Student Number: BP0283279

Date submitted:

Word Count: 5294

Module name: Contextualizing Leadership Practice

Assignment name: A Critical analysis of the concepts of quality in healthcare

settings and how this is applied in service improvement.

Tutor’s name: Andy Kyeremeh

Declaration:
I certify that I have read and understood the University
Regulations relating to plagiarism. All the material in this
assignment is my work, except where I have indicated with
appropriate references.

Comments on any unusual/mitigating circumstances:

1
BP0283279
Contents:
Introduction:.............................................................................................................. 3

Quality Concepts in Healthcare Settings:...............................................................5

Quality Assurance in Healthcare settings:..............................................................8

Service Improvement strategies in healthcare Leadership:..................................9

Leading change in healthcare: Challenges and strategies:................................11

Implication of leadership on Service delivery:.....................................................16

Conclusion:..............................................................................................................19

References:..............................................................................................................20

2
BP0283279
 Introduction:

Amid the changing healthcare environment, the presence of high-quality leadership

in healthcare is crucial to guarantee the best possible results for patients, enhance
organizational efficiency, and achieve overall success. Healthcare leadership goes
beyond administrative duties and includes guiding teams, cultivating a culture of
ongoing enhancement, and making choices that priorities the well-being of patients
(Nembhard and Edmondson et al, 2006). An essential leadership style is crucial for
effectively managing the complexities of contemporary healthcare, which involves
factors such as advancements in technology, changing demographics, and evolving
patterns of illness. These circumstances require leaders who are adaptable and
forward-thinking (Luthans and Avolio, 2009). As defined by the National Quality
Measures Clearing House (United States of America), a clinical outcome refers to the
overall health condition of a patient as a direct consequence of receiving effective
healthcare leadership. The clinical outcomes and satisfaction measures encompass
various factors such as the duration of patients’ hospital stays, mortality rates in
hospitals, healthcare-associated infections. Moreover, the ratio of patients who are
unable to perform necessary actions, the use of caution, medication errors,
inadequate pain management, the rate of wound healing, patient collapse rates,
collapses resulting in injury, medication errors, and urinary tract infections.

Developing and maintaining a patient-centered approach is an essential aspect of

effective healthcare leadership. Patient-centered care prioritizes the active
involvement of patients in decision-making processes that consider their preferences,
beliefs, and specific needs. Leaders who priorities patient-centered care enhance
patient satisfaction, engagement, and overall healthcare experience. This approach
aligns with the Institute of Medicine's guidelines, which stress the importance of
cultivating respectful and collaborative relationships between healthcare providers
and patients (Poth et al, 2020).

Furthermore, effective healthcare leadership involves cultivating a culture that

consistently strives for improvement and innovation. Leaders should motivate their
teams to embrace evidence-based methodologies, remain up-to-date on emerging
advancements, and engage in ongoing education. The commitment to ongoing

3
BP0283279
learning and development guarantees that healthcare professionals are equipped to
deliver optimal care in a rapidly evolving setting. Lean and Six Sigma are quality
improvement methodologies that can enhance operational efficiency, reduce errors,
and optimize the utilization of resources (Lindstromet et al, 2004). Successful
healthcare leadership necessitates making strategic decisions that align with the
organization's objectives, vision, and values, while also fostering a culture of ongoing
enhancement. Leaders must navigate the intricate healthcare terrain, considering
factors such as regulatory adherence, fiscal viability, and the diverse needs of the
community. Effective strategic planning and implementation are essential for
healthcare organizations to thrive amidst challenges and unpredictability. In addition,
effective healthcare leadership acknowledges the importance of collaborative
teamwork across different disciplines. Healthcare delivery involves professionals
such as physicians, nurses, allied health practitioners, and administrative workers.
Leaders who foster a collaborative work environment facilitate efficient
communication, the breakdown of organizational barriers, and an approach to patient
care that emphasizes teamwork. Interdisciplinary collaboration enhances
coordination, reduces errors, and ultimately results in improved patient outcomes.
Multiple research studies and academic articles provide empirical evidence and
theoretical frameworks to substantiate the importance of quality in healthcare
leadership. Research indicates that patient-centered care has a positive influence on
patient outcomes and satisfaction (Hayes et al, 2012).

Similarly, this study examines the importance of implementing continuous

improvement methods to enhance the quality of healthcare. This text explores the
significance of strategic leadership in healthcare organizations and its impact on
organizational performance. Effective healthcare leadership necessitates the
inclusion of ethical considerations. Leaders are responsible for handling ethical
dilemmas, safeguarding patient confidentiality, and prioritizing decisions that are in
the best interests of patients. Ethical leadership promotes a culture of honesty and
responsibility among team members and patients. In the dynamic realm of
healthcare, optimizing efficiency and ensuring cost-effectiveness are crucial
concerns. Service improvement activities facilitate the efficient distribution of
resources, guaranteeing that healthcare organizations can deliver top-notch care
while effectively controlling expenses. The simultaneous focus on efficiency and

4
BP0283279
effectiveness is crucial for healthcare institutions to navigate financial constraints
while delivering exceptional patient care (Wiltsey Stirman et al, 2012). Healthcare
organizations must embrace technological advancements to stay at the forefront of
medical innovation. Service organizations should adopt new technology to enhance
patient care and improve operational efficiency (Stuart, 2012). Service improvement
projects promote the incorporation of cutting-edge technology enabling healthcare
professionals to enhance their ability to diagnose, treat, and provide healthcare in
general by utilizing advancements such as telemedicine, electronic health records,
and data analytics.

