as organizational overcast structure, applications of empowerment, organization within teamwork (group) and acquired authority brought ‘leader concept’ to forefront instead of ‘manager’ who uses formal authority virtually based on the position (Koçel, 2011). The word ‘leadership’ frequently used in the last two centuries took part in world literature in 14th century (Stogdill, 1974). Although lots of studies have been conducted about leadership and especially leader concept, they are the concepts which mankind barely build consensus about their definition and content (Ergen, 2011). For this reason, researchers’ definitions of the leader by considering different variances through their personal point of view and interests caused lots of definitions in literature. 157 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 Leader is defined in three different meanings in the dictionary of Turkish Language Association. The first meaning is pioneer, commander; the second meaning is someone who is in charge of top management of a party or institution; and the third one is a team or person who takes the lead in a contest (TLA, 2014). According to Koçel (2011), leader is the one who motivates others to behave in accordance with certain goals and influence them. In another word, leader is the one who a group of people follow in order to achieve their personal and group objective, and whose desire, command and instructions lead those people. According to Barlı (2010), the qualifications and features a leader should have are sorted below: • Being humble and tolerant • Not repeating mistakes and learning from experiences • Making the right decisions • Being neat in private life and respectful 2.3. The Differences between Manager and Leader The concepts of manager and leader are two important concepts of management domain which are muddled up with each other, are used interchangeably, but not the same as each other. According to Kotter (1999) management and leadership are a system of two separate and component actions. Each of them has distinctive function and characteristic engagements. In today’s competitive and active business climate both of them are necessary for success. • Being charismatic • Having vision and mission • Being strong in all respects Management is related to an organization’s continuation and its hierarchical structure, and within the scope of this concept it fulfills functions such as planning, organizing, coordinating, orientating-guiding and controlling. On the other hand, leadership is related to getting into the act and acceleration of change (Drafke and Kossen, 1998). • Being enterprising, innovator and creative • Being ambitious and spirited • Being able to communicate effectively • Being positive • Being faithful While leaders are the ones who are pioneers of big plans and have ideas, managers are the ones who apply these plans. In another word, manager is the one who carries out the vision of a leader (Ülgen and Mirze, 2010). • Having the ability of rhetoric and persuasion • Trusting and being reliable • Having general knowledge • Being brave, patient and calm Kotter (1999) points out that management is to cope with complexity, and leadership is to adopt • Being determined and consistent 158 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 a personal and effective attitude which is goaloriented while linking leadership with handling the change and stating that managers are nonpersonal and passive about goals. The differences between manager and leader can be summarized as seen in the table below when literature search is done about the issue (Güldaş, 2009). According to Yukl (1989), one person can be a leader without being a manager and one person who is not a manager can be a leader, too. Table 1. Differences Between Leader And Manager The manager applies The leader innovates. The manager maintains continuity The leader develops. The manager is based on regularity. The leader is based on persons. The manager relies on supervision. The leader relies on persons. The manager does the works right. The leader does the right works. The manager preserves. The leader develops. The manager imitates. The leader brings the new out. The manager asks ‘how’ and ‘when’ questions. The leaders asks ‘what’ and ‘why’ questions. The manager tends to adopt non-personal managerial goals. The leader tends to adopt persons and active situations. The manager uses his works as integration process of human and material sources. The leader improves people’ ideas about possibility and necessity. The manager uses tactics such as agreement, punishment or rewarding. The leader reveals new moral values and creates special desire and goals via commands the leader gives. The manager acts through incentives to protect what exists, and stays away from taking risk. The leader prefers to create ambition at work, and keep opportunities and awards at high level. Reference: Güldaş, 2009 3. STRATEGIC LEADERSHIP The word ‘strategy’ etymologically comprises of the combination of two old Greek words as root and prefix. It derived from the word ‘stratos’ which means a spread army or a large community, and the suffix ‘egy’ in this word means ‘direct’ (Adair, 2002). According to Turkish Language Association (2014), the word ‘strategy’ whose meaning is ‘izlem’ in Turkish came from French into Turkish and has been used in social sciences since 1970s. In the dictionary of Turkish Language Association (2014), the word ‘strategy’ means the science and art of using politic, economic, psychological and military powers concomitantly for the purpose of supporting policies adopted of a nation or a community of nations in peace and war time. At the same time, the word strategy which has been 159 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 used as a military term for centuries is defined in Webster’s New International Dictionary (2014) as follows: the science and art of military command exercised to meet the enemy in combat under advantageous conditions. organization at the same time are needed (Industrial College of the Armed Force, 2002). Strategic leadership which is one of the important components of strategic management process is defined as abilities of divination, creating vision, providing flexibility, thinking strategically and working with others in order to initiate changes which will provide a feasible future for organization (Uğuroğlu and Çelik, 2009). According to all these definitions, strategy comprehends precautions and regulations taken to achieve objectives in general. In this context, strategy can be interpreted as the way which all organizations will follow in order to maintain its existence and increase efficiency (Güçlü, 2003). Ireland and Hitt (2005) define strategic leadership as a person’s ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization. On the other hand, Rowe (2001) defines strategic leadership as the ability to influence other to voluntarily make day-to-day decisions that enhance the long term viability of the organization while at the same time maintaining its short term financial stability. The basic duty of a leader is to create strategies in order to carry out the mission or basic goal of business by specifying them. The strategic, an important factor in succeeding in fulfilling strategies, is the person who can make strategic changes via his abilities of vision, anticipation, being flexible and impowering other followers (Ülgen ve Mirze, 2010). In general terms strategic leadership is concerned with all people taking on all responsibility of organization ; it is also concerned with people such as top executives, dominant coalitions inside the organization, board members and general managers of departments (Boal and Hooijberg, 200; Hitt et al., 2007). In order to understand the concept of strategic leadership better, the differences between it and leadership should be presented clearly. The duties laid on the leadership concept differ according to available hierarchal levels in especially big organizations. For instance, strategic leadership dominates in the top levels of organization, organizational leadership dominates in the medium levels, and apprehension of leadership focusing on production and action dominates in the bottom levels of organization. In this dispersion leaders in the top level are responsible for determining strategic tendency and vision of organization within the scope of global strategic environment. Not only analytical thinking is needed for leaders in this strategic level, but also creative thinking manners to develop the vision and mission of 3.1. The Emergence of Strategic Leadership When situations which businesses faced in 1960s and 1970s are considered as the key determinant of managerial behaviors and organizational outcomes, the studies about leadership have shown a change from managerial leadership studies to strategic leadership studies since the middle of 1980s; and hence, it has shown a change towards top 160 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 executives (Ireland and Hitt, 2005; Yukl, 2002). The first marks of this change can be seen in Upper Echelon Theory by Hambrick and mason (1984). Thereby, the theory of strategic leadership derived from upper echelon theory and developed (Vera and Crossan, 2004). Strategic leadership theory considered organizations as a reflection of specially CEOs (Chief Executive Officer) and many CEOs accepted strategic leadership responsibilities on their own. The basic duty of CEOs as the strategic leaders of organizations is to choose a vision for their organizations and to provide necessary conditions to be able to reach this vision. In particular when these choices end up with success, strategic leaders in the key position are declared as ‘hero’ in companies they work for (Uğurluoglu, 2009). In 21st century global and big rivals took the place of local and small rivals on the basis of companies with the influence of globalization; sense of competition changed. And hence, strategic leadership’s perception and practices changed by being out of control of only one person about the issue of determining the future plan and vision of organization. In table 2, as a statement of these changes, the strategic leadership practices of 20th and 21st centuries can be seen (Ireland and Hitt, 2005; Uğurluoglu, 2009). Table 2. Strategic Leadership Practices 20th Century Practices 21st Century Practices Outcome focused Outcome and process focused Stoic and confident Confident, but without hubris Sought to acquire knowledge Seeks to acquire and leverage knowledge Guided people’s creativity Seeks to release and nurture people’s creativity Work flows determined by hierarchy Work flows influenced by relationships Articulated the importance of integrity Demonstrates the importance of integrity by actions Demanded respect Willing to earn respect Tolerated diversity Seeks diversity Reacted to environmental change Acts to anticipate environmental change Served as the great leader Serves as the leader and as a great group member Views employees as a resource Views organizational personnel as a critical resource Operated primarily through a domestic mindset Operates primarily through a global mindset Invested in employees’ development Invests significantly in personnel’s continuous development Reference: Ireland & Hitt, 2005: 63-74 3.2. The Role of Strategic Leadership Concept in Strategic Management Process The foremost one of answers to the question ‘Why are some organizations more successful than others?’ which is one of the key questions in strategic management process is the scope of 161 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES Jel:I18 www.iibdergisi.com ID:3982014 – K:417 Temmuz-Ağustos-Eylül Sayı: 15 Cilt: 5 Yaz Dönemi JOURNAL July-August-September 2014 Issue: 15 Volume: 5 Summer Term strategic leadership practised (Hitt and Ireland, 2002). The effectiveness of strategic leadership which has an important role in strategic management process will increase the businesses’ power of Jel:I18 strategically and raise notably their competing returns. As is seen in the figure below, strategic www.iibdergisi.com leadership and strategic management process: ID:398 – K:417 Figure 1. Strategic Leadership and Strategic Management Process Effective Strategic Leadership Vision Mission and Successful Strategic Operations Building Strategies Practicing Strategies Success Success Strategic Competitiveness and Profit over Average Return Reference: Hıtt, Hopkinsson & Ireland, 2007 Reference: Hıtt, Hopkinsson & Ireland, 2007 As is seenAsin isFigure can take leaders have to easeleadership. progress ofSenior appropriate seen 1, in organizations Figure 1, organizations can strategic executives as advantagetake of strategic management process strategic operations and to know how to practise advantage of strategic management strategic leaders have to guide organization successfully by means of effective strategic these strategic leadership operations. Theseand actions process successfully by means of effective towards creating vision mission in leadership. Senior executives as strategic leaders are ended up with strategic competitiveness and profit above the average by strategic leaders have to guide organization towards creating vision (Uğurluoglu, 2009). and mission in businesses. Thereafter, strategic 162 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 According to Hambrick and Pettigrew (2001) there are two basic differences between leadership and strategic leadership. The first one: as strategic leadership is related to people in the top position of organization; leadership is related to each leader position at all levels of organization. The second one: as leadership generally focuses on the relation between leader and followers; strategic leadership is in a much more macro-dimension and it is not only related to these relations but also focuses on these strategic operations at the same time. Ülgen and Mirze (2010) also consider strategic leadership as one of soft factors, related to ‘human being’, of strategic management, and give it an important role in strategic management process. According to the writers, the four key behavior patterns in preparing strategies and managers are as follows: Chief Strategist Approach: Managers feature in creating strategies related to their own departments or institutions. They take part in strategic management process all along the line individually and they become the chief architect of strategies or practices which somehow come up. Delegation of Authority Approach: Managers in this approach delegate works about creating or preparing strategies to strategic planning departments or committee which they generally found or make it founded. Collective Approach: In this approach which is a midway, managers involve subordinate officers who are in charge of key position in preparing and carrying out strategies. Approach of Encouragement and Selection for Authentic and Creative Strategies: In this approach, manger or strategist never deals with creating or preparing strategies. By encouraging subordinate officers or people having a logical idea about this issue, authentic and creative strategies of them are unveiled. In other words, strategies are prepared through an approach from bottom levels to upper levels. 3.3. Qualifications of an Effective Strategic Leader There are lots of opinions which are different from each other but have similar meanings about the qualifications an efficient leader should have and the operations needed to be 63 carried out by a leader in literature (Uğurluoglu, 2009). According to Guillot (2003) the anatomy of an efficient strategic leader is seen in the Figure 2. 163 efficient leader should have and the operations needed to JOURNAL be 63 carried out by a IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES Temmuz-Ağustos-Eylül 2014leader Sayı: 15 Cilt: 5 Yaz Dönemi in literature (Uğurluoglu, 2009). 15 Volume: 5 Summer Term There are lots of opinionsJuly-August-September which are 2014 Issue: According to Guillot (2003) the anatomy Jel:I18 different from each other but have similar www.iibdergisi.com ofK:417 an efficient strategic leader is seen in the meanings about the qualifications an ID:398 -Figure 2. 3.3. Qualifications Strategic Leader of an Effective Figure 2. The Anatomy Of An Efficient Strategic Leader Figure 2. The Anatomy Of An Efficient Strategic Leader Strategic Decision Maker Strategic Competency Strategic Thinking Skills Command, Responsibility, Authority Experience, Basic Skills, Knowledge Values, Ethics, Codes, Morals, Standards Reference: Guillot, 2003: 67-75 Reference: Guillot, 2003: 67-75 As is seen in Figure 2 above, Guillot suggested the qualifications As (2003) is seen in Figure 2 above, Guillot (2003) a strategictheleader should have by creating suggested qualifications a strategic leader a pyramidal figure of a strategic leader’s should have by creating a pyramidal figure of a anatomy. According to the author, human strategic leader’s anatomy. According to the author, being cannot be born as a strategic leader human being cannot be born as a strategic leader but becomes a strategic leader. In a sense, but becomes a strategic leader. In a sense, no one no one can start in the top position of the can start in the top position of the pyramid. As to pyramid. As to this, strategic leadership this,begins strategic leadership begins with organizational with organizational values, values, standards and ethics. On these basics, standards and ethics. On these basics, the the manager manager develops develops specialist specialistknowledge knowledgebyby depending on experiences and basic skills. At this stage, continuing training can accelerate this progress by influencing. At the next stage, the manager is charged with responsibility and authority. Thereafter, training to improve strategic thinking skills will develop the manager’s abilities. At this point, an opportunity of working with a strategic leader is very crucial in terms of strategic abilities’ progress. Lastly, the manager will take part in strategic thinking process and become a strategic leader (Ugurluoglu, 2009). According to Swayne et al. (2006), the qualifications a strategic leader should have have been sorted below. A strategic leader: • • • • depending on experiences and basic skills. At this stage, continuing trainingit. can Creates an enthusing vision and explains accelerate this progress by influencing. At Makes personnel different the next stage,who thehave manager is experiences charged with from all levels of and the organization part responsibility authority. take Thereafter, intraining strategictomanagement processes. improve strategic thinking skills will develop the manager’s abilities. At Manages tomorrow rather thanoftoday. this point, an opportunity working with a strategic leader is very crucial in terms of Allocates time for his/her personnel, tries to strategic abilities’ progress. Lastly, the understand their problems and talks to them manager will take part in strategic thinking regularly. • Tolerates mistakes of personnel, because innovations wished to be done in the processes of productions, services and management can only be possible when personnel takes risk and sometimes makes mistake in order to accomplish. • Coaches new leaders in each level of the organization, and encourage his followers to guide the organization and to motivate personnel. • Relies on other followers in the organization in order to make the best decisions instead of probing thoroughly every work. 164 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue:REFEREED 15 Volume: 5 ACADEMIC Summer Term SOCIAL SCIENCES IIB INTERNATIONAL Jel:I18 www.iibdergisi.com Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi ID:398 – K:417 JOURNAL July-August-September 2014 Issue: 15 Volume: 5 Summer Term • Gives time for works to be conducted. Jel:I18 people he or she works with (Gardner, 1995). In consideration of all these definitions, the www.iibdergisi.com • Becomes a model with his or her behaviors. qualifications a strategic leader should