Interview with a Health Care Leader

Interview with a Health Care Leader

Healthcare leadership is a rugged terrain presenting considerable challenges. Healthcare leaders have to navigate these challenges and ensure the attainment and maintenance of quality care. In the ever-changing healthcare landscape, dynamicity in leadership will ensure that quality is maintained regardless of these alterations. To better understand the complexities in the care process through the lens of leadership, a leader’s perspective on healthcare complexities and landscape is necessary. This paper documents an interview with Diana Andrews, a senior nurse at Holston Health and Rehabilitation Center, Knoxville, TN, who also heads the nursing department. Do you need help with your assignment ? Contact us at eminencepapers.com.

How the Organization is Changing in Response to Organizational, Community, Political, Social, and/or Global Needs

The interview was conducted on the 20th of June. Ms. Andrews started by briefly talking about Holston Health and Rehabilitation Center. Holston Health is a leading nursing health care center whose purpose is to make every moment of their clients count by offering quality care and giving their clients the best patient experience during their stay in this institution of care. This institution has a dedicated nursing team that provides care diligently and in a manner that preserves the lives of the patients. Having been in existence for half s decade, the facility has seen significant changes in healthcare operationalizations informed in part by technological advances and healthcare innovations. The hospital is currently in the process of rolling out an elaborate electronic health record and a framework for telemedicine. The hospital is also shifting its care provision strategies to a unitary collaborative paradigm.

On the drivers of the change processes, Ms. Andrews mentioned that there had been an increasing need to improve the efficiency of care provision within the hospital. She also mentioned that emerging healthcare technologies and innovations have changed operationalizations within the healthcare system and have been instrumental in enhancing the safety and quality of care provisions (Lopo et al., 2020). Since the hospital is a center of healthcare excellence, they have continuously laid down frameworks for quality enhancement and care optimization. Collaborative paradigms maintain superiority in chronic and long-term care and have been implicated in improved clinical outcomes (Prybil et al., 2018). Healthcare technologies such as EHR also enhance the efficiency of care provision. With increasing internet connectivity and digitalization, communication technologies such as telehealth remain valuable in; patient surveillance, follow-ups, and monitoring. It is for these reasons that the hospital is investing in these changes. She concludes that: “…the welfare of the patients has always been our priority and we never gave a second thought initiating these programs. So far, so good.”

On the nature and extent of the change process, Ms. Andrews mentioned that change processes are always challenging. Each change process presents unique problems to the healthcare providers and the healthcare system in its entirety. Rolling out the EHR provided considerable challenges to the providers. The majority had to be trained on its operationalization. She also recounts that “… human nature tends towards rigidity and not everyone conforms easily to changes.” Healthcare leaders are tasked with inspiring change in their subjects and guiding them toward understanding the provisions of the change. The introduction of the collaborative paradigms received little resistance as most professionals saw the need for teamwork in care provision. Integration of the EHR and the collaborative paradigms in the hospital operationalization was expansive and needed to be implemented in all hospital departments. Rolling out telehealth utilization was relatively simple but still required expansive patient awareness and education on its operationalization. These changes are still ongoing, but the results are becoming apparent.

How Organizations Monitor Community Wellness and Anticipate Community Needs

Community wellness encompasses socio-cultural, economic, and environmental aspects of communities that contribute to their flourishing or well-being. Ms. Andrews acknowledged the significance of community wellness in the community and individual growth. She reiterated that Holston Health and Rehabilitation Center has been an essential piece of the vast Knoxville community and works closely with these communities to ensure their wellbeing. The relevant measures of wellness in these communities include healthy practices such as maintaining good hygiene and health-seeking, good relationships within the community as evident in low rates of violence and conflicts, flourishing communities, proficient leadership, and satisfying communities (VanderWeele, 2019). The desired health outcomes for these communities include freedom from infectious diseases accustomed to poor hygiene, increased rate of screening for non-communicable diseases such as diabetes and hypertension, increased number of persons with insurance coverages, and good health-seeking behavior. Ms. Andrews asserted that the hospital continues to be at the forefront of advocating for good health within communities and routinely engages in community outreach programs to educate communities on good health practices.

On data collection, Ms. Andrews mentioned that the hospital had instituted a hospital records department responsible for collecting data on the markers of well-being within the communities. This establishment came in the backdrop of the growing need to improve the health of individuals within these communities. This department collects these data periodically during community outreach programs and from hospital presentations. The hospital has also partnered with federal agencies such as the CDC and the Agency for Healthcare Research and Quality to conduct community studies on the determinants of health and health maintenance strategies within communities.

Community needs are vast and range from safety, health, and wellness to economic health, quality education, and access to clean water. Determining community needs is an elaborate process that gathers information on the community needs. The CDC outlines a framework for determining community needs (CDC, 2022). The first step is planning. In this step, a diverse community team is assembled, a team strategy is developed, and the scope of the assessment is determined. The community sites at which the assessment will be done are also determined, and the data collection method is identified. The second step is the execution step, in which data on communities is collected. This may be during community outreach programs by interrogations or adopting data from available records such as hospital visitation records. Other agencies that capture data on communities, such as the American Community Survey, are also invaluable sources of community data. Data collected is then documented, reviewed, and rated. This data is then summarized and used to develop an action plan. Diana recounts that determining community needs is elaborate and employs the use of collaborating partners. She concludes that “… the process is elaborate, vast and tedious. It is not a one entity job but a partnership with other collaborating partners.”