For healthcare organizations to endure in dynamic and intricate circumstances, the

implementation of continuous improvement is imperative. Berwick advocates for the
principles of enhancement, highlighting the importance of fostering a culture that
facilitates ongoing education and the refinement of skills (Buttell et al, 2008). Service
improvement initiatives contribute to the establishment and maintenance of this
culture by empowering healthcare personnel to actively identify and resolve
challenges, adapt to changes, and consistently enhance the quality of service. Active
involvement and cooperation with stakeholders are essential elements of successful
service enhancement and transformation initiatives. In order to ensure variety of
viewpoints to contribute enhancement of healthcare services, it is imperative to
engage a wide range of stakeholders for inclusive cooperation that cultivates a
feeling of ownership and collaborative responsibility (Garcia- Garcia et al, 2010).

Quality Concepts in Healthcare Settings:

Quality care is defined as health services that improve the probability of desired
health outcomes for the masses. Several factors can define the quality of healthcare
services. Various stakeholders in the healthcare industry, including physicians,
patients, and health insurers, assign varying degrees of significance to specific
attributes and, consequently, have distinct definitions of quality of care. The quality of
technical performance pertains to the degree of excellence in the execution of
current scientific medical procedures. The Supervision of the interpersonal
connection is pertinent to the delineation of the quality of care.

5
BP0283279
The supervision of interpersonal connection pertains to the clinician's ability to
establish a genuine connection with the patient on a personal level. The quality-of-
care amenities pertains to the attributes of the environment where the interaction
between patient and clinician occurs, encompassing factors like comfort,
convenience, and privacy. The quality of access to care pertains to the extent to
which individuals and groups can acquire necessary services. Equity refers to the
ownership interest or value that an individual or entity holds in a company or
property.

Research has shown that there is a correlation between the quantity, nature, and
standard of healthcare services that are offered. The increased focus on an
individual's characteristics, specifically their race and ethnicity, rather than their
actual need for care or healthcare preferences, has raised concerns about fairness in
the delivery of health services. Efficiency is the measure of the effectiveness with
which resources are utilized to accomplish a specific outcome. The cost-
effectiveness of a healthcare intervention is determined by the amount of benefit it
provides in terms of improvements in health status, relative to the level of
expenditure.

As initially observed by Donabedian in 1966, assessments of care quality can be

categorized based on one of three dimensions they assess in caregiving:
When evaluating quality based on structure, the emphasis is placed on the relatively
unchanging aspects. Attributes of the carers and the environment in which care is
administered. These attributes encompass the educational background, training, and
certification of the individuals responsible for delivering care, as well as the
sufficiency of the establishment's personnel, equipment, and overall structure. The
process, which encompasses the activities involved in providing care, can also serve
as the foundation for assessing the quality of care. The quality of the process can
vary based on two aspects: Appropriateness and skill.
Appropriateness pertains to the correctness of actions taken, while skill pertains to
the proficiency and timeliness with which actions were executed. Outcome

6
BP0283279
measures, which evaluate the extent to which healthcare objectives have been
accomplished, serve as an additional means of evaluating the quality of care.

Firstly, an efficient health system is highly needed. An efficient health care system
provides evidence-based health care that uses scientific research and methods for
treatment. Moreover, it is based on clinical research and data. It can be helpful in
improving patient outcomes, treatment practices and facilitating changing health
requirements of populace (Donabedian, 2005).

Secondly, Patient and Paramedical staff's safety is a priority in healthcare settings.

This safety is preventing injury and curing disease which can be ensured through
prioritizing patients, devising an efficient and well-organized mechanism, proper
training of staff and eliminating errors. Moreover, reporting honestly and
progressively from errors is also part of patient’s safety (Groves et al, 2013).

Thirdly, person centered care is concept of quality in healthcare settings, which

focuses on needs and values of each patient. This idea highlights that every patient
is a distinct individual with certain medical history and situation (McKenzie et al.,
2022). Hence, it is entailed that patient is given attention not only in medical
treatment but also in honoring their decisions and choices emotionally, mentally and
physically. Reduce wait times and prevent potentially harmful treatment delays in
order to provide prompt healthcare (Wiltsey Stirman et al, 2012).

It is often essential to have prompt access to medical treatment, particularly in cases

of emergency or severe illness. Being prompt with appointments, quick diagnostic
tests, and treatment start-time is also related to the effectiveness of the healthcare
system. It can be very important for treatment outcomes and general patient
satisfaction that patients receive timely care, which is why this idea is so important
(Fuchs, 2011). An equitable health care system ensures access to high-quality
medical treatments that is a core element of justice and fairness in the healthcare
system. Regardless of a person's gender, or financial situation, equitable healthcare
refers to providing all the patients same caliber of treatment. This ensures that no
one is left behind and promotes wellbeing of patients (Parish, 2001).

7
BP0283279
A whole range of services that address a person's medical requirements throughout
their life are provided via integrated healthcare. It entails organizing several facets of
healthcare services, ranging from prophylactic to restorative and vocational. This
strategy guarantees continuity of treatment, improving the effectiveness and
efficiency of healthcare (Allen-Duck et al, 2017). In order to provide a patient-
centered approach, integration also entails tearing down boundaries between various
healthcare professionals and specializations. Maximizing the advantages of available
resources while minimizing waste is the essence of efficiency in the healthcare
industry. This entails making efficient use of available medical and financial
resources, minimizing pointless testing and procedures, and simplifying the
healthcare system. Access to treatment may be increased, expenses can be
decreased, and patient satisfaction can be raised through efficient healthcare
delivery. Careful planning, efficient administration, and a dedication to ongoing
healthcare practice improvement are necessary.

Quality Assurance in Healthcare settings:

A procedure called quality assurance (QA) is used to make sure that goods,
services, or procedures adhere to established guidelines and specifications. By
putting controls, processes, and best practices into place throughout the
manufacturing or service delivery process, quality assurance (QA) aims to avoid
mistakes, inconsistencies, or faults. Establishing a system that successfully ensures
quality is a different issue from merely committing to providing patients with high-
quality treatment (Lindstrom et al, 2011). "Systemic, critical analysis of the quality of
medical care, including the procedures used for the diagnosis and treatment, the use
of resources, and quality of life for the patient" is what medical audit is called, and it
is essential in achieving that aim. It is imperative that assessment methods be an
ongoing process, applied to every aspect of hospital operations (Fuchs, 2011).

Assuring that services fulfil established criteria and raising client satisfaction has a
substantial influence on quality assurance and service improvement. By providing
feedback methods, it speeds up continual development, resulting in fewer mistakes
and client complaints (Anderson and West, 1998). A company's reputation in the
marketplace is enhanced by this procedure in addition to improving operational
8
BP0283279
efficiency. Because workers are involved in providing high-quality services, it also
boosts employee morale. Additionally, quality assurance lowers legal risks by
guaranteeing adherence to industry norms and laws (Eisenbeiss et al., 2008)

Additionally, it facilitates decision-making based on data, which helps businesses

make wise upgrades. Keeping up a high standard of service, enhancing client
satisfaction, and promoting corporate expansion all depend on quality assurance.
Healthcare providers and institutions need to include quality assurance programs
into their day-to-day clinical and institutional management operations(Wiltsey Stirman
et al, 2012). At every level of the healthcare system, quality assurance (QA) should
be the operational duty of line management staff, including clinical and administrative
staff. To encourage treatment that provides optimal benefits at the lowest possible
cost with the least amount of chance of subsequent damage or impairment, quality
assurance (QA) programs should take efficiency and risk into account in addition to
effectiveness (Smedley et al, 2003). A civic duty to engage in QA activities exists for
all health professionals. For QA programs, the owners or operators of healthcare
organizations continue to bear the primary ethical and legal duty.

Service Improvement strategies in healthcare Leadership:

Leadership is a key factor in achieving service improvement in healthcare, but how

can leaders foster a culture of innovation, collaboration, and learning in their
organizations? Some practical strategies and examples of how leadership can drive
service improvement in healthcare, from setting a clear vision and engaging
stakeholders, promoting feedback and celebrating successes are as follow:

Define improvement goals: Setting objectives and matching them to the vision,
values, and priorities of company is the first step towards promoting service
improvement. It is imperative that a leader possess a well-defined objective, a clear
understanding of its significance, and a plan for tracking advancement. Aside from
informing partners, employees, and patients about aims (McHugh and Barlow, 2011).

9
BP0283279
Build a culture of improvement: Creating an environment where people feel
encouraged, enabled, and inspired to make good changes in the company is the
second stage in promoting service excellence. To do this, create an environment
where employees feel secure sharing their thoughts and worries without worrying
about repercussions or being held accountable (Wandersman et al., 2008).
Encouragement of a culture of learning is another way to help staff members learn
from mistakes, successes, and criticism. This includes providing them with chances
for coaching, mentorship, and training (Porter and Lee, 2013). Employees will be
able to grow in their abilities, expertise, and self-assurance as well as be free to
express their creativity.

Implement improvement methods and tools: The third phase in driving service
improvement is putting improvement techniques and tools into practice. These may
assist in organizing, carrying out, and assessing improvement projects. To direct and
guarantee the quality, efficiency, and efficacy of improvement process, may employ a
number of techniques and instruments, including the Plan-Do-Study-Act (PDSA)
cycle, the Model for Improvement, the Lean Six Sigma methodology, and the
Balanced Scorecard. Additionally, analyses performance, show influence, and make
decisions based on facts and proof (Nembhard and Edmondson, 2006)

Collaborate with stakeholders: Engaging stakeholders who are impacted by or have

the ability to influence improvement activities, including as patients, families,
employees, is the fourth stage in promoting service improvement. Throughout
improvement process, include them at several phases including problem
identification, solution generation, change testing, and results dissemination. Inquire
about their requirements, preferences, and points of view using a variety of
engagement techniques, including surveys, focus groups, interviews, co-design
workshops, and advisory boards. Improvement effort will be pertinent, responsive,
and considerate of stakeholders' viewpoints and expectations (McHugh and Barlow,
2010).

Acknowledging and maintaining triumphs, as well as the accomplishments and

contributions of stakeholders and employees, is the fifth stage in promoting service
improvement. Leader may accomplish this by letting team and partners know how
10
BP0283279
much appreciate their work and dedication, sharing experiences and outcomes, and
admitting mistakes and lessons learned (Golman, 1995).

Leading change in healthcare: Challenges and strategies:

Circumstances are evolving around the globe with changing climate, Technology and
demographic shifts. Moreover, after the Covid-19 pandemic palpable transformations
are direly needed. Therefore, the healthcare sector is in need of change, and leaders
are tasked with driving it forward. 70% of the change management initiatives faced
by leaders is to improve health quality to a premium level (Manser, 2009).
A new healthcare system is emerging including:

 Tailored care experiences

 Digital engagement
 Home as a care setting

Several healthcare units are incorporating this new healthcare system to improve
their standards of health. Nevertheless, there is speculation about the capacity of this
new model to significantly diminish the significance of hospitals, rendering them
inconsequential. The physician-patient relationship is vital in determining the location
and method of healthcare delivery, as well as the need for multidisciplinary care in
treating complex medical conditions. It is apparent that persisting with the customary
practices will no longer yield desired results. The economic conditions in 2023 are
deteriorating, with inflation steadily rising. This is placing a strain on the healthcare
system (Xiao et al, 2019).

Due to the growing number of patients healthcare system has made significant
improvements, there is still much work to be done to address issues related to
patient delays, scheduling, and billing. Not only are digitalized systems being
implemented, but new care locations, such as home care facilities, are also being
established. The healthcare industry is currently encountering specific challenges
within its workforce community, particularly concerning nurses and physicians. To
ensure the long-term sustainability of hospitals, health systems, and medical groups,
it is crucial to address the problem of burnout among nurses and physicians, adopt
11
BP0283279
innovative care and operating models that efficiently utilize technology and optimize
the roles of care team members, and invest in leaders and management systems. In
order to effectively priorities employee wellness and engagement, it is imperative to
go beyond conventional HR strategies, such as making changes to compensation
and benefits, altering career advancement opportunities, and introducing flexible
work schedules (Luthans and Avolio, 2009).

Continual financial difficulties necessitate the adoption of transformative thinking.

The necessity to reduce expenses due to unprecedented workforce challenges,
increasing competition for customer acquisition and retention, and escalating
demands for investments in technology, assets, talent, and capabilities make this
downturn in healthcare, although not the initial one, exceptionally challenging.
Methods such as reducing span of control, renegotiating supply contracts, and
raising productivity standards are ineffective in "muscling through" in this particular
environment. While these fundamental strategies hold significance, they may not
suffice and carry the potential to isolate a workforce that is already vulnerable.

New forms of payer-provider collaborations will emerge. The most evident illustration
of how the healthcare ecosystem has evolved over time is the distinct roles that
providers and payers now play (Greenhalgh et al, 2012). The term "payviders"
emerged because payers have become more aggressive in their efforts to expand
their capacity to deliver care through the acquisition of physician groups and other
entities. As long as financial difficulties continue, some health systems are
considering taking a risk once more, particularly in Medicare Advantage. More
cooperation between payers and providers will be crucial as the sector recovers from
the different pandemic-related impacts (Kruk et al, 2007)

Efficient leadership in the healthcare sector is of utmost significance, particularly

when taking into account the cost of contemporary medical services. Here is an in-
depth examination of the different methods through which proficient leadership can
have a long-lasting influence.
12
BP0283279
Strategies:

1. Enhances the standard of healthcare:

Quality healthcare relies on effective leadership. When a healthcare team lacks
coordination or focus, patients frequently bear the consequences. Exceptional
leaders enhance communication, enhance productivity, and priorities the needs of
others. Possessing this skill is crucial for delivering high-quality healthcare as it
frequently necessitates a prompt reaction to emerging issues. During such
circumstances, effective communication and productivity are crucial.

2. Fosters the development of versatile leaders

The COVID-19 pandemic serves as a prominent illustration of the necessity for
adaptability in healthcare. The American Psychological Association identified seven
essential leadership qualities required to effectively address the pandemic in 2020.

3. Promotes a proactive mindset

Leadership and management are frequently conflated; however, it is important to
recognize that leadership encompasses a broader scope than the routine activities of
running a business. The healthcare industry specifically requires visionary leaders
who are focused on the future of healthcare and its enhancement.

4. Fosters the development of forward-thinking and creative individuals who possess

leadership qualities
A significant obstacle currently confronting the healthcare industry is the persistent
scarcity of healthcare professionals. A growing proportion of healthcare professionals
are suffering from burnout, with around 47 percent of healthcare workers in the
United States intending to resign from their current role within the next three years. In
a survey conducted in 2022, 1,000 healthcare staff were asked about their opinions
regarding burnout in their organization. The results showed that 48 percent of the
respondents expressed a lack of confidence in their organization's efforts to tackle
burnout. The healthcare sector requires leaders who possess the ability to discern
the factors contributing to burnout and effectively address them. Baginski elucidates
that effective leaders distinguish themselves by employing two distinct strategies in
contrast to ineffective leaders.
13
BP0283279
More focus is being placed on the complex interrelationships between health and
societal issues. There's a ray of hope that, thanks to increased funding and
regulatory attention to health disparities, healthcare is moving in the right direction to
address historical health inequities and societal health issues (Snelling, 2023). Fast,
convenient access to high-quality, equity-informed care is necessary to address
underlying health disparities that have persisted for decades. Having the right
technologies and data in place will also be essential to understanding variations in
clinical outcomes and experiences among patient populations. In addition to
promoting health equity within the company, healthcare organizations must priorities
addressing health equity at the population level. This may mean collaborating with
payers and other community organizations to address social determinants of health.
Success as 2023 approaches will largely depend on collaboration and joint ventures
between all industry sectors. The healthcare ecosystem is growing to include a much
wider range of entities, but no one entity alone has the access to capital, knowledge,
and experience required to enable highly accessible, equitable care (Grove et al,
2012).

To avoid and managing everything themselves, organizations will need to determine

which capabilities are critical to them and with whom to collaborate. New strategies
for sustainability will eventually need to be developed. Furthermore, taking
advantage of opportunities when they arise can help resolve present problems and
create new avenues for growth (Parish, 2001). Healthcare executives should make
time for long-term planning, stay focused on what really matters, and live out their
core beliefs. This suggests that companies can work towards a more stable financial
future, foster a driven and vibrant workforce, and ensure that patients receive readily
available, fair, safe, and equitable healthcare.

14
BP0283279
 Implication of leadership on Service delivery:

The concepts of leadership and quality of services are interconnected, with each
exerting a significant influence on the other. Consequently, extensive and purposeful
research has been conducted on various leadership styles in order to enhance the
quality of services. According to Gipson, a leadership style refers to the method in
which leaders give guidance, execute plans, and inspire employees. Effective
management of workers necessitates a leader who possesses the skills of motivation
and the ability to articulate a clear vision to their subordinates. Furthermore, it has
been contended that leaders who establish and pursue intelligent objectives, while
empowering their subordinates to attain these objectives, are more likely to
successfully accomplish the organization's goals. Recently, there has been a
growing emphasis on studying the impact of leaders on the management of service
quality among workers. This area of research is considered to be highly dynamic and
evolving. The rationale for this is that leaders play a crucial role in ensuring the
development of shared norms and aiding employees in confronting and resolving
emerging difficulties. The significant impact of leaders on workers has prompted the
development of novel leadership styles that priorities approach capable of delivering
value and enhancing service quality. The quality of leadership as a key area of focus
to improve the healthcare sector in the country. In UK Owing to EX Prime minister
David Cameroon's unfavorable economic condition, significant augmentations in the
nation's healthcare budget were made that had improbable impact in future.
Consequently, the country has opted to utilize the existing potential as the primary
strategy for mitigating issues in health service delivery. The strategy focused on
enhancing leadership to effectively coordinate and facilitate healthcare programmes.
This is due to the prolonged issue of inadequate stakeholder coordination in the
health sector. In 2010, a stakeholder meeting was held with more than 200
participants. The meeting recommended that the Ministry of Public Health should
establish a National Coordinating Committee consisting of representatives from all
the main stakeholders. The committee has subsequently functioned as the
overarching entity for cultivating human resources for health, promoting awareness
of the issues related to human resources for health, and ensuring the presence of
suitable leadership among healthcare professionals. Effective leadership in the

15
BP0283279
health sector has been instrumental in transitioning PM Cameroon towards an
evidence-based approach to human resources development for health since 2006.
The leadership has bolstered the collaboration between Cameroon's health sector
and the ministry, promoting meaningful discussions and dialogue while fostering trust
among different stakeholders. During HIS reign UK was categorized as a country
with a significant shortage of healthcare professionals, which is further compounded
by the unequal distribution of these professionals across different regions. The
significant deficit has greatly hindered Cameroon's efforts to enhance the quality of
services in the healthcare sector, thereby impeding the country's ability to achieve
the Sustainable Development Goals (SDGs). It is stated that the implementation of
Cameroon's Sustainable Development Goals (SDGs) is carried out in conjunction
with the revision of development strategies and policies, which enables their
incorporation. While all goals are integrated within the SDGs, there is a distinct focus
on the goal of ensuring healthy lives and promoting well-being for all at all ages. This
objective prioritizes human well-being, primarily by enhancing the standard of service
provision by healthcare professionals. It has been asserted that strong leadership is
the most effective approach to achieve high-quality service delivery. Conversely, the
effectiveness of leadership in an organization was found to be associated with the
specific leadership style employed by the organization. Hence, it is crucial to conduct
research in order to evaluate the correlation between the type of leadership style and
the quality of services provided by healthcare professionals.

Hence it is asserted that leaders inherently possess leadership qualities, and

individuals who possess the appropriate traits and qualities are more aptly equipped
to assume leadership roles. The theory plays a significant role in identifying prevalent
behavioral characteristics among leaders. The literature review identified self-
confidence, motivation, honesty, cognitive ability, and integrity as the most frequently
observed characteristics of successful leaders. Over time, researchers have
highlighted the presence of diverse traits essential for an individual to acquire
effective leadership skills, implying that leadership may be predetermined in certain
individuals but unlikely or unattainable in others. Researchers have identified various
leadership styles based on different leadership characteristics. Therefore, it can be
debated that certain leaders are more likely to exhibit specific leadership styles,
depending on the leadership traits they possess. It is noted that the suitability of a
16
BP0283279
leadership style may vary from one individual to another, influenced by a multitude of
other factors. Research on leadership suggests that effective leadership arises from
the interplay between an individual and their social environment, rather than being
determined solely by a fixed set of characteristics.

Leadership plays a profound and multifaceted role on healthcare service delivery.

Effective leadership in healthcare can significantly influence various aspects of
service delivery.
Patient-Centered Care: In order to develop a strong leadership in healthcare it is
essential to develop a culture of patients and leaders in this manner adorn to
prioritize the patient's need and experience and ensures that services are designed
and delivered to benefit the patient’s interests. Second most important thing for
which leaders are responsible in maintaining a well-established healthcare system is
establishing and maintaining a high-standards of quality and safety. In order to
maintain quality and safety and prioritize certain policies it is essential to minimize
the risk and ensure the highest level of care ending certain policies and laws (Hayes
et al, 2012) . Moreover, in order to establish a quality healthcare system, it is
important to utilize efficient sources and make strategic decisions to allocate
resources with an efficient optimal patient care without wastage. Hence all the
sources including the staff equipment and finance management is crucial in
healthcare system (Damschroder et al, 2009). With the advancement in science and
technology and utilization of innovation and technology in different medical and
healthcare departments technology and innovative processes practices to ensure a
proper and efficient service delivery that would lead to manage and improve quality
service as well as data management with improvised facilities. To smoothen the
process efficient leadership is important (Charles et al, 1997).

Effective leaders promote teamwork and communication among the healthcare

professionals. This coordination is important for multidisciplinary patient care and
quality health services (Donabedian, 2002). Leaders in healthcare are responsible
that staff keep up with the latest medical knowledge and techniques, directly
impacting the quality of care. Moreover, they ensure all healthcare providers get the
proper and ongoing training (Ginter et al, 2018). Healthcare leaders play a vital role
in devising health policy to improve healthcare delivery. This includes addressing
17
BP0283279
issues like healthcare policy making, legislation, accessibility, and affordability.
Leadership role becomes significantly more important in crisis management. To
ensure facilities available in a proportion manner, with quick and efficient patient
care, emergency control ensuring wellbeing of both patients and healthcare staff is a
must.

Ethical Standards and Compliance: Upholding ethical standards is the utmost priority
of leaders in healthcare staff. This is important in maintaining integrity in healthcare
services (Tasai, 2011). Leaders ensure stakeholders engagement in policy making
especially patient, family members, staff, and policy makers to meet the needs of
service delivery. In essence, leadership in healthcare is integral to the effective
delivery of services. It influences nearly every aspect of how care is provided, from
patient interaction to the broader systemic functioning of healthcare organizations.

Conclusion:

To sum up, effective leadership is critical to maintaining the standard of care and
patient safety in healthcare institutions. Furthermore, staff morale and patient care
are significantly impacted by the leadership. An effective and efficient healthcare
system is more likely to be created by leaders of this kind who motivate and inspire
their team (Alonso-Coello et al, 2016). Furthermore, by implementing quality
improvement programmes like Lean and Six Sigma techniques, such capable
leaders or healthcare leaders guarantee that important policy measures must be
taken in addition to ensuring patient safety and satisfaction. It is clear that
implementing cutting-edge technological innovations and policies presents a
significant challenge for health care leadership. As a result, there is a pressing need
to appoint adaptable, strong, and visionary leaders who can successfully manage the

18
BP0283279
demands of time and patients while transforming an excellent health care system
during times of crisis and demographic change. It necessitates state-of-the-art
equipment, and efficient patient service delivery while preserving staff development
and wellbeing. Furthermore, realizing that qualified personnel are required to
guarantee high-quality services in medical environments. It is evident that, to achieve
better results and long-term organisational growth, any healthcare system must
embrace a patient-centered approach and incorporate any necessary changes, wise
decisions, and staff training. Furthermore, the healthcare sector must deal with a
number of opportunities that call for transformative, democratic, and capable
leadership (Montgomery, 2019).

