Healthcare Leaders Research Articles

Being An Wholistic and Developmental Healthcare Leader: Insights from a grounded theory research study

Background: Healthcare is becoming increasingly complex, requiring leaders to cope with a significant degree of uncertainty, change and ambiguity. In this environment, the healthcare leader’s ability to make sense of their experiences and thrive as a leader, is crucial to the efficient functioning of the healthcare system. Objective: To explore how the healthcare leader understands and makes sense of their leadership experiences and to develop a theoretical model which reflects contemporary leadership in a complex healthcare environment. Methods: A constructivist grounded theory methodology provided a comprehensive and rigorous model for the flexible exploration and analysis of the personal experiences and perspectives of the participant healthcare leaders. The rich and varied data was co-created through researcher interviews with participants, where participants engaged in two, one-hour interviews. Memo writing throughout the data collection and analysis process afforded additional valuable data. Results: Coding of data using constant comparative analysis rendered six key categories: Broadening perspectives and abilities as a leader, Creating the best possible healthcare environment, Experiencing and making sense of the bad times, Leading in alignment with personal values, Communicating and building relationships, Experiencing and making sense of the rewarding times. An overarching core category emerged of Being an wholistic and developmental leader, which connected all the categories. Conclusion: This research provides an understanding of how healthcare leaders make meaning from their leadership experiences. A comprehensive model has been constructed to describe how contemporary healthcare leaders make sense of their leadership experiences in complex environments both wholistically and developmentally. This is useful for both informing and supporting the developmental growth of healthcare leaders .

"Learning from those who know the system inside and out": Experiences of physician mothers who are informal caregivers.

For physicians, the added responsibility of being an informal caregiver (IC, providing regular care for seriously ill loved ones) can create challenges such as increased rates of burnout that have received little attention. In this study, we explored physician mothers' informal caregiving experiences and probed their perspectives on how health systems can better support their needs. From September 14, 2021, to October 31, 2021, we distributed an online survey to a national sample of physician mothers who self-identified as ICs; survey questions examined their caregiving responsibilities and perspectives on workplace changes needed to support them. Of 23 respondents, 48% were caregivers for a child, and 74% coresided with their care recipient; 26% spent on average 40 hr per week caregiving and 44% were ICs for 5 years or more. Main caregiving responsibilities included communicating with health care providers (91%) and managing and/or attending medical appointments (70%). Three central themes emerged from open-ended questions: (a) "It's an exhausting and unrecognized burden"; (b) "Our health care system is difficult to navigate, even for physicians"; and (c) "Flexible work schedules, no penalties." Within these themes, respondents described feeling unrecognized and unsupported as ICs in their workplaces. Physician mothers who are ICs fill critical, demanding roles as health care leaders and caregivers at home. Balancing these dual roles presents significant challenges that can have adverse effects, leaving physician-mother ICs vulnerable to burnout and attrition. Targeted support strategies including flexible staffing models, expanded telehealth, and paid informal caregiving leave may improve experiences for physician ICs more generally. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The AHEAD leadership development program: an illustrative case example in a unique healthcare context

Purpose Leadership development programs (LDPs) have emerged relatively recently in the healthcare context as a mechanism not only to develop capable and competent leaders but also to retain them. The purpose of this paper is to describe a perspective on practice by illustrating a case example that showcases a pilot LDP for newly promoted healthcare leaders. The details about how it was developed and implemented collaboratively by a healthcare consortium and higher education institution (HEI) to address shared healthcare leadership talent pipeline and retention challenges are provided. Design/methodology/approach This perspective on practice describes how a consortium of competitive healthcare organizations, a type of branded Inter-organizational Relationship referred to as “Coopetition,” contracted with a HEI to design, develop and launch a pilot LDP, referred to as the Academy for Healthcare Education and Development program, using the analyze, design, develop, implement and evaluate model. Findings The significance of this illustrative case example is discussed along with some initial lessons learned based upon this pilot LDP that 24 program participants completed. Implications for research, theory and practice are presented, followed by limitations and a conclusion. Originality/value Inter-organizational relationships, particularly coopetition, are relatively new in the healthcare sector, along with collaboration with HEIs to develop interventions to solve compelling industry problems. This illustrative case example offers insights that address scholars’ calls and practitioners’ needs to explicate different approaches for LDPs to build the healthcare leadership talent pipeline.