have can ID:398 – K:417 be described by means of the figure below (Hitt • Supports personnel to solve problems et al., 1999; Ülgen and Mirze, 2010). An efficient strategic leader has the ability to influence emotions, thoughts and behaviors of Figure 3. The Qualifications Of An Efficient Strategic Leader Figure 3. The Qualifications Of An Efficient Strategic Leader Be clairvoyant Question and improve himself Create vision Deal with uncertainness Efficient Strategic Leader Be flexible Make brave decisions which are appropriate for environmental conditions Be an efficient manager Strengthen personnel Have good communication Influence on others Reference: Hıtt, Ireland & Hopkinsson, 2007 Reference: Hıtt, Ireland & Hopkinsson, 2007 As is understood from the related literature stated so far, there are lots of opinions which have As is understood from the related literature almost the same meanings about the qualifications stated so far, there are lots of opinions a strategic leadership should have. All these which have almost the same meanings strategicthe leaderqualifications qualifications areaclassified below about strategic by Irelandshould and Hitthave. (2005): leadership All these strategic • to develop and communicate a vision • to reveal the basic skills of the organization and to maintain them. leader qualifications are classified below Ireland andhuman Hitt (2005): •by to develop capital to and develop communicate a • tobuild maintainand an efficient organizational vision culture and • to engage in ethical practices 165 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 • to develop and implement balanced organizational controls quick and continuing changes in global health sector which have been faced for years made the strategic management of health institutions difficult (Shultz, 2004). 4. THE IMPORTANCE OF STRATEGIC LEADERSHIP IN HEALTHCARE MANAGEMENT According to Swayne et al. (2006), leadership is an inevitable necessity to be able to cope with these quick, complicated and constant changes in health sector. In such a complex system if health institutions want to be successful, they should have leaders who can understand the nature of external environment, can build effective strategies which can cope with change and can manage work-flow of organization actively. The usage of strategic management approach in health institutions started 20-30 years ago. Healthcare sector has been maintaining its functionality in a complex system in both national and international dimensions, and handling this situation in a global level has made healthcare delivery defective. Health sector which is the leading one of the biggest industries among global industries inherently faces much harder difficulties (Hartman and Crow, 2002). Political, technological and legal changes related to health sector have a very quick influence on health institutions which provide healthcare, and sometimes all health system can be changed completely. The most current and stunning example to be given for this is Transition Program in Health System, in Turkish Health System which has been prosecuted since 2003 when it started. As the Ministry of Health stated in 2010, the statutory decree about the organization and functions of the Ministry of Health and subsidiaries on 11 October 2011 came into force by being published in Official Gazette on 2 November 2011 within the scope of Transition Program in Health System in which fundamental changes from service delivery to finance and from human capital to information system were made. Thanks to this statutory decree, the organizational structure of the Ministry of Health of Turkish Republic which is the main service provider in healthcare and the regime and status of especially public hospitals in this structure have changed completely (Official Gazette of Turkish Republic, 2011). Hence, According to Zuckerman (2000), strategic planning which provides a health institution with making more efficient and viable decisions -which can help it find its way and determine its objectives-, helping it see the future better and suggest the demands of innovation and change has become a common management tool used in healthcare industry in recent years. Health institutions in health sector, which is especially in the process of reconstruction with reform acts, in which the competition concept is getting more and more increased, have to find the ways of competition. However, at this point, what kinds of strategies business companies should follow up depends on having a strong management in the strategic meaning (Luke et al., 2000). Health sector had a predictable external environment until 1960s. In the period starting after 1970 and existing since then, the strategic analysis of external environment in which it occurs and which can be called ‘unsteady and complicated’ has a great 166 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 importance in managerial terms. In such changeable environments rigorous analyses, innovativeness, learning and creative strategies have taken primacy. Under these circumstances, strategic leadership in health institutions has become more important (Luke et al., 2000). 5. CONCLUSION AND SUGGESTIONS The concepts of strategic management and leadership have become essential elements of healthcare management as a result of the increase of quality expectation and competition level in especially health sector with the globalization world. As it occurs in the other sectors, it is really hard to see or predict the future in health sector under today’s variable, environmental conditions. Considering national and global dimension, it is seen that health institutions have been exposed to intensive change and that health institutions have been obliged to compete under variable and complicated environmental conditions and to seek for ways with the aim of making their service more effective, cheaper and qualified. Association of Public Hospitals which has started to work actively within the scope of Transition Program in Health System since late 2012 argues that not only private sector but also public health institutions will be affected from this competition, that they should attach more importance to quality, and that they should accept leadership concepts. In order to deal with the difficulties faced in health sector (globalization world, politic effects, excessive addiction to technology, importance of human capital, health’s not accepting mistakes … etc) managers need to think strategically, have a vision, predict the future by considering today and manage human relations effectively under present conditions. In consequence of all these, present health institutions need strategic leaders to manage this change occurring in the sector. The study conducted by Uğurluoglu (2009) who studies about hospital managers also showed that hospitals which take advantage of the features of strategic leadership perceive themselves as more successful. 6. REFERENCES ADAIR, J., (2002). Effective Strategic Leadership: An Essential Path to Success Guided (2nd Edition). Macmillan BAKAN, İ., (2008). “Örgüt Kültürü ve Liderlik Türlerine İlişkin Algılamalar İle Yöneticilerin Demografik Özellikleri Arasındaki İlişki: Bir Alan Araştırması.” KMU İİBF Dergisi, Yıl:10, Sayı:14. 13-40 BARLI, Ö., (2010). Davranış Bilimleri ve Örgütlerde Davranış. Afşar Matbaacılık, Erzurum BOAL, K.B., & HOOIJBERG, R., (2000). “Strategic Leadership Research: Moving On”. Leadership Quarterly, 11 (4):515-549 DRAFKE, M.W., & KOSSEN, S., (1998). The Human Side of Organizations (7th Edition). Addisson-Wesley EREN, E., (2011). Yönetim ve Organizasyon: Çağdaş ve Küresel Yaklaşımlar (10. bs.). İstanbul: Beta Yayı Dağıtım A.Ş. ERGEN, T., (2011). “Stratejik Liderlik ve Takım Çalışmasındaki Rolü: Erzurum İli 112 Acil Sağlık Hizmetlerinde Bir Uygulama”. Atatürk Üniversitesi Sosyal Bilimler Enstitüsü 167 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 HITT, M.A., & IRELAND, R.D., (2002). “The İşletme Anabilim Dalı Yüksek Lisans Tezi. Erzurum. Essence of Strategic Leadership: Managing Human and Social Capital”. Journal of Lea- GARDNER, H., (1995). Leading Minds: An Anatomy of Leadership. Basic Books; New York dership and Organizational Studies, 9(1):3-14 HITT, M.A., & HOSKISSON, R.E., & IRE- GUILLOT, C.W., (2003). Strategic Leadership: Defining the Challenge. Air & Space Power Journal, Winter, pp.67-75 LAND, R.D., (2007). Management of Strategy (International Student Edition). China: Thomson South-Western GÜÇLÜ, N., (2003). “Stratejik Yönetim”. 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Access Date: 28.06.2014, http:// www.tdk.gov.tr UĞURLUOĞLU, Ö., (2009). “Hastane Yöneticilerinin Stratejik Liderlik Özelliklerinin Değerlendirilmesi”. Hacettepe Üniversitesi Sağlık Bilimleri Enstitüsü Sağlık Kurumları Yönetimi Programı Doktora Tezi. Ankara UĞURLUOĞLU, Ö., & ÇELİK, Y., (2009). “Örgütlerde Stratejik Liderlik ve Özellikleri”. Hacettepe Sağlık İdaresi Dergisi, Cilt:12, Sayı:2, 121-156 ÜLGEN, H., & MİRZE, S.K., (2010). İşletmelerde Stratejik Yönetim (5. bs.). İstanbul: Beta Basım Yayım Dağıtım A.Ş. ÜLKER, G., (1997). “Yönetici ve Lider”. 21. Yüzyılda Liderlik Sempozyumu Bildiriler Kitabı, Cilt: 1, 5-6 Haziran, İstanbul VERA, D., & CROSSAN, M., (2004). “Strategic Leadership and Organizational Learning”. Academy of Management Review, 29(2):222-240 WEBSTER’S NEW INTERNATIONAL DICTIONARY., (2014). Access Date: 25.06.2014, http://www.merriam-webster.com/dictionary/ strategy YUKL, G., (1989). “Managerial Leadership: A Review of Theory and Research”. Journal of Management, 15(2):251-289 ZUCKERMAN, A.M., (2000). “Creating A Vision For Twenty-First Century Healthcare Organization”. Journal of Healthcare Management, 45 (5), Sept/Oct:294-306 169 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 SAĞLIK KURUMLARI YÖNETİMİNDE STRATEJİK LİDERLİĞİN ÖNEMİ Özet: En basit haliyle bile karmaşık bir yapıya sahip olan sağlık hizmet sektörü; yerelden ulusala doğru gidildikçe ve küresel boyutta irdelendikçe daha da karmaşıklaşmakta, bu noktada yönetsel anlamda bu karmaşıklığı yönetebilmek daha da zorlaşmaktadır. Uluslararası boyutta yaşanan gelişmelerle birlikte sıradan bir hizmet sektörü olmanın dışına çıkan sağlık hizmetleri sektörünün yönetimi de bu gelişmelere kayıtsız kalamamakta ve her geçen gün daha da profesyonel bir hal almaktadır. Özellikle, reform çalışmalarıyla yeniden yapılandırma süreci içerisinde bulunan ve rekabet kavramının gün geçtikçe arttığı sağlık sektöründe; sağlık işletmeleri, rekabet etmenin yollarını bulmak zorundadır. Fakat bu noktada ne tür stratejilerin izlenmesi gerektiği, işletmenin stratejik anlamda güçlü bir yönetime sahip olmasına bağlıdır. 