References:

Alonso-Coello, P., Schünemann, H. J., Moberg, J., Brignardello-Petersen, R., Akl, E.

A., Davoli, M. and Rosenbaum, S. (2016). GRADE Evidence to Decision
frameworks: A systematic and transparent approach to making well informed
healthcare choices. BMJ: 353.
Allen‐Duck, A., Robinson, J. C., and Stewart, M. W. (2017). Healthcare quality: A
concept analysis. Nursing Forum. 52 (4): 377-386.
Anderson, N. R. and West, M. A. (1998). Measuring climate for work group
innovation: Development and validation of the team climate inventory. Journal
of Organizational Behavior : The International Journal of Industrial,
Occupational and Organizational Psychology and Behavior. 19: 235-258.
Bakker, A. B., Albrecht, S. L., and Leiter, and M. P. (2011). Key questions regarding
work engagement. European Journal of Work and Organizational Psychology.
20 (1): 4-28.
Bridges, D., Davidson, R. A., Soule Odegard, P., Maki, I. V. and Tomkowiak, J.
19
BP0283279
 (2011). Interprofessional collaboration: Three best practice models of
interprofessional education. Medical Education Online. 16 (1): 6035.
Buttell, P., Hendler, R. and Daley, J. (2008). Quality in healthcare: Concepts and
practice. The Business of Healthcare. 3 (8): 61-94.
Charles, C., Gafni, A. and Whelan, T. (1997). Shared decision-making in the medical
encounter: What does it mean?. Social Science and Medicine. 44: 681-692.
Corrigan, J. M. (2005). Crossing the quality chasm. Building a Better Delivery
System. 89.
Creswell, J. W. (2014). A concise introduction to mixed methods research: SAGE
publications.
Daly, J., Jackson, D., Mannix, J., Davidson, P. M. and Hutchinson, M. (2014). The
importance of clinical leadership in the hospital setting. Journal of Healthcare
Leadership. 6: 75-83.
Day, D. V., Harrison, M. M. and Halpin, S. M. (2008). An integrative approach to
leader development: Connecting adult development, identity, and expertise.
Routledge.
Donabedian, A. (2002). An introduction to quality assurance in health care. Oxford
University Press.
Damschroder, L. J., Aron, D. C., Keith, R. E., Kirsh, S. R., Alexander, J. A. and
Lowery, J. C. (2009). Fostering implementation of health services research
findings into practice: A consolidated framework for advancing implementation
science. Implication science. 4 (1): 1-15.
Donabedian, A. (2005). Evaluating the quality of medical care. The Milbank memorial
Fund Quaterly, 83 (4): 691.
Eccles, M. P., Foy, R., Sales, A., Wensing, M. and Mittman, B. (2012).
Implementation Science six years on—our evolving scope and common
reasons for rejection without review. Implementation Science. 7-71.
Eisenbeiss, S. A., Van Knippenberg, D. and Boerner, S. (2008). Transformational
leadership and team innovation: integrating team climate principles. Journal of
Applied Psychology. 93 (6): 1438.
Fuchs, V. R. (2011). Who shall live?: Health, Economics and Social choice. World
Scientific.
Garcia-Garcia, G., Coulthard, G., Jagtap, S., Afy-Shararah, M., Patsavellas, J. and
Salonitis, K. (2021). Business pcess re-engineering to digitalise quality control
20
BP0283279
 checks for reducing physical waste and resource use in a food company.
Sustainability. 13: 12-341.
Greenhalgh, T., Wherton, J., Papoutsi, C., Lynch, J., Hughes, G., Hinder, S., Fahy,
N., Procter, R. and Shaw, S. (2017). Beyond adoption: A new framework for
theorizing and evaluating nonadoption, abandonment, and challenges to the
scale-up, spread, and sustainability of health and care technologies. Journal
of Medical Internet Research. 19: 8775.
Grove, S. K., Burns, N. and Gray, J. (2012). The practice of nursing research:
Appraisal, synthesis, and generation of evidence. Elsevier Health Sciences.
Ginter, P. M., Duncan, W. J. and Swayne, L. E. (2018). The strategic management of
health care organizations: John Wiley and Sons.
Goleman, D. and Intelligence, E. (1995). Why it can matter more than IQ. Emotional
Intelligence.
Greenhalgh, T., Robert, G., Macfarlane, F., Bate, P. and Kyriakidou, O. (2004).
Diffusion of innovations in service organizations: Systematic review and
recommendations. Milbank Quarterly. 82: 581-629.
Grove, S. K., Burns, N. and Gray, J. (2012). The practice of nursing research:
Appraisal, synthesis, and generation of evidence. Elsevier Health Sciences.
Hall, P. (2005). Interprofessional teamwork: Professional cultures as barriers.
Journal of International Care. 188-196.