Relationship Between Purpose and Specific Drivers of Change

Ms. Andrews acknowledged the existence of a nexus between the purpose of the organization and the specific drivers of change. The existing change drivers reinforce the organization’s purpose considerably. She reiterated the organization’s purpose of offering quality care that enhanced the patient experience and explained that the drivers of the change processes, such as the need for efficient quality and effective treatment, are all correlated to the organizational purpose. To uphold quality in care provision, healthcare organizations engage in interventions that conform to quality provision and contribute to quality attainment. Holston Health and Rehabilitation Center continuously seeks to ensure quality care provision by embracing interventions that contribute to quality care. EHR and collaborative paradigms are some of the quality enhancement interventions that have been rolled out by the hospital recently. These changes form part of an elaborate quality enhancement process and conform to the organizational purpose of offering quality care that enhances patients’ experience.

Effectiveness of Traditional Leadership Models

Traditional leadership models give an insight into understanding various approaches to leadership and detail how these approaches influence the interactions between leaders and their subjects. Democratic leadership, transformational leadership, laissez-faire, and autocratic leadership are some of the traditional leadership models that have been utilized in most organizations. These leadership models have been used within healthcare organizations and in other organizations because of how they influence operationalizations within these setups. They enable the maximization of organizational output and tailor’s organization’s operations towards the values and vision. The choice of leadership model is, therefore, a key determinant of successful organizational operationalization.

On the appropriateness of the leadership models, Ms. Andrews recounted that healthcare organizations are dynamic and complex and that only a few specific models can be applied appropriately. Democratic leadership and transformational leadership remain favorable in healthcare setups. Democratic leadership is that which welcomes and encourages team members to provide their input in various healthcare interventions. Transformational leadership empowers team members and inspires them to perform their roles and responsibilities better. However, the choice of leadership model to be adopted by a leader may differ from the presenting hospital situation (Rinfret et al., 2018). The leadership approach in emergencies is quite different from the approach in long-term care or outpatient departments.

Due to the varying hospital presentations and the differences in complexities that these situations do present, these leadership models can, in some instances, be applied more effectively. Autocratic leadership, for instance, may be required where quick decision-making is required, such as in emergencies. Likewise, transformational leadership may be pivotal in long-term care and in managing chronic cases since these scenarios require longer contact with caregivers, and caregivers need to be dedicated to the course.

Overall Application of Change Leadership Concepts

Healthcare providers are accustomed to a specific way of executing their mandates within the healthcare system. Change leadership seeks to either integrate newer practices or change the way things are done in healthcare facilities. Specific challenges to the status quo include non-responsive and non-cooperative members, lack of goodwill from the hospital’s administration and other team members, and inadequate resources to execute various change processes. However, several change leadership concepts and practices can assist change leaders in preparing their organizations for the change process and energize the organization’s stakeholders. These practices include the leader’s ability to set the vision and bring other on board, communicate effectively and collaborate with other team members, lead and influence others, identify and overcomes barriers for the change, and build trust and demonstrate empathy. These leadership practices enable change leaders to prepare their organizations for the change and energize the stakeholders.

On whether the change concepts and practices can be applied in each instance, Ms. Andrews noted different healthcare change processes required a different approach. Specific practices can be suitable for some change processes. For instance, change processes that require operational changes may require the leader to communicate effectively and influence the members towards embracing the change. Understanding the requirements of each change may enable the leader to identify leadership practices that are appropriate to the change. The key aspects of the change leadership concepts and practices can be synthesized into a transformational change leadership strategy. This strategy enables leaders to inspire change in their members.

On the outcomes, Ms. Andrews mentioned that the expected outcomes are increased responsiveness and cooperation from the team members, goodwill from the stakeholders, and unity in purpose. The actual outcomes sometimes vary. She noted that goodwill is often difficult to find and that members are sometimes rigid and non-responsive to changes. She finishes by saying: “…it requires a prolonged period of intense lobbying, communications, and stakeholder’s involvement to get everyone on board for any change process.”

Change leadership in healthcare remains critical yet complicated. Change leaders need to have a better understanding of the various leadership models and how they can be applied in healthcare. They should also exhibit a better understanding of various hospital scenarios, as this enables them to select the best leadership approaches that produce favorable outcomes. Transformational leadership strategy is one type of leadership strategy that remains effective in healthcare change processes.

 References

Community Needs Assessment. CDC. (2022). Retrieved 26 June 2022, from https://www.cdc.gov/globalhealth/healthprotection/fetp/training_modules/15/community-needs_pw_final_9252013.pdf.