1960’lı yıllara kadar tahmin edilebilir bir dış çevreye sahip olan sağlık sektörünün; 1970 sonrasından başlayıp günümüze kadar devam eden süreçte, içerisinde bulunduğu çalkantılı ve karmaşık olarak nitelendirilebilecek dış çevrenin stratejik analizi, yönetsel açıdan büyük önem arz etmektedir. Böylesine değişken çevrelerde; dikkatli analizler, yenilikçilik, öğrenme ve yaratıcı stratejiler, öncelik kazanmaktadır. Bu koşullar altında, sağlık kurumlarında stratejik liderlik, daha da önemli hale gelmektedir. Hasta hakları, kalite, iç ve dış müşteri memnuniyeti, stratejik yönetim ve liderlik gibi kavramlar, günümüz sağlık kurumları yönetiminin odak noktasında bulunmakta ve yine çağa ayak uydurabilen sağlık kurumları; işinin ehli, stratejik yönetim ve liderlik özelliklerine sahip profesyonel yöneticilere ihtiyaç duymaktadır. Sağlık hizmetlerindeki aşırı işyükü, yine sağlık sektöründe rekabetin fazla olması; uzmanlaşmış, birbirinden farklı özelliklere sahip ama bir o kadar da karşılıklı bağımlılık çerçevesinde hareket eden personelin bulunması, kaliteli bir hizmet sunumu adına bu sektörde gelişen teknolojinin sürekli takip edilme zorunluluğu ve en önemlisi de yapılan faaliyetlerin insan sağlığı ile ilgili olması; yönetsel açıdan sağlık sektöründe ciddi sıkıntıları ortaya çıkarmaktadır. Bu sebepledir ki son derece karmaşık bir sistem dâhilinde hareket eden sağlık kurumlarında, işlerin optimum derecede sürekliliğinin sağlanması; hem sağlık kurumlarının stratejik olarak etkili bir biçimde yönetilmesiyle hem de kurum yöneticilerinin stratejik liderlik becerileri odağında gerçekleştirecekleri takım çalışması ile mümkün olacaktır. Amaç: Çalışmanın amacı; kişisel ve toplumsal gelişimin odak noktasında yer alan sağlık kurumlarının, stratejik liderlik becerilerine sahip yöneticiler tarafından yönetilmeleri gerekliliğini bilimsel literatür ışığında ortaya koymak ve bu hususta çözüm önerileri geliştirmektir. Kapsam: Gerek ulusal ve gerekse uluslararası literatürde sağlık kurumları yönetiminde stratejik yönetim ve stratejik liderlik çerçevesinde yapılan çalışmalar, bu makalenin kapsamını oluşturmakta ve bu kapsamdaki konuyla ilgili akademik bilgiler, çözümlenerek okuyucuya sunulmaktadır. Yöntem: Çalışma yöntemi olarak literatür taraması yapılmış ve konuyla ilgili bilimsel çalışmalar irdelenerek elde edilen bilgiler, bilimsel bakış açısıyla çözümlenmiş ve yorumlanmıştır. Araştırma Problemi: Araştırma, şu problem cümlesi etrafında şekillenmektedir: Uluslararası sağlık sisteminde ve globalleşen dünyada uluslararası sağlık sektörünün bir alt sistemi olan Türkiye sağlık sisteminde, sağlık kurumları yöneticileri için genelde stratejik yönetim ve özelde stratejik liderlik kavramlarının önem derecesi nedir? Sistemsel ve bilimsel olarak konuyla ilgili yapılan çalışmalar nelerdir ve neler yapılması gerekmektedir? Kurumsal Çerçeve ve Kısıtlar: Araştırma metninde öncelikle kavramsal boyutta Yönetim, Stratejik Yönetim, Lider ve Stratejik Liderlik kavramları 170 IIB INTERNATIONAL REFEREED ACADEMIC SOCIAL SCIENCES JOURNAL Temmuz-Ağustos-Eylül 2014 Sayı: 15 Cilt: 5 Yaz Dönemi July-August-September 2014 Issue: 15 Volume: 5 Summer Term Jel:I18 www.iibdergisi.com ID:398 – K:417 ele alınmakta, daha sonra Stratejik Liderlik kavramı ayrıntılı olarak irdelenmektedir. Dördüncü bölümde ise Sağlık Kurumları Yönetiminde Stratejik Liderliğin Önemi üzerine yapılan çalışmalar çözümlenerek ortaya konulmaktadır. Sonuç ve öneriler kısmında ise, sağlık kurumları yönetimi odaklı ulusal ve uluslararası sağlık sistemine yönelik çözüm önerileri sunulmaktadır. Sonuç: Küreselleşen dünya ile birlikte özellikle sağlık sektöründeki kalite beklentisinin ve rekabet seviyesinin de artması neticesinde, stratejik yönetim ve liderlik kavramı, sağlık kurumları yönetimin vazgeçilmez unsurları olarak karşımıza çıkmaktadır. Diğer sektörlerde olduğu gibi, sağlık sektöründe de geleceği görmek ya da tahmin edebilmek, günümüzün değişken çevresel şartları altında oldukça güçtür. Ülkesel ve küresel boyutta bakıldığında, sağlık sektörünün yoğun bir değişime maruz kaldığı ve bu değişimle birlikte sağlık kurumlarının, değişken ve karmaşık çevresel koşullar altında rekabet etmek ve sundukları hizmetleri daha etkili, daha ucuz ve daha kaliteli sunmanın yollarını araştırmak zorunda kaldıkları görülmektedir. Sağlıkta Dönüşüm programı Kapsamında 2012 yılı sonları itibariyle aktif olarak çalışmaya başlayan Kamu Hastane Birlikleri; artık sadece özel sektörün değil, kamu sağlık kuruluşlarının da bu rekabetten etkileneceklerini, kaliteye daha çok önem vermeleri gerektiğini ve stratejik yönetim ve liderlik kavramlarını benimsemeleri gerekliliğini ortaya koymaktadır. Günümüz şartlarında, sağlık sektöründe yaşanan güçlüklerle (küreselleşen dünya, siyasi etkiler, teknolojiye aşırı bağımlılık, insan gücünün önemi, sağlığın hata kabul etmeyişi, …) başa çıkabilmek için, yöneticilerin stratejik olarak düşünmeye, vizyon sahibi olmaya, bugünden yola çıkarak geleceği okuyabilmeye ve insan ilişkilerini etkili bir şekilde yürütmeye ihtiyaçları vardır. Bütün bunların neticesinde ise günümüz sağlık kurumları, sektörde yaşanan bu değişimin yönetilebilmesi adına, stratejik liderlere ihtiyaç duymaktadır. Hastane yöneticileri üzerinde çalışan Uğurluoğlu’nun (2009) yürütmüş olduğu çalışma da ortaya koymuştur ki; stratejik liderlik özelliklerini kullanan hastane yöneticileri, kendilerini daha başarılı olarak algılamaktadır. Anahtar Kelimeler: Sağlık Kurumları Yönetimi, Stratejik Yönetim, Stratejik Liderlik 171 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. ACHE HEALTHCARE EXECUTIVE 2019 COMPETENCIES ASSESSMENT TOOL T he American College of Healthcare Executives’ Healthcare Executive Competencies Assessment Tool is offered as an instrument for healthcare leaders to use in assessing their expertise in critical areas of healthcare management. How to Use This Tool This tool can be used in several different ways to identify areas of strength and areas that may need professional or skill development as well as a development plan. Some examples on how this tool can be used are listed below. • Self or organizational assessment. The tool is designed to help you identify strengths and areas for development in relation to ACHE’s competencies. It may provide valuable information in your performance planning and review. • Team or group development. The tool may help to link individual performance to the goals of the organization. Integrating knowledge and skills needed for effective leadership will allow team members to achieve corporate goals, objectives, and values. • Employee selection or job descriptions. The tool may provide the ability to look beyond the individual and understand the composition of the entire workforce by exploring the strengths, weaknesses, and gaps across the organization. You can make more informed decisions regarding training initiatives, allocate resources more effectively, and align development opportunities with organizational goals. • Academic or professional development programs. The tool may help uncover knowledge and skills you may wish to update or improve. Once you have completed the ratings, you will get results that point to the competencies you should focus on when choosing professional development opportunities. This tool is self-scored with no right or wrong answers. Use the results to make a development plan and complete the Competencies Assessment Tool at a desired interval to measuring growth over time. • Competent (3)–People with considerable experience develop competence in solving problems within the learned guidelines and rules. You are able to successfully complete the competency as requested. Help from experts may be required from time to time, but you can usually perform the skill independently. • E xpert (5)–Experts work intuitively analyzing, recognizing patterns, critiquing and solving problems with ideas and expertise. You are known as the expert in this area. You can provide guidance, troubleshoot, and answer questions related to this competency. For your convenience, a complete list of ACHE resources, including readings, programs, assessments, and self-study courses, are included in the back of the directory and referenced by number in each section of the assessment. About This Tool The competencies are derived from job analysis surveys of healthcare leaders across various management and administration disciplines. They are aligned with the challenges and opportunities experienced by leaders today. The tool is reviewed and updated annually. Within the Healthcare Executive Competencies Assessment Tool, the competencies are categorized into five critical domains: Communication and Relationship Management, Leadership, Professionalism, Knowledge of the Healthcare Environment, and Business Skills and Knowledge. The definitions for the domains are as follows: Communication and Relationship Management To assess expertise in the five domains of this tool, consider where you, the person, or the team you are assessing would fall on the scale of skill acquisition. • Novice (1)–An individual’s primary focus is understanding and gaining information in order to comprehend the skills needed. You have the level of experience gained in a classroom setting or on-thejob training. You are expected to need help when performing this skill. 1 Professionalism Leadership Knowledge of the Healthcare Environment Business Skills and Knowledge *derived from HLA Model ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 1. Communication and Relationship Management The ability to communicate clearly and concisely with internal and external customers, establish and maintain relationships, and facilitate constructive interactions with individuals and groups. This domain includes: A. Relationship Management B. Communication Skills C. Facilitation and Negotiation 2. Leadership The ability to inspire individual and organizational excellence, create a shared vision and successfully manage change to attain the organization’s strategic ends and successful performance. Leadership intersects with each of the other four domains. This domain includes: A. B. C. D. Leadership Skills and Behavior Organizational Climate and Culture Communicating Vision Managing Change 3. Professionalism The ability to align personal and organizational conduct with ethical and professional standards that include a responsibility to the patient and community, a service orientation, and a commitment to lifelong learning and improvement. This domain includes: A. Personal and Professional Accountability B. Professional Development and Lifelong Learning C. Contributions to the Community and Profession C. D. E. F. G. H. I. Human Resource Management Organizational Dynamics and Governance Strategic Planning and Marketing Information Management Risk Management Quality Improvement Patient Safety Healthcare leaders should demonstrate competence in aspects of all five of these domain areas. As you work your way through the Competencies Assessment Tool, we hope you will find it valuable and that it provides guidance along your path of lifelong professional education as you face the ongoing challenges of management and leadership. We have made it available as a PDF file at ache.org/CareerResources and hope you will share it with other healthcare leaders. About the Competencies The competencies were derived from job analysis surveys conducted by Healthcare Leadership Alliance associations. In addition to the American College of Healthcare Executives, members of the Healthcare Leadership Alliance are American Association of Physician Leadership, American Organization of Nurse Executives, Healthcare Financial Management Association, Healthcare Information and Management Systems Society, and Medical Group Management Association. For more information on the HLA visit www.healthcareleadershipalliance.org. 4. Knowledge of the Healthcare Environment The understanding of the healthcare system and the environment in which healthcare managers and providers function. This domain includes: A. B. C. D. Healthcare Systems and Organizations Healthcare Personnel The Patient’s Perspective The Community and the Environment 5. Business Skills and Knowledge The ability to apply business principles, including systems thinking, to the healthcare environment. This domain includes: A. General Management B. Financial Management ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 2 COMPETENCY LEVEL Novice Competent Expert 1. Communication and Relationship Management A. Relationship Management Organizational structure and relationships 1 2 3 4 5 Build collaborative relationships 1 2 3 4 5 Demonstrate effective interpersonal relations 1 2 3 4 5 Develop and maintain medical staff relationships 1 2 3 4 5 Develop and maintain supplier relationships 1 2 3 4 5 Identify stakeholder needs/expectations 1 2 3 4 5 Provide internal customer service 1 2 3 4 5 Practice and value shared decision making 1 2 3 4 5 Other professional norms and standards of behaviors as defined by professions such as AHA, physician’s oaths and other professional pledges 1 2 3 4 5 Creating an ethical culture in an organization 1 2 3 4 5 Readings: 3, 10, 13, 18, 19, 34, 59, 67, 74, 85, 90, 94, 104, 105, 113, 118 Programs: 12, 16, 17, 18, 25, 40, 41, 43, 49, 53, 57, 67 Leadership Assessments: 1, 2, 6, 7 Self-Study Courses: 2, 3, 19 B. Communication Skills 3 Public relations 1 2 3 4 5 Principles of communication and their specific applications 1 2 3 4 5 Sensitivity to what is correct behavior when communicating with diverse cultures, internal and external 1 2 3 4 5 Communicate organizational mission, vision, objectives and priorities 1 2 3 4 5 Identify and use human and technical resources to develop and deliver communications 1 2 3 4 5 Prepare and deliver business communications, including meeting agendas, presentations, business reports and project communications plans 1 2 3 4 5 Present results of data analysis to decision makers 1 2 3 4 5 Provide and receive constructive feedback 1 2 3 4 5 Use factual data to produce and deliver credible and understandable reports 1 2 3 4 5 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Readings: 10, 25, 122 Programs: 17, 40, 42, 53, 65 Leadership Assessments: 7 C. Facilitation and Negotiation Mediation, negotiation and dispute resolution techniques 1 2 3 4 5 Team building techniques 1 2 3 4 5 Labor relations strategies 1 2 3 4 5 Build effective physician and administrator leadership teams 1 2 3 4 5 Create, participate in and lead teams 1 2 3 4 5 Facilitate conflict and alternative dispute resolution 1 2 3 4 5 Facilitate group dynamics, process, meetings and discussions 1 2 3 4 5 Readings: 3, 10, 13, 23, 32, 36, 69, 74, 85, 87, 101, 103, 112, 113, 118 Programs: 4, 40, 42, 49, 53, 67 Leadership Assessments: 5, 7 Self-Study Courses: 2, 19, 20, 25 COMMUNICATION AND RELATIONSHIP MANAGEMENT DEVELOPMENT PLAN ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 4 COMPETENCY LEVEL Novice Competent Expert 2. LEADERSHIP A. Leadership Skills and Behavior Leadership styles/techniques 1 2 3 4 5 Leadership theory and situational applications 1 2 3 4 5 Potential impacts and consequences of decision making in situations both internal and external 1 2 3 4 5 Adhere to legal and regulatory standards 1 2 3 4 5 Champion solutions and encourage decision making 1 2 3 4 5 Develop external relationships 1 2 3 4 5 Collaborative techniques for engaging and working with physicians 1 2 3 4 5 Incorporate and apply management techniques and theories into leadership activities 1 2 3 4 5 Foster an environment of mutual trust 1 2 3 4 5 Support and mentor high-potential talent within the organization 1 2 3 4 5 Advocate and participate in healthcare policy initiatives 1 2 3 4 5 Readings: 3, 5, 16, 21, 23, 32, 36, 37, 47, 50, 55, 59, 76, 81, 82, 83, 86, 90, 111, 112 Programs: 4, 25, 36, 39, 42, 48, 49, 53, 66, 67 Leadership Assessments: 1, 2, 4, 7 Self-Study Courses: 1, 3, 5, 7, 13, 20 B. Organizational Climate and Culture Create an organizational climate that encourages teamwork 1 2 3 4 5 Create an organizational culture that values and supports diversity 1 2 3 4 5 Knowledge of own and others’ cultural norms 1 2 3 4 5 Assess the organization, including corporate values and culture, business processes and impact of systems on operations 1 2 3 4 5 1 2 3 4 5 Create an organizational climate that facilitates individual motivation 1 2 3 4 5 Readings: 44, 82, 87, 93, 98, 105, 112 Programs: 2, 12, 19, 28, 37, 40, 53, 67 Leadership Assessments: 7 Other: 3 C. Communicating Vision Establish a compelling organizational vision and goals 5 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Encourage a high level of commitment to the purpose and values of the organization 1 2 3 4 5 Hold self and others accountable for organizational goal attainment 1 2 3 4 5 Gain physician buy-in to accept risk and support new business ventures 1 2 3 4 5 Promote and manage change 1 2 3 4 5 Explore opportunities for the growth and development of the organization on a continuous basis 1 2 3 4 5 Promote continuous organizational learning/improvement 1 2 3 4 5 Anticipate and plan strategies for overcoming obstacles 1 2 3 4 5 Anticipate the need for resources to carry out initiatives 1 2 3 4 5 Develop effective medical staff relationships in support of the organization’s mission, vision and strategic plan 1 2 3 4 5 Readings: 13, 19, 23, 32, 36, 74, 82, 85, 86, 87, 90, 112, 118, 130 Programs: 2, 12, 17, 40, 41, 53 Leadership Assessments: 7 Self-Study Courses: 1, 13, 20 D. Managing Change Readings: 1, 2, 3, 5, 10, 13, 18, 19, 23, 26, 32, 35, 36, 38, 52, 61, 67, 74, 82, 85, 86, 87, 90, 91, 93, 103, 105, 108, 113, 118 Programs: 2, 16, 30, 33, 36, 39, 40, 41, 42, 43, 53, 66, 67 Leadership Assessments: 4, 6 Self-Study Courses: 2, 13, 19 LEADERSHIP DEVELOPMENT PLAN ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 6 COMPETENCY LEVEL 3. PROFESSIONALISM Novice Competent Expert A. Personal and Professional Accountability Patient rights and responsibilities 1 2 3 4 5 Ethics committee’s roles, structure and functions 1 2 3 4 5 Consequences of unethical actions 1 2 3 4 5 Organizational business and personal ethics 1 2 3 4 5 Cultural and spiritual diversity for patients and staff as they relate to healthcare needs 1 2 3 4 5 Conflict of interest situations as defined by organizational bylaws, policies and procedures 1 2 3 4 5 Professional roles, responsibility and accountability 1 2 3 4 5 Professional standards and codes of ethical behavior 1 2 3 4 5 Balance professional and personal pursuits 1 2 3 4 5 Uphold and act upon ethical and professional standards 1 2 3 4 5 Adhere to ethical business principles 1 2 3 4 5 Other professional norms and standards of behaviors as defined by professions such as AHA, physician’s oaths and other professional pledges 1 2 3 4 5 Creating an ethical culture in an organization 1 2 3 4 5 Professional norms and behaviors 1 2 3 4 5 Professional societies and memberships 1 2 3 4 5 Contribute to professional knowledge and evidence 1 2 3 4 5 Time and stress management techniques 1 2 3 4 5 Conduct self-assessments 1 2 3 4 5 Network with colleagues 1 2 3 4 5 Participate in continuing education and career planning 1 2 3 4 5 Acquire and stay current with the professional body of knowledge 1 2 3 4 5 Readings: 34, 36, 67, 85, 96, 97, 126 Programs: 25, 39, 53, 57 Other: 1, 2, 4, 5, 6, 8 B. Professional Development and Lifelong Learning Readings: 28, 36, 89, 98, 124, 128 Programs: 12, 36, 67 Leadership Assessments: 2, 3, 8 Self-Study Course: 5 7 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert C. Contributions to the Community and Profession Ethical implications of human subject research 1 2 3 4 5 Serve as the ethical guide for the organization 1 2 3 4 5 Practice due diligence to carry out fiduciary responsibilities 1 2 3 4 5 Mentor, advise and coach 1 2 3 4 5 Advocate for patients, families and communities 1 2 3 4 5 Advocate with physicians for the importance of hiring professionally trained and certified administrators and supporting their professional development 1 2 3 4 5 Participate in community service 1 2 3 4 5 Readings: 2, 47, 50, 75, 97 Programs: 31 Self-Study Courses: 1, 7, 20 Other: 7, 8 PROFESSIONALISM DEVELOPMENT PLAN ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 8 COMPETENCY LEVEL Novice Competent Expert 4. KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT A. Healthcare Systems and Organizations Healthcare and medical terminology 1 2 3 4 5 Managed care models, structures and environment 1 2 3 4 5 The interdependency, integration and competition among healthcare sectors 1 2 3 4 5 Levels of healthcare along the continuum of care 1 2 3 4 5 Levels of service from a business perspective 1 2 3 4 5 Evidence-based management practice 1 2 3 4 5 Healthcare economics 1 2 3 4 5 Requirements for nonprofit healthcare organizations 1 2 3 4 5 The interrelationships among access, quality, cost, resource allocation, accountability and community 1 2 3 4 5 Ancillary services 1 2 3 4 5 Physician roles 1 2 3 4 5 The healthcare sectors 1 2 3 4 5 Staff perspective in organizational settings 1 2 3 4 5 Nurse and allied health professionals’ scope of practice 1 2 3 4 5 Support services 1 2 3 4 5 Role of nonclinical professionals in the healthcare system 1 2 3 4 5 Educational funding for healthcare personnel 1 2 3 4 5 Workforce issues 1 2 3 4 5 Readings: 1, 13, 20, 25, 35, 62, 63, 64, 102, 108, 114 Programs: 2, 12, 35, 41, 64 B. Healthcare Personnel Readings: 14, 23, 29, 39, 59, 65, 71, 98, 112, 130 Programs: 16, 35, 49, 57 Self-Study Courses: 3, 20 9 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert C. The Patient’s Perspective The patient’s perspective (e.g., cultural differences, expectations) 1 2 3 4 5 Socioeconomic environment in which the organization functions 1 2 3 4 5 Healthcare trends 1 2 3 4 5 Implications of community standards of care 1 2 3 4 5 Healthcare technological research and advancements 1 2 3 4 5 Organization and delivery of healthcare 1 2 3 4 5 Community standards of care 1 2 3 4 5 Corporate compliance laws and regulations 1 2 3 4 5 Regulatory and administrative environment in which the organization functions 1 2 3 4 5 Governmental, regulatory, professional and accreditation agencies 1 2 3 4 5 Legislative issues and advocacy 2 3 4 5 Readings: 2, 6, 15, 45 Program: 34 Self-Study Course: 12 D. The Community and the Environment 1 Readings: 1, 16, 34, 45, 48, 70, 81, 83, 108, 131 Programs: 31, 33, 41 Self-Study Course: 12 Other: 8 KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT DEVELOPMENT PLAN ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 10 COMPETENCY LEVEL Novice Competent Expert 5. BUSINESS SKILLS AND KNOWLEDGE A. General Management 11 Ability to analyze and evaluate information to support a decision or recommendation 1 2 3 4 5 Ability to distinguish relevant from irrelevant information 1 2 3 4 5 Ability to integrate information from various sources to make decisions or recommendations 1 2 3 4 5 Collect and analyze data from internal and external sources relevant to each situation 1 2 3 4 5 Basic business contracts 1 2 3 4 5 Techniques for business plan development, implementation and assessment 1 2 3 4 5 Justify a new business model or business plan 1 2 3 4 5 Principles of public affairs and community relations 1 2 3 4 5 The functions of organizational policies and procedures 1 2 3 4 5 Analyze the current way of doing business and clinical processes 1 2 3 4 5 Anticipate cause-and-effect relationships 1 2 3 4 5 Conduct needs analysis, identify and prioritize requirements 1 2 3 4 5 Define problems or opportunities 1 2 3 4 5 Distinguish between important and unimportant aspects of business and clinical situations as a basis for sound decision making 1 2 3 4 5 Identify alternate processes and potential solutions 1 2 3 4 5 Promote and apply problem-solving philosophies 1 2 3 4 5 Utilize comparative analysis strategies 1 2 3 4 5 Demonstrate critical thinking and analysis 1 2 3 4 5 Prioritize or triage as necessary to ensure critical functions are repaired, maintained or enhanced 1 2 3 4 5 Broad systems connections—potential impacts and consequences of decisions in a wide variety of situations both internal and external 1 2 3 4 5 Systems theory 1 2 3 4 5 Systems thinking 1 2 3 4 5 Champion systems thinking 1 2 3 4 5 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Identify how a system design accommodates business processes 1 2 3 4 5 Seek information from a variety of sources 1 2 3 4 5 Evidence-based practice 1 2 3 4 5 Facilities planning 1 2 3 4 5 Inventory control systems 1 2 3 4 5 Project management 1 2 3 4 5 Purchasing procurement 1 2 3 4 5 Develop work plans 1 2 3 4 5 Perform audits of systems and operations 1 2 3 4 5 Management functions 1 2 3 4 5 Assess organizational perception of systems effectiveness and departmental effectiveness 1 2 3 4 5 Develop requests for information and requests for proposals 1 2 3 4 5 Manage vendor contracts 1 2 3 4 5 Measure quantitative dimensions of systems and departmental effectiveness 1 2 3 4 5 Organize and manage the human and physical resources of the organization to achieve input, buy-in and optimal performance 1 2 3 4 5 Readings: 13, 23, 32, 35, 40, 58, 62, 67, 71, 79, 80, 94, 101, 102, 105, 122, 123, 130 Programs: 13, 49, 51, 69 Leadership Assessments: 1, 3 Self-Study Courses: 4, 5, 9, 17, 21, 24 B. Financial Management Basic accounting principles 1 2 3 4 5 Financial management and analysis principles 1 2 3 4 5 Financial planning methodologies 1 2 3 4 5 Financial statements 1 2 3 4 5 Outcomes measures and management 1 2 3 4 5 Reimbursement principles, ramifications and techniques, including rate setting and contracts 1 2 3 4 5 Principles of operating, project and capital budgeting 1 2 3 4 5 Fundamental productivity measures 1 2 3 4 5 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 12 COMPETENCY LEVEL Novice Competent Expert Financial controls and auditing principles 1 2 3 4 5 Revenue generation 1 2 3 4 5 Asset management, including depreciation schedule, facilities, equipment, etc. 1 2 3 4 5 Analyze financial reward versus risk 1 2 3 4 5 Apply financial planning methodologies to organizational objectives 1 2 3 4 5 Develop accounting and financial control systems 1 2 3 4 5 Develop and use performance monitoring metrics 1 2 3 4 5 Develop coding and reimbursement policies and procedures 1 2 3 4 5 Establish business relationships with financial advisors 1 2 3 4 5 Maintain compliance with tax laws and filing procedures 1 2 3 4 5 Negotiate third-party contracts 1 2 3 4 5 Provide stewardship of financial resources 1 2 3 4 5 Potential impacts and consequences of financial decision making on operations, healthcare, human resources and quality of care 1 2 3 4 5 Financing including funding sources, the process of obtaining credit and bond ratings, and issuing bonds 1 2 3 4 5 Philanthropy and foundation work, including source of funding for non-profit organizations or to target for-profit organizations’ activities 1 2 3 4 5 Supply chain systems, structures and processes 1 2 3 4 5 Human resources laws and regulations 1 2 3 4 5 Performance management systems 1 2 3 4 5 Recruitment and retention techniques 1 2 3 4 5 Staffing methodologies and productivity management 1 2 3 4 5 Employee satisfaction measurement and improvement techniques 1 2 3 4 5 Employee motivational techniques 1 2 3 4 5 Compensation and benefits practices 1 2 3 4 5 Readings: 9, 17, 26, 43, 40, 42, 44, 49, 53, 77, 93, 104, 120, 122, 129 Programs: 2, 4, 6, 7, 11, 18, 28, 29, 30, 49 Self-Study Courses: 14, 21, 23, 24 C. Human Resource Management 13 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Worker safety, security and employee health issues 1 2 3 4 5 Conflict resolution and grievance procedures 1 2 3 4 5 Organizational policies and procedures and their functions 1 2 3 4 5 The need for and/or desirability of outsourcing 1 2 3 4 5 The varying work environments in which staff work 1 2 3 4 5 Define staff roles, responsibilities and job descriptions 1 2 3 4 5 Manage departmental personnel processes, including performance appraisals; incentives; staff recruitment, selection and retention; training and education; coaching and mentoring 1 2 3 4 5 Job classification systems 1 2 3 4 5 Develop and implement policies and procedures with physicians to address physician behavioral and burnout issues 1 2 3 4 5 Develop and manage employee performance management systems 1 2 3 4 5 Develop effective physician recruitment and retention programs 1 2 3 4 5 Develop employee benefit and assistance plans 1 2 3 4 5 Engage in workforce planning 1 2 3 4 5 Evaluate and manage employee efficiency and productivity 1 2 3 4 5 Potential impacts and consequences of human resources 1 2 3 4 5 Decision making on operations, finances, healthcare and quality of care 1 2 3 4 5 Selection techniques, including commonly available assessments and relative benefits 1 2 3 4 5 Labor relations practices and strategies 1 2 3 4 5 Job design processes 1 2 3 4 5 Succession planning models 1 2 3 4 5 Organization systems theories and structures 1 2 3 4 5 How an organization’s culture impacts its effectiveness 1 2 3 4 5 Readings: 10, 13, 23, 29, 32, 39, 40, 47, 50, 69, 71, 96, 113 Program: 12, 16, 40, 44, 69 Self-Study Courses: 1, 7, 19, 20 D. Organizational Dynamics and Governance ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 14 COMPETENCY LEVEL Novice Competent Expert Governance theory 1 2 3 4 5 Governance structure 1 2 3 4 5 Medical staff structure and its relationship to the governing body and facility operation 1 2 3 4 5 Public policy matters and legislative and advocacy processes 