An inquiry into factors influencing non-clinical healthcare professionals’ feedback-seeking behavior

Purpose This study aimed to explore factors that influence non-clinical staff’s feedback seeking from peers and supervisors. Design/methodology/approach The authors used a qualitative, interpretive approach to data collection and analysis. The authors conducted in-depth interviews with 15 non-clinical staff regarding their experiences with feedback seeking at work. To identify themes and patterns of meaning, the authors followed the guidelines for reflexive thematic analysis. Findings The authors find that non-clinical staff’s feedback-seeking behavior was shaped by task-, motivation-, source- and context-related factors. The study’s findings also point to the critical role of peer feedback among non-clinical staff. The authors find that, regarding their daily tasks, non-clinical staff seek feedback from their peers more often than from supervisors. Research limitations/implications The authors encourage scholars to examine the role of trust and expertise in peer feedback-seeking behavior and to explore the use of artificial intelligence as a feedback source for staff performing administrative and clerical roles. The authors also underscore the value of the resource-seeking perspective in advancing research on feedback seeking and creating supportive feedback environments in the workplace. Practical implications The authors recommend non-clinical staff be intentional and proactive with feedback seeking. The authors also recommend healthcare leaders be clear about the expertise available within and outside their departments and create psychologically safe work environments for feedback seeking from peers and supervisors. Originality/value The study contributes to the limited scholarship on non-clinical healthcare professionals and sheds light on non-clinical staff’s feedback-seeking behavior from peers and supervisors.

The influence of Socioeconomic Factors on the Leadership Styles of Healthcare Leaders

The influence of Socioeconomic Factors on the Leadership Styles of Healthcare Leaders

Distinct journeys and unique stories: how individuals from multiple professions cultivate careers in healthcare leadership

IntroductionStrong hospital leadership is critical to navigating the challenges of the Canadian healthcare system. Currently, physicians and nurses tend to be selected to fulfil hospital executive roles. To date, we...

Barriers and recommendations for the implementation of robot-assisted minimally invasive surgery in Africa.

Robotic surgery offers several advantages to the African setting, including shorter hospital stays, faster return to work, and increased overall productivity. However, its adoption has been limited by several factors. This review aims to present the barriers to implementation, and recommendations for integrating robotic surgery into the African healthcare system. Use of robotic surgery in Africa is primarily limited to Egypt and South Africa. Barriers faced by other countries were categorized into economic, infrastructural, systemic, and training-related. They include limited healthcare budgets, initial costs of robotic systems, patients' inability to afford robotic procedures, out-of-pocket healthcare financing, inadequate power supply, limited internet connectivity, poor healthcare leadership, and insufficient surgeon training facilities. Public-private partnerships, provision of loans and subsidies, introduction of cheaper robotic systems, and local manufacturing of robotic equipment will serve as cost-effective innovations. It is also important to improve healthcare financing and strengthen healthcare leadership across Africa. To address the lack of surgeon training facilities, remote assistance for surgeon training can be used to create a mentor-mentee relationship between robotic surgeons in any part of the world and surgical trainees in Africa to facilitate knowledge transfer. Prior investment in electricity and network infrastructure is however necessary. Establishment of fellowships to provide early exposure to robotic surgery should also be explored. AI-integrated robotic surgery can also enhance precision and safety, and provide tailored training tools for surgeons. Similar barriers to the adoption of surgical robotics are faced across Africa. By implementing the provided recommendations, robotic surgery can still be widely adopted in African settings, despite the delay.

