Abstract
The healthcare industry faces unique challenges that set it apart from other types of industries. Healthcare leaders and staff experience high environmental complexities that require a unique combination of leadership skills and knowledge. Leadership is increasingly emerging as a significant strategic business imperative for medical organizations, in their attempt to adapt to and anticipate dynamics to keep up with market trends (Wheelen, Hunger, Hoffman, & Bamford, 2017). As front-line healthcare providers, doctors, and nurses require essential leadership and managerial skills to carry out their duties efficiently. Harden & Laidlaw (2017) postulate that effective communication in the healthcare sector is an essential tool for providing all stakeholders with clarity and satisfaction, while ineffective communication can lead to patient dissatisfaction, confusion, anxiety, or illness. The contemplated research examines the above through an analysis of leadership development and performance management in the healthcare sector. The primary objective of this research is to address the core competencies that a healthcare leader should develop and to build a new model or framework for leadership development in the Japanese healthcare industry.
Highlights
The healthcare sector is experiencing significant changes, and uncertainties like never seen before (Shiozaki, 2016)
Harden & Laidlaw (2017) postulate that effective communication in the healthcare sector is an essential tool for providing all stakeholders with clarity and satisfaction, while ineffective communication can lead to patient dissatisfaction, confusion, anxiety, or illness
Leadership is increasingly emerging as a significant strategic business goal for organizations in their attempts to adapt to and anticipate dynamisms to keep up with the market trends (Wheelen, Hunger, Hoffman, & Bamford, 2017)
Summary
The healthcare sector is experiencing significant changes, and uncertainties like never seen before (Shiozaki, 2016). Associated with this transition is a shift in the expectations of patients undergoing healthcare, especially surrounding medical management and healthcare needs Based on these trends, there is an increasing need for healthcare leaders with varied and specific sets of competencies that enable them to be continually aware of and responsive to the complexity and dynamism of the ecosystem. According to Harden et al (1999), leaders in the healthcare sector should have core competencies that include technical intelligence, intellectual intelligence, emotional intelligence, personal intelligence, analytical intelligence, and creative intelligence The development of such competencies and training programs enables leaders to develop new leadership skills while being in touch with the changes that the healthcare ecosystem is experiencing. Leaders may develop three significant capabilities, including the ability to envision a more extensive system, foster generative conversations, and participate in co-creating the future, according to Amagoh (2009) and Bullivant (2010)
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