Lopo, C., Razak, A., Maidin, A., Rivai, F., Mallongi, A., & Sesa, E. (2020). Technology impact on healthcare quality of the hospital: A literature review. Enfermería Clínica, 30, 81-86. https://doi.org/10.1016/j.enfcli.2020.06.019

Prybil, L., Scutchfield, F., & Dixon, R. (2018). The Evolution of Public Health–Hospital Collaboration in the United States. Public Health Reports, 131(4), 522-525. https://doi.org/10.1177/0033354916662208

Rinfret, N., Laplante, J., Lagacé, M., Deschamps, C., & Privé, C. (2018). Impacts of leadership styles in health and social services: A case from Quebec exploring relationships between emotional intelligence and transformational leadership. International Journal Of Healthcare Management, 13(sup1), 329-339. https://doi.org/10.1080/20479700.2018.1548153

VanderWeele, T. (2019). Measures of Community Well-Being: a Template. International Journal Of Community Well-Being, 2(3-4), 253-275. https://doi.org/10.1007/s42413-019-00036-8

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Introduction
Note: The assessments in this course build upon the work you have completed in the previous assessments. Therefore, complete the assessments in the order in which they are presented.

Interview with a Health Care Leader

The United States healthcare environment demands leaders who can successfully navigate the constantly changing political, social, and environmental forces that affect every health care organization today. Depending on the type of change desired, effective change leadership is essential for moving the organization toward desired outcomes.

This assessment provides an opportunity for you to gain insight into how an organization responds to change and the influence on decision making of various change leadership theories.

Overview and Preparation
Use this template for your interview synopsis and analysis.

APA Style Paper Template [DOCX].
Note: Complete the assessments in this course in the order in which they are presented.

Identify a health care leader you wish to interview.
Arrange a date and time for the interview.
Think about the questions you will ask during your interview that will enable you to meet the following assessment criteria:
Describe how the organization is changing in response to organizational, community, political, social, and global needs.
Describe how the organization monitors community wellness and anticipates community needs.
Analyze the relationship between the purpose of the organization and specific drivers of change.
Identify traditional leadership models that are predominantly used throughout the organization to prepare and support the organization throughout the change process.
Synthesize the concepts and practices of leading change that are being used by the organization to challenge the status quo, prepare the organization for change, and energize stakeholders for that change.
Note: Remember that you can submit all—or a portion of—your draft interview synopsis to Smarthinking for feedback, before you submit the final version for this assessment. If you plan on using this free service, be mindful of the turnaround time of 24–48 hours for receiving feedback.

Requirements
Interview a health care leader in your local community and prepare a well-written synopsis and analysis of your interview.

Document Format and Length
Format your interview synopsis using APA style.

Use the APA Style Paper Template [DOCX]. An APA Style Paper Tutorial [DOCX] is also provided to help you in writing and formatting your interview synopsis. Be sure to include:
A title page and references page. An abstract is not required.
Appropriate section headings.
Your interview synopsis should be 6–8 pages in length, not including the title page and references page.
Supporting Evidence
Cite 3–5 scholarly, peer-reviewed articles to support your analysis.

Interview Synopsis
Note: The requirements outlined below correspond to the grading criteria in the scoring guide. Be sure that your interview synopsis addresses each point, at a minimum. You may also want to read the Interview With a Health Care Leader Scoring Guide to better understand how each criterion will be assessed. Be sure to note the requirements in the Distinguished column.

Explain how the organization is changing in response to organizational, community, political, social, and/or global needs.
What is the organization’s purpose?
In what ways is the organization changing?
What needs are driving change?
What is the nature and extent of the change?
Explain how the organization monitors community wellness and anticipates community needs.
What are the relevant wellness measures and desired health outcomes?
How does the organization collect its data?
How are community needs determined?
Analyze the relationship between the purpose of the organization and specific drivers of change identified by the leader.
Do the change drivers reinforce the organization’s purpose? If so, how?
Evaluate the effectiveness of traditional leadership models that are predominantly used throughout the organization to prepare and support the organization throughout the change process.
Why are these particular models applied within the organization?
Are they appropriate change models for the organization?
Could these models be applied more effectively? How?
Evaluate the overall application of change leadership concepts and practices within the organization to challenge the status quo, prepare the organization for change, and energize stakeholders.
What are the challenges to the status quo?
What change leadership concepts and practices prepare the organization for change and/or energize stakeholders?
How are these concepts and practices applied in each instance?
Can you synthesize the key aspects of the various concepts and practices applied throughout the organization into a basic change leadership strategy?
What are the expected and actual outcomes?
Write clearly and concisely, using correct grammar and mechanics.
Express your main points and conclusions coherently.
Proofread your writing to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your evaluation.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
How or why does particular evidence support your main points, claims, or conclusions?
Is your supporting evidence clear and explicit?
Will your audience see the connection?
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 1: Analytical Thinking: Develop complex plans or analyses.
Explain how an organization is changing in response to organizational, community, political, social, and/or global needs.
Competency 2: Change Leadership: Challenge the status quo.
Evaluate the effectiveness of traditional leadership models that are predominantly used throughout the organization to prