Balancing pro-active leadership with the sustainability of quality and safety measures in health care
HCA 817 Module 2 DQ 1
Leaders must not only be able to foresee potential changes, but they must also be able to secure support for change among followers and manage current operations to assure sustainability of quality and safety. How do health care leaders balance pro-active leadership with the sustainability of quality and safety measures? Does interprofessional collaboration influence this balance? Why or why not?
ADDITIONAL DETAILS
Balancing pro-active leadership with the sustainability of quality and safety measures in health
Introduction
The potential for human error and injury is a constant risk in healthcare services. To address this, pro-active leadership of quality and safety measures is essential. We need to ensure that these measures are not only implemented but also managed effectively and sustainably by all stakeholders including patient safety leaders, managers, nurses and doctors.
Summary
The main challenge of leadership is to manage the balance between pro-active and reactive behavior. While this requires a high level of skill, it can also be a challenge for leaders due to the complexity of their jobs.
1. Introduction
The purpose of this research is to investigate how physical and psychological factors affect nurses’ perceptions of patient safety, their perceptions of the quality of care provided by nurses and physicians at a university hospital. This study will also explore whether there are differences in these perceptions between male versus female nurses.
The data used for this study come from two separate questionnaires that were distributed during interviews with over 400 individuals (n=400). These surveys asked questions related to safety concerns, satisfaction with work environment, attitude towards patients’ needs/wishes while hospitalized in an emergency room setting as well as general feelings about having worked in such an environment previously.
In addition to conducting interviews regarding their experiences working with patients while they were being treated by medical professionals such as physicians/surgeons etc., we also asked participants if they felt comfortable speaking freely about these matters without fear of reprisal since our goal was not only understand how people feel but also identify potential solutions so that others may benefit from them too!
2. Management of Q&S measures as a leadership challenge
The challenge of leadership is multifaceted. It includes individual and collective leadership, as well as the management of the Q&S measures. In fact, a number of authors have argued that “leadership is an important factor in the success or failure of quality and safety initiatives” (Nunnally & Bernstein, 1991).
Leadership is not only about being at the top; it can also be viewed as “the ability to influence others so that they perform tasks with maximum effectiveness and minimum cost” (Martin & Nolan-Erikson, 2003). This definition includes all levels within an organization: managers, employees and suppliers. In addition to these three levels there are also many other actors who may play a role in shaping their own identity through their attitude towards their job responsibilities (Cao et al., 2013).
3. The nature and role of leadership in quality and safety measures
Leadership is an important component of quality and safety. The nature and role of leadership in this context differs from that which we see in other fields, however. In most cases, leaders are responsible for managing the organization or process as a whole; they oversee all aspects of their business from top to bottom. But when it comes to healthcare institutions’ efforts at improving patient care by improving safety measures (or even just reducing harm), leadership can take on more specific roles:
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Leading change: By helping individuals accept new ideas and procedures—and often by inspiring them through example—leadership plays a key role in motivating employees toward change.
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Setting direction: When an organization decides which direction it wants its health care system to go in terms of quality or safety standards, then its leaders need to help guide those initiatives through their organizations’ processes so they’re successful at achieving their goals.* Ensuring accountability: As part of this process, leaders must ensure that anyone who might be responsible for making decisions based on these programs has been informed about what needs doing (and why).
4. Leaders’ experiences of implementing and sustaining Q&S measures
Leaders’ experiences of implementing and sustaining Q&S measures
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Leaders need to lead by example. They need to be aware of the impact of their actions on others and on the organisation. This is particularly important if they are responsible for implementing or sustaining Q&S measures in the context of their professional work, such as nurses or midwives (see [1]).
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Leaders should have a clear vision and strategy for managing quality and safety in health care settings. This can ensure that all staff members understand what they have been asked to do, why this is necessary, how it will benefit patients/clients/patients’ families etc., who might be affected by any changes made along these lines (e.g., patients with certain conditions), how long it will take before everyone agrees that these changes are working well – so there isn’t any confusion about whether something has changed!
5. Discussion
The article discusses the challenges of implementing and sustaining quality and safety measures. It uses a case study to illustrate these challenges, identifying the role of leadership in creating an environment where employees can act proactively to address problems before they become disasters.
Acknowledgements
The research team is grateful to:
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The participants and their families who took part in this study.
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The staff at the Royal Prince Alfred Hospital for their assistance with data collection and for providing a safe environment for interviews to be conducted.
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The research funders, who provided financial support for this project and whose support enabled us to undertake this research at no cost to participants or hospitals.
Takeaway:
The term leadership is often used to describe the actions of an individual or group that leads, guides, and influences others. Leadership can be defined as a process by which one person or group leads others to achieve common goals. In health care, this concept has been defined as “the capacity for individuals within organizations to transform themselves into effective agents of change” (Mroz et al., 2017)
Leadership is a complex concept because it requires strong interpersonal skills and knowledge about how best to communicate with other people (Fletcher & Markenfeldt, 2002). It also requires an understanding of human behavior patterns such as trustworthiness, self-confidence and empathy (Mroz et al., 2017). Health care leaders need these qualities because they must communicate effectively with their staff members while maintaining safety standards at all times during operations (UNESCO-IHEIDGCPQHHS), including during disasters like Hurricane Katrina in 2005; when patients need timely access to medical services but facilities may not be operational due to power outages; when medication distribution centers run out of stock; etcetera…
In addition to having sound leadership skills yourself as well as those who work under your direction—especially those who have been trained specifically for Q&S measures implementation—you should spend time learning about other aspects related specifically towards improving quality outcomes such as patient safety initiatives such as automated external defibrillators (AEDs).
Conclusion
In the last decade, the healthcare industry has experienced a shift from a focus on patient outcomes to Q&S measures. As leaders in this field, we need to understand the challenges and opportunities associated with implementing and sustaining these measures. Through an inquiry into our own experiences of taking action in this space as well as through discussions with colleagues who have experienced similar challenges, we hope to further develop strategies for building more sustainable Q&S management systems in health services.
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