The Impact of Migration Considerations on Healthcare Professionals in Albania: A Statistical Analysis

Objective: This study investigates the relationships between various demographic factors and the migration intentions of healthcare professionals in Albania. Theoretical Framework: The healthcare sector is essential for the well-being of a population, as it has a direct impact on health outcomes, quality of life, and societal productivity. In Albania, the healthcare system has faced considerable challenges in recent years, particularly in maintaining a stable and effective workforce Method: This is a cross-sectional study, and 1037 healthcare professionals in Albania were included, with equal gender representation (50% male, 50% female). All the participants were given self-administered questionnaires that addressed demographic characteristics, migration intentions, perceptions of working conditions, and factors influencing migration. Statistical analysis included descriptive statistical and chi-square tests or logistic regression. Results and Discussion: The majority of respondents were aged from 31 to 40 years old (28.9%), highlighting a productive workforce. 62.7% of healthcare professionals expressed intentions to migrate abroad, primarily due to higher salaries (38.6%) and better career opportunities (28.8%). Concerns about local working conditions were prevalent, with 72.3% of respondents considering transfer possibilities as very important or important. Participants rated the overall job situation in healthcare as average or poor (63.0%). Economic stability was deemed very important by 48.3% of respondents. Research Implications: This study provides importante data about migration intentions and perceptions of healthcare professionals in Albania, an area that has not been extensively explored in existing literature. Originality/Value: The findings offer practical recommendations for policymakers and healthcare leaders to improve the retention of healthcare professionals.

Recognizing and Advancing Leadership in Dermatology: Promoting the Health Care Administration, Leadership, and Management Subspecialty.

The recognition and development of leadership training within dermatology has taken on new importance in recent years. In Spring 2023, the American Board of Medical Specialties announced the launch of the Health Care Administration Leadership and Management (HALM) subspecialty, co-sponsored by multiple American Boards, including the American Board of Dermatology. The skills and credentials earned through HALM can enhance career opportunities for dermatologists seeking to achieve executive positions in large practice groups and industries while fostering interprofessional partnerships. Dermatologists are uniquely poised to integrate health care leadership and health systems approaches into clinical practice given broad exposure to diverse patient populations, care delivery settings, and payer contexts. Two pathways have been proposed for achieving HALM certification: a "practice-only" pathway and a fellowship pathway that provides a specialized post-residency curriculum. A HALM certification examination will be the final requirement for certification under both pathways. The HALM certification represents a valuable opportunity for dermatologists to enhance their ability to be physician leaders within the health care landscape. HALM also offers an institutionalized and structured avenue with protected time for physicians to develop leadership skills. Dermatologists taking on management roles within health care can both shape the current system from their unique vantage points and elevate the specialty's presence. Leadership training such as HALM can not only foster individual career prospects - including qualifying for executive roles in larger practices and industry - but also boost intersectoral collaborations between dermatologists and providers, payers, industry, and policymakers broadly. J Drugs Dermatol. 2024;23(12):e191-e194. doi:10.36849/JDD.8482e.

Using simulations to prepare healthcare leaders for an environmentally sustainable future

With growing recognition that climate change is a significant threat to human health, healthcare leaders are increasingly recognised as critical allies in addressing this threat. This paper describes the approach that the International Hospital Federation’s Geneva Sustainability Centre is pursuing to better prepare healthcare leaders for this reality and the evidence-based principles informing the team’s work. We also share lessons learned so far, as well as recommendations for health system leaders pursuing work within their own organisations and communities.

Optimising healthcare transactions: Tactics for success in a complex deal environment

The healthcare landscape is increasingly complex, characterised by economic uncertainty, regulatory challenges and rising operational costs. This paper provides a strategic framework for healthcare leaders to navigate this challenging deal environment. Despite economic pressures, merger and acquisition (M&A) activities remain robust, driven by strategic considerations rather than pure expansion motives. Important trends include horizontal and vertical consolidation, innovative joint ventures, strategic partnerships and direct equity investments, all aimed at enhancing operational efficiency, expanding into emerging value pools, and fostering innovation. This paper also delves into the evolving transaction strategies within healthcare systems, highlighting the importance of programmatic capital allocation and structured innovation investments. It outlines the crucial factors for successful execution, such as modernising capital allocation; creating effective governance structures; and building capabilities to test, learn and scale innovations. By leveraging these strategies, healthcare systems can better position themselves for sustainable growth, improve patient outcomes and create value in an increasingly dynamic and competitive market.

The RISE (Resilience in Stressful Events) Peer Support Program: Creating a Virtuous Cycle of Healthcare Leadership Support for Staff Resilience and Well-Being

The RISE (Resilience in Stressful Events) Peer Support Program: Creating a Virtuous Cycle of Healthcare Leadership Support for Staff Resilience and Well-Being

Exploring the perception and reality of professionalism in UK nursing.

For the individual nurse, professionalism includes attributes such as ethical practice, accountability, empathy and a commitment to ongoing professional development. A lack of nursing professionalism can negatively affect public trust, patient satisfaction and healthcare outcomes. This article examines whether professionalism is a reality in UK nursing or simply a perception. The author argues that professionalism in UK nursing is generally supported by education, adherence to standards and ethical conduct. However, challenges such as workload pressures, staffing shortages and negative portrayals of nursing in the media can undermine both the perception and the practice of nursing professionalism. Addressing these challenges requires comprehensive strategies from policymakers, healthcare leaders and nurse educators. While professionalism in UK nursing is a reality, continuous efforts are needed to maintain standards, including from nurses themselves.

The Social Risk ACTIONS Framework: Characterizing Responses to Social Risks by Health Care Delivery Organizations.

Social risks refer to individuals' social and economic conditions shaped by underlying social determinants of health. Health care delivery organizations increasingly screen patients for social risks given their potential impact on health outcomes. However, it can be challenging to meaningfully address patients' needs. Existing frameworks do not comprehensively describe and classify ways in which health care delivery organizations can address social risks after screening. Addressing this gap, the authors developed the Social Risk ACTIONS framework (Actionability Characteristics To Inform Organizations' Next steps after Screening) describing 4 dimensions of actionability: Level of action, Actor, Purpose of action, and Action. First, social risk actions can occur at 3 organizational levels (ie, patient encounter, clinical practice/institution, community). Second, social risk actions are initiated by different staff members, referred to as "actors" (ie, clinical care professionals with direct patient contact, clinical/institutional leaders, and researchers). Third, social risk actions can serve one or more purposes: strengthening relationships with patients, tailoring care, modifying the social risk itself, or facilitating population health, research, or advocacy. Finally, specific actions on social risks vary by level, actor, and purpose. This article presents the Social Risk ACTIONS framework, applies its concepts to 2 social risks (food insecurity and homelessness), and discusses its broader applications and implications. The framework offers an approach for leaders of health care delivery organizations to assess current efforts and identify additional opportunities to address social risks. Future work should validate this framework with patients, clinicians, and health care leaders, and incorporate implementation challenges to social risk action.

Clinical leadership during the Covid-19 pandemic: a scoping review.

Leadership was a critical component in managing the Covid-19 pandemic. A scoping review of clinical leadership investigates the leadership styles employed by clinicians during times of unprecedented crisis, with the Covid-19 pandemic as a focus. The scoping review was designed based on a five-stage approach proposed by Arksey and O'Malley (2005). Three key databases were searched: Scopus, Cumulative Index for Nursing and Allied Health Literature (CINAHL), and ProQuest Healthcare Administration between 2020 and 2022. Of the 23 papers included in the review, the majority were based on developed countries. Seven leadership approaches were found to be useful in times of crises, with compassionate leadership being particularly effective. Seven key themes relating to the pandemic were also identified. This review is limited by the search strategy employed and the possibility some publications could have been missed. However, it is clear from the results that there is limited research on healthcare leadership outside of the acute setting and in developing countries. These are important areas of further research that need to be pursued to inform our learning for other times of unprecedented crisis. Various leadership styles were employed during the pandemic, but compassionate leadership, which fosters a collaborative, caring and kind environment, becomes a necessity when faced with uncertainty and adversity. This review identifies key factors that leaders need to manage during the pandemic. Practically, it sheds light on leadership strategies that may be employed in future unprecedented crises.