1 2 3 4 5 Organizational dynamics, political realities and culture 1 2 3 4 5 Principles and practices of management and organizational behavior 1 2 3 4 5 Build trust and cooperation between/among stakeholders 1 2 3 4 5 Construct and maintain governance systems 1 2 3 4 5 Document and implement policies and procedures 1 2 3 4 5 Evaluate and improve governing bylaws, policies and processes 1 2 3 4 5 Facilitate physician understanding and acceptance of good business management 1 2 3 4 5 Manage the performance of subsystems in a manner that optimizes the whole synergy 1 2 3 4 5 Interpret and integrate federal, state and local laws and regulation 1 2 3 4 5 Business plan development and implementation process 1 2 3 4 5 Business planning, including business case and exitstrategy development 1 2 3 4 5 Evaluate whether a proposed solution aligns with the organizational business plan 1 2 3 4 5 Marketing principles and tools 1 2 3 4 5 Marketing plan development 1 2 3 4 5 Manage projects and/or resources 1 2 3 4 5 Healthcare system services 1 2 3 4 5 Implementation planning 1 2 3 4 5 Crisis and disaster planning 1 2 3 4 5 Readings: 3, 23, 29, 30, 32, 36, 40, 55, 91, 100, 103, 104, 113, 130 Programs: 1, 12, 19, 39, 53 Self-Study Course: 20 Other: 8 E. Strategic Planning and Marketing 15 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Characteristics of strategic decision support 1 2 3 4 5 Strategic planning processes development and implementation 1 2 3 4 5 Develop and monitor departmental strategic and tactical objectives 1 2 3 4 5 Develop a benefits realization model that measures product or service performance to ensure that strategic goals are met 1 2 3 4 5 Organizational mission, vision, objectives and priorities 1 2 3 4 5 Plan for business continuance in the face of potential disasters that could disrupt service delivery 1 2 3 4 5 Pursuing and establishing partnerships and strategic alliances 1 2 3 4 5 Readings: 31, 38, 40, 53, 57, 61, 69, 99, 100, 102, 108, 110, 112, 120, 121, 122, 123, 127 Programs: 5, 19, 28, 39, 41, 42, 53, 63, 66 Self-Study Courses: 8, 10, 11, 16 F. Information Management Application software 1 2 3 4 5 Characteristics of administrative systems/programs 1 2 3 4 5 Characteristics of clinical systems/programs 1 2 3 4 5 Confidentiality principles and laws 1 2 3 4 5 Data analysis, including manipulation, understanding of and ability to explain data 1 2 3 4 5 Electronic education and information resources and systems 1 2 3 4 5 Health informatics 1 2 3 4 5 Information systems planning and implementation 1 2 3 4 5 Technology trends and clinical applications 1 2 3 4 5 Principles of database and file management 1 2 3 4 5 Technology privacy, confidentiality and security requirements 1 2 3 4 5 Role and function of information technology in operations 1 2 3 4 5 Testing and evaluation activities of IT systems 1 2 3 4 5 Information systems continuity 1 2 3 4 5 Analyze problem reports for trends 1 2 3 4 5 Conduct demonstrations, evaluate and select healthcare IT systems 1 2 3 4 5 Ensure accuracy and integrity of data 1 2 3 4 5 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 16 COMPETENCY LEVEL Novice Competent Expert Compatibility of software, hardware and network components to facilitate business operations 1 2 3 4 5 Ensure staff members are trained to use information systems 1 2 3 4 5 Evaluate results of a system security/privacy effectiveness assessment 1 2 3 4 5 Integrate IT systems that support decision making 1 2 3 4 5 Link the IT plan to the business plan 1 2 3 4 5 Monitor IT systems’ sustainability, reliability and maintainability 1 2 3 4 5 Monitor and adjust IT system capacity 1 2 3 4 5 Recommend policies and procedures for information management systems 1 2 3 4 5 Information systems continuity, including disaster planning, recovery, backup, security, sabotage and natural disasters 1 2 3 4 5 Factors that influence selection, acquisition, and maintenance of IT systems, including upgrades and conversions, and technology lifecycles 1 2 3 4 5 Healthcare analytics 1 2 3 4 5 Risk management principles and programs 1 2 3 4 5 Confidentiality principles and laws 1 2 3 4 5 Corporate compliance laws and regulations 1 2 3 4 5 Medicare/Medicaid/third-party payment regulations 1 2 3 4 5 Inspection and accrediting standards, regulations and organizations 1 2 3 4 5 Patients’ rights, laws and regulations 1 2 3 4 5 Compliance with regulatory agencies and tax status requirements 1 2 3 4 5 Contingency planning 1 2 3 4 5 Corporate history and record-keeping procedures 1 2 3 4 5 Credentialing, medical malpractice and professional liability 1 2 3 4 5 Personnel and property security plans and policies 1 2 3 4 5 Readings: 17, 35, 40, 49, 58 Programs: 13, 25, 69 G. Risk Management 17 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Professional resource networks for risk-related activities 1 2 3 4 5 Risk assessments and analyses 1 2 3 4 5 Risk mitigation 1 2 3 4 5 Risks related to personnel management 1 2 3 4 5 Risks related to quality management and patient safety 1 2 3 4 5 Conflict resolution and grievance procedures 1 2 3 4 5 Establish patient, staff and organizational confidentiality policies 1 2 3 4 5 Maintain compliance with government contractual mandates 1 2 3 4 5 Plan for business continuance in the face of potential disasters that could disrupt service delivery 1 2 3 4 5 Benchmarking techniques 1 2 3 4 5 Medical staff peer review 1 2 3 4 5 Clinical methodologies 1 2 3 4 5 Utilization review and management regulations 1 2 3 4 5 Clinical pathways and disease management 1 2 3 4 5 National quality initiatives, including patient safety 1 2 3 4 5 Knowledge of tools for improving patient safety 1 2 3 4 5 Customer satisfaction principles and tools 1 2 3 4 5 Data collection, measurement and analysis tools and techniques 1 2 3 4 5 Patient communication systems 1 2 3 4 5 Quality improvement theories and frameworks 1 2 3 4 5 Quality planning and management 1 2 3 4 5 Recognition of quality as a strategic initiative 1 2 3 4 5 Training and certification 1 2 3 4 5 Develop and implement performance and process improvement programs 1 2 3 4 5 Readings: 5, 16, 66, 71, 80, 81, 108, 116, 117 Programs: 41 Self-Study Courses: 4, 11, 17 H. Quality Improvement ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 18 COMPETENCY LEVEL Novice Competent Expert Develop and implement quality assurance and patient satisfaction programs 1 2 3 4 5 Develop clinical pathway structure and function 1 2 3 4 5 Readings: 2, 6, 7, 8, 17, 20, 40, 46, 60, 75, 78, 84, 88, 107, 108, 109, 117, 125 Programs: 2, 7, 13, 42, 49, 65 Self-Study Courses: 6, 10 BUSINESS SKILLS AND KNOWLEDGE DEVELOPMENT PLAN 19 ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice I. Competent Expert Patient Safety* Establish and sustain a safety culture 1 2 3 4 5 Collaborate with public agencies and private organizations to support patient safety 1 2 3 4 5 Create a common set of safety metrics that reflect meaningful outcomes 1 2 3 4 5 Funding for research in patient safety and implementation science 1 2 3 4 5 Address patient safety across the care continuum 1 2 3 4 5 Support the healthcare workforce by providing a safe and healthy work environment to optimize safe patient care 1 2 3 4 5 Partner with patients and families for the safest care 1 2 3 4 5 Ensure that technology is secure and optimized to improve patient safety 1 2 3 4 5 *These competencies were adapted from original source material from the Institute for Healthcare Improvement at www.IHI.org with its permission, ©NPSF 2015. Readings: 68, 117 Programs: 69 Other: 9, 10 PATIENT SAFETY DEVELOPMENT PLAN ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 20 ACHE RESOURCE LISTINGS Readings: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 21 Accountable Care Organizations: Your Guide to Strategy, Design, and Implementation by Marc Bard, MD, and Mike Nugent Achieving Service Excellence: Strategies for Healthcare, Second Edition, by Myron D. Fottler, PhD; Robery C. Ford, PhD; and Cherill P. Heaton, PhD A New Compact: Aligning Physician-Organization Expectations to Transform Patient Care by Mary Jane Kornacki with Jack Silversin An Insider’s Guide to Physician Engagement by Andrew C. Agwunobi, MD Anticipate, Respond, Recover: Healthcare Leadership and Catastrophic Events by K. Joanne McGlown, PhD, RN, FACHE, and Phillip D. Robinson, FACHE, editors A Physician Guidebook to The Best Patient Experience by Bo Snyder, FACHE Applying Quality Management in Healthcare: A Systems Approach, Fourth Edition, by Patrice L. Spath and Diane L. Kelly, DrPH, RN The Best Patient Experience: Helping Physicians Improve Care, Satisfaction, and Scores by Robert M. Snyder Jr., FACHE Best Practice Financial Management: Six Key Concepts for Healthcare Leaders, Third Edition, by Kenneth Kaufman Better Communication for Better Care: Mastering Physician-Administrator Collaboration by Kenneth H. Cohn, MD, FACS Boost Your Nursing Leadership Career: 50 Lessons that Drive Success by Kenneth R. W hite, PhD, R N, FACHE, and Dorrie Fontaine, PhD, R N Capital Projects and Healthcare Reform: Navigating Design and Delivery in an Era of Disruption by Robert D. Levine and Georgeann B. Burns Collaborate f or Success! Breakthrough Strategies for Engaging Physicians, Nurses, and Hospital Executives by Kenneth H. Cohn, MD, FACS Consumer-Centric Healthcare: Opportunities and Challenges for Providers by Colin Konschak, FACHE, FHIMSS, and Lindsey P. Jarrell, FACHE Consumer-Directed Healthcare and Its Implications for Providers by Robert S. Bonney, JD, FACHE Contemporary Issues in Healthcare Law and Ethics, Fourth Edition, by De a n M. Ha r r i s, JD The C or e El e m e nt s of Val u e in Healthca r e by Paveljit S. Bi nd r a , M D Creating the Hospital Group Practice: The Advantage o f Employing or Affiliating with Physicians by Eric Lister, MD, and Todd Sagin, MD, JD Creating Sustainable Physician-Hospital Strategies by Jay C. Warden Delivering Value in Healthcare by Paeljit S. Bindra, MD (available May 2018) Developing Physician Leaders for Successful Clinical Integration by Carson F. Dye, FACHE, and Jacque J. Sokolov, MD Dimensions of Long-Term Care Management: An Introduction, Second Edition, by Mary Helen McSweeney-Feld, PhD, Carol Molinari, PhD, and Reid Oetjen, PhD, editors Dunn and Haimann’s Healthcare Management, Tenth Edition, by Rose T. Dunn, CPA, FACHE, FHFMA Economics for Healthcare Managers, Third Edition, by Robert H. Lee, PhD The Economics of Health Reconsidered, Fourth Edition, by Thomas Rice, PhD, and Lynn Unruh, PhD, RN 18 Levers for High-Impact Performance Improvement: How Healthcare Organizations Can Accelerate Change and Sustain Results by Gary Auton Electronic Health Records: Strategies for Long-Term Success by Michael Fossel, MD, and Susan Dorfman, DH A The Emerging Healthcare Leader: A Field Guide, Second Edition by Laurie K. Baedke, FACHE, FACMPE, and Natalie D. Lamberton, FACHE Employed Physician Networks: A Guide to Building Strategic Advantage, Value, and Financial Sustainability by David W. Miller, FACHE, Terrence R. McWilliams, MD, and Travis C. Ansel Essential Operational Components for High-Performing Healthcare Enterprises by Jon Burroughs, MD, FACHE Essentials of Strategic Planning in Healthcare, Second Edition, by Jeffrey P. Harrison, PhD, FACHE Essential Techniques for Healthcare Managers by Leigh W. Cellucci, PhD, and Carla Wiggins, PhD Ethics and Professionalism for Healthcare Managers by Elizabeth J. Forrestal, PhD, FAHIMA, and Leigh W. Cellucci, PhD Evaluating the Healthcare System: Effectiveness, Efficiency, and Equity, Fourth Edition, by Charles E. Begley, David R. Lairson, Robert O. Morgan, Paul J. Rowan and Rajesh Balkrishnan, PhD Evidence-Based Management in Healthcare: Principles, Cases and Perspectives, Second Edition by Anthony R. Kovner, PhD, and Thomas D’Aunno, PhD, editors ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 36. Exceptional Leadership: 16 Critical Competencies for Healthcare Executives, Second Edition, by Carson F. Dye, FACHE, and Andrew N. Garman, PsyD 37. Followership: A Practical Guide to Aligning Leaders and Followers by Tom Atchison, EdD 38. From Competition to Collaboration: How Leaders Cultivate Partnerships to Drive Value and Transform Health by Tracy L. Duberman, PhD, FACHE, and Robert H. Sachs, PhD 39. Fundamentals of Human Resources in Healthcare, Second Edition by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors 40. Fundamentals of Medical Practice Management by Stephen L. Wagner, PhD, FACHE, FACMPE, FACEM, FACHT 41. Futurescan 2017: Healthcare Trends and Implications 2017–2022, co-published with the Society for Healthcare Strategy and Market Development 42. Gapenski’s Cases in Healthcare Finance, Sixth Edition by George H. Pink, PhD and Paula H. Song, PhD 43. Gapenski’s Fundamentals of Healthcare Finance, Third Edition, by Kristin L. Reiter, PhD, and Paula Song, PhD 44. Getting It Done: Experienced Healthcare Leaders Reveal Field-Tested Strategies for Clinical and Financial Success by Kenneth H. Cohn, MD, FACS, and Steven A. Fellows, FACHE 45. The Global Healthcare Manager: Competencies, Concepts, and Skills by Michael Counte, PhD, Bernardo Ramirez, MD, Daniel J. West, Jr., PhD, FACHE, FACMPE, and William Aaronson, PhD 46. Going Lean: Busting Barriers to Patient Flow by Amy C. Smith; Robert Barry, PhD; and Clifford E. Brubaker, PhD 47. Growing Leaders in Healthcare: Lessons from the Corporate World b y B r e t t D. L e e , P h D, FAC H E , a n d Ja m e s W. Herring, PhD 48. The Guide to Healthcare Reform: Readings and Commentary by Daniel B. McLaughlin 49. Healthcare Applications: A Casebook in Accounting and Financial Management by T homa s E . McKee, PhD, a nd Linda J. B.McKee, PhD 50. The Healthcare C-Suite: Leadership Development at the Top by Andrew N. Garman, PsyD, and Carson F. Dye, FACHE 51. Healthcare Executive Compensation: A Guide for Leaders and Trustees by David A. Bjork, PhD 52. The Healthcare Executive’s Guide to Allocating Capital b y Ja s on H . S u s s m a n, C PA , FAC H E 53. Healthcare Facility Planning: Thinking Strategically, Second Edition, by Cynthia Hayward, FA AHC 54. Healthcare Finance: An Introduction to Accounting and Financial Management, Sixth Edition, by Louis C. Gapenski, PhD, and Kristin L. Reiter 55. Healthcare Governance: A Guide for Effective Boards, Second Edition, by Errol L. Biggs, PhD, FACHE 56. The Healthcare Leaders Guide to Actions, Awareness, and Perception, Third Edition, Carson F. Dye, FACHE, and Brett D. Lee, FACHE 57. Healthcare Marketing: A Case Study Approach by Leigh Cellucci, PhD; Carla Wiggins, PhD; and Tracy Farnsworth, EdD 58. Healthcare Operations Management, Third Edition, by Daniel B. McLaughlin and John R. Olson, PhD 59. Healthcare Philanthropy: Advance Charitable Giving to Your Organization’s Mission by Betsy Chapin Taylor 60. The Healthcare Quality Book: Vision, Strategy, and Tools, Third Edition, by Maulik Joshi, DrPH, Elizabeth Ransom, MD, David Nash, MD, and Scott Ransom, DO 61. Healthcare Strategic Planning, Fourth Edition, by John M. Harris, MBA 62. Health Economics: Core Concepts and Essential Tools by Steph Bernell, PhD 63. Health Informatics: A Systems Perspective, Second Edition, by Gordon D. Brown, PhD, Kalyan S. Pasupathy, PhD, and Timothy B. Patrick, PhD 64. Health Insurance, Second Edition, by Michael A. Morrisey, PhD 65. Health Policy Issues: An Economic Perspective, Seventh Edition, by Paul J. Feldstein, PhD 66. Health Policymaking in the United States, Sixth Edition, by Beaufort B. Longest Jr., PhD, FACHE 67. Health Services Management: A Case Study Approach, Eleventh Edition, by Ann Scheck McAlearney, ScD, and Anthony Kovner, PhD 68. High-Reliability Healthcare: Improving Patient Safety and Outcomes with Six Sigma, Second Edition by Robert Barry, PhD; Amy C. Smith, DNP, FACHE; and Clifford E. Brubaker, PhD 69. Hospitalists: A Guide to Building and Sustaining a Successful Program by Joseph A. Miller; John Nelson, MD; and Winthrop F. Whitecomb, MD 70. Hospitals and Community Benefit: New Demands, New Approaches by Connie J. Evashwick, ScD, LFACHE 71. Human Resources in Healthcare: Managing for Success, Fourth Edition, by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 22 72. Influential Leadership: Change Your Behavior, Change Your Organization, Change Health Care by Michael E. Frisina, PhD 73. Information Systems for Healthcare Management, Eighth Edition, by Gerald L. Glandon, PhD; Detlev H. Smaltz, PhD, FACHE, FHIMSS; and Donna J. Slovensky, PhD, RHIA, FAHIMA 74. Inside the Physician Mind: Finding Common Ground with Doctors by Joseph S. Bujak, MD, FACP 75. Inspired to Change: Improving Patient Care One Story at a Time by Linda Larin 76. Intangibles: The Unexpected Traits of High-Performing Healthcare Leaders by Amer Kaissi, PhD 77. Introduction to the Financial Management of Healthcare Organizations, Seventh Edition, by Michael Nowicki, EdD, FACHE, FHFMA 78. Introduction to Healthcare Quality Management, Third Edition, by Patrice L. Spath 79. Introduction to Health Policy, Second Edition, by Leiyu Shi, DrPH 80. Launching a Capital F acility Project: A Guide for Healthcare Leaders, Second Edition, by John E. Kemper 81. The Law of Healthcare Administration, Eighth Edition, by J. Stuart Showalter, JD 82. Leadership for Great Customer Service: Satisfied Employees, Satisfied Patients, Second Edition, by Thom A. Mayer, MD, FACEP, FA AP, and Robert J. Cates, MD 83. Leadership for Public Health: Theory and Practice by James W. Holsinger Jr., MD, PhD, and Erik L. Carlton, DrPH 84. Leadership for Smooth Patient Flow: Improved Outcomes, Improved Service, Improved Bottom Line by Kirk B. Jensen, MD, FACEP; Thom A. Mayer, MD, FACEP, FA AP; Shari J. Welch, MD, FACHE, FACEP; and Carol Haraden, PhD, FACEP 85. Leadership in Healthcare: Essential Values and Skills, Third Edition, by Carson F. Dye, FACHE 86. Leadership’s Deeper Dimensions: Building Blocks to Superior Performance by Tom Atchison, EdD 87. Leading a Hospital Turnaround: A Practical Guide by Anthony Jones 88. Leading a Patient-Safe Organization by Matthew J. Lambert III, MD, FACHE 89. Leading Others, Managing Yourself by Peter McGinn, PhD 90. Leading Transformational Change: The Physician-Executive Partnership by Tom Atchison, EdD, and Joseph S. Bujak, MD, FACP 91. Leading Your Healthcare Organization Through a Merger or Acquisition edited by Alan M. Zuckerman, FACHE, FA AHC, editor 92. Lean Done Right: Achieve and Maintain Reform in Your Healthcare Organization by Thomas G. Zidel 93. Make it Happen: Effective Execution in Healthcare Leadership by Daniel B. McLaughlin 94. Management of Healthcare Organizations: An Introduction, Second Edition, by Peter C. Olden, PhD 95. Managerial Epidemiology: Cases and Concepts, Third Edition, by Steven T. Fleming, PhD 96. Managerial Ethics in Healthcare: A New Perspective by Gary L. Filerman, PhD, Ann E. Mills and Paul M. Schyve, MD 97. Managing Healthcare Ethically: An Executive’s Guide, Second Edition, edited by Paul B. Hofmann, DrPH, FACHE, and William A. Nelson, PhD, HFACHE 9

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8. Managing Stress and Preventing Burnout i n the Healthcare Workplace by Jonathon R.B. Halbesleben, PhD 99. Marketing Health Services, Third Edition, by Richard K. Thomas, PhD 100.Marketing Matters: A Guide for Healthcare Executives by Richard K. Thomas, PhD, and Michael Calhoun 101. Mastering the Negotiation Process: A Practical Guide for the Healthcare Executive by Christopher L . L aubach 102. The Middleboro Casebook: Healthcare Strategy and Operations, Second Edition by Lee F. Seidel, PhD, and James B. Lewis, ScD 103. The New Hospital-Physician Enterprise: Meeting the Challenges of Value-Based Care by David Wofford and Stephan Messinger 104.Optimize Your Healthcare Supply Chain Performance: A Strategic Approach by Gera ld R . Ledlow, PhD, FACHE; A llison P. Corr y; and Mark A. Cwiek, JD, FACHE 105. Organizational Behavior and Theory in Healthcare: Leadership Perspectives and Management Applications by Stephen L. Walston, PhD 106. Partnership of Equals: Practica…
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