Hayes, L. J., O’Brien-Pallas, L., Duffield, C., Shamian, J., Buchan, J., Hughes, F. and
North, N. (2012). Nurse turnover: A literature review–an update. International
Journal of Nursing Studies. 49 (7): 887-905.
Kouzes, J. M. and Posner, B. Z. (2006). The leadership challenge. (3): John Wiley
and Sons.
Kruk, M. E., Gage, A. D., Arsenault, C., Jordan, K., Leslie, H. H., Roder-DeWan, S.
and Doubova, S. V. (2018). High-quality health systems in the Sustainable
Development Goals era: Time for a revolution. The Lancet Global Health. 6
(11): 1196-1252.
Lindstrom, A. B., Strynar, M. J. and Libelo, E. L. (2011). Polyfluorinated compounds:
Past, present, and future. Environmental Science and Technology. 45 (19):
7954-7961.
Lancet, M. S. (2005). Introduction of the medical emergency team (MET) system: A
cluster-randomised controlled trial. The Lancet. 365 (9): 2091-2097.
21
BP0283279
Luthans, F. and Avolio, B. J. (2009). The “point” of positive organizational behavior.
Journal of Organizational Behavior: The International Journal of Industrial,
Occupational and Organizational Psychology and Behavior. 30: 291-307.
Manser, T. (2009). Teamwork and patient safety in dynamic domains of healthcare:
A review of the literature. Acta Anaesthesiologica Scandinavica. 53 (2): 143-
151.
McKenzie, J. F., Neiger, B. L. and Thackeray, R. (2022). Planning, implementing,
and evaluating health promotion programs: Jones and Bartlett Learning.
McHugh, R. K., and Barlow, D. H. (2010). The dissemination and implementation of
evidence-based psychological treatments: A review of current efforts.
American Pshychologists. 65 (2): 73.
Montgomery, D. C. (2019). Introduction to statistical quality control: John wiley and
sons.
Mitchell, P., Wynia, M., Golden, R., McNellis, B., Okun, S., Webb, C. E., Rohrbach,
V. and Von Kohorn, I. (2012). Core principles and values of effective team-
based health care. NAM Perspectives.
Nembhard, I. M., Edmondson, A. C. (2006). Making it safe: The effects of leader
inclusiveness and professional status on psychological safety and
improvement efforts in health care teams. Journal of Organizational
Behaviour. 27 (7): 941-966.
Petersen, L. A., Woodard, L. D., Urech, T., Daw, C. and Sookanan, S. (2006). Does
pay-for-performance improve the quality of health care?. Annals of internal
medicine. 145 (4): 265-272.
Porter, M. and Lee, T. (2013). The Strategy That Will Fix Health Care. Harvard
Business Review. 91 (12): 24-24.
Poth, A., Meyer, B., Schlicht, P. and Riel, A. (2020). Quality Assurance for Machine
Learning – An approach to function and system safeguarding. In 2020 IEEE
20th International Conference on Software Quality, Reliability and Security
(QRS).
Shortell, S. M., and Kaluzny, A. D. (1994). Health care management: Organization
design, and behavior. Albany: Delmar Publishers.
Smedley, B. D., Stith, A. Y. and Nelson, A. R. (2003). Racial and ethnic disparities in
diagnosis and treatment: A review of the evidence and a consideration of
causes. Unequal Treatment: Confronting Racial and Ethnic Disparities in
22
BP0283279
 Health Care.
Snelling, A. M. (2023). Introduction to health promotion: John Wiley and Sons.
Stuart, G. W. (2012). Principles and Practice of Psychiatric Nursing-E-Book:
Principles and Practice of Psychiatric Nursing-E-Book. Elsevier Health
Sciences.
Tsai, Y.(2011). Relationship between organizational culture, leadership behavior and
job satisfaction. BMC. Health Services Research. 11 (1): 1-9.
West, C. P., Dyrbye, L. N. and Shanafelt, T. D. (2018). Physician burnout:
Contributors, consequences and solutions. Jornal of Community Psychology.
283 (6): 516-529.
Wong, C. A. and Cummings, G. (2007). The relationship between nursing leadership
and patient outcomes: A systematic review. Journal of Nursing Management.
15: 508-521.
Wiltsey Stirman, S., Kimberly, J., Cook, N., Calloway, A., Castro, F. and Charns, M.
(2012). The sustainability of new programs and innovations: A review of the
empirical literature and recommendations for future research. Implementation
Science. 7 (1): 1-19.
Xiao, S., Tourangeau, A., Widger, K. and Berta, W. (2019). Discharge planning in
mental healthcare settings: A review and concept analysis. International
Journal of Mental Health Nursing. 28 (4): 816-832.
Yammarino, F. & Dansereau, F. (2008). Multi-Level Nature of and Multi-Level
Approaches to Leadership. Leadership Quarterly. 19 (2): 135-141.

23
BP0283279