Leadership and management systems in healthcare quality and safety
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Poor Leadership in Healthcare
IDENTIFYING AND REMEDYING
The Ethical Dilemma
A recent study examined some theories of leadership to determine which type or types of leaders affect the quality of care (Firth-Cozens & Mowbray, 2001). The study found that the type of leadership produces stress or well-being of healthcare staff. This, in turn, redounds into the quality of care provided. (Firth-Cozens & Mowbray).
Alternatives
Major failures result from poor leadership (Walshe & Shortell, 2004). They include long-standing problems; key people and other stakeholders' awareness of problems but ignoring them; extensive or immense harm or injury on patients and the resulting huge and additional costs; lack of management systems; and repeated incidents of failures. Long-standing problems have existed for some time but remain unknown. Some key people and other stakeholders in the health facility may have known these issues but did nothing about them. A most obvious consequence of poor leadership is the immense harm on patients. The lack of proper management systems often centers on an individual clinician or a small team running the facility. He believes that most threats to patients' safety result from the failure of systems rather than the leadership's. And incidents of failure keep repeating because the leadership does not learn the lessons taught by these failures (Walshe & Shortell).
IV. Outline of the Plan
The manager should require periodic quality reviews of performances and resources in all levels and base all upgrading efforts on these. All clinician and non-clinician staff and even patients will be asked to report incidents. All subordinates will be rates for performance periodically. Management and staff training programs will be regularly conducted on proper work values and attitudes, specifically openness, cooperativeness, willingness to learn and to become updated, sensitiveness to occurrences and professional as well as personal empowerment.
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- Firth-Cozenz, J. and Mowbray, D. (2001). Leadership and the quality of care. Vol 10
- Issue Supplement 2, Quality Health Care: BMJ Publishing Company. Retrieved on
- February 24, 2014 from http://www.qualitysafety.bm.com/content/10/supp_2/ii3.long ↗
- Walshe, K. and Shortell, S. M. (2004). When things go wrong: how health care
- organizations deal with major failures. Vol. 23 # 3, Health Affairs: Project Hope.
- Retrieved on February 24, 2014 from http://content.healthaffairs.org/content/23/3/103.full ↗
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