Empowering Healthcare Leaders: Coaching for Leadership Development

Empowering Healthcare Leaders: Coaching for Leadership Development

Health Care Leadership in the AI Era: A Seventh Test for the Decade Ahead

AI poses challenges and opportunities that require qualitative change in the skills of leaders of health care organizations. It remains essential that leaders have expertise in operational excellence and strategy, but now they must add management of “breakthrough innovation” and leadership of the culture change necessary to take full advantage of AI. AI has the potential to help address several of the “problems with no solution” that currently challenge health care. Leaders who can move quickly and effectively will bring their organizations important competitive advantage.

Critical success factors for EHR systems implementation in developing countries: a systematic review

Purpose This study aims to identify the barriers that hinder the effective implementation of electronic health records (EHR) systems in developing countries while also uncovering the critical success factors (CSFs) that can facilitate their implementation. This study focused on the sociotechnical and environmental challenges that influenced the implementation of EHR systems. Design/methodology/approach This study used a systematic literature review methodology guided by the modified sociotechnical theory. It followed PRISMA guidelines to identify barriers and CSFs. This review included a comprehensive search of academic databases such as Taylor & Francis, Google Scholar, Emerald and PubMed, covering studies published between 2012 and mid-2024. The studies were screened and analysed using thematic analysis. Findings The review identified several barriers to EHR implementation, including a lack of information and communication technology infrastructure, inadequate training, and limited government support. It also highlighted CSFs such as enhancing training programmes, improving technical infrastructure, fostering government support and addressing privacy and security concerns. This study concluded that a holistic approach addressing technical, social and environmental factors was critical for the success of EHR systems in low-resource settings. Practical implications This study offered actionable recommendations for policymakers and health-care leaders in developing countries. These include strategies for enhancing user training, improving technical infrastructure, ensuring government support and addressing data privacy and security issues, which are crucial for successfully adopting EHR systems. Originality/value This research comprehensively examined the factors influencing EHR implementation in developing countries, offering a unique perspective by applying the modified sociotechnical theory. It bridged a significant gap in the literature by focusing on the specific challenges faced in resource-constrained environments.

In the "Drivers'" Seat: How to Improve Drivers of Health, from Vision to Impact.

Despite focusing on drivers of health, or social determinants of health, for more than a decade, health care organizations have made minimal progress in improving these factors and associated health outcomes. This data- and theory-driven analysis looks at (1) why that is the case and (2) how organizational leaders and operators can go about correcting it. The authors' research finds that lack of progress is often due to ill-fit, entrenched business models that were optimized for a fee-for-service environment and cannot easily pivot to focus on drivers of health. Additionally, leaders are often unclear about what to change and overwhelmed by how to do it. The authors propose a 5-step strategy and execution process to address these challenges, laying out an end-to-end road map that enables health care leaders to meaningfully improve drivers of health and associated health outcomes for their patients and communities.

A comprehensive evaluation tool to assess community capacity and readiness for virtual care implementation.

The rapid evolution and implementation of virtual care technologies for clinical use often exceeds the development of standardized implementation protocols, leading to gaps in the equitable and sustainable adoption of virtual care services, particularly in rural and remote areas. This paper introduces a comprehensive evaluation tool designed to assess community capacity and readiness for virtual care. The development of the tool was informed by experiences from the Virtual Care and Robotics Program at the University of Saskatchewan. It involved a collaborative, multi-stakeholder approach that engaged healthcare leaders, IT experts and community healthcare workers. This iterative process included defining evaluation categories, mapping evaluative domains and refining the tool into a user-friendly checklist manual. The tool identifies three key domains for assessing readiness: clinical needs, technology infrastructure and human resources/workflows. It was piloted in the remote community of Fond du Lac, Saskatchewan, where it successfully qualified the community for implementing telerobotic ultrasound services. The tool facilitated local engagement and highlighted the community's specific needs and readiness, enhancing the implementation process. This evaluation tool contributes to bridging the gap between the rapid deployment of virtual care technologies and the need for comprehensive, standardized implementation protocols. It offers a structured, practical approach to assessing and enhancing community readiness for virtual care while promoting successful clinical implementation and equitable access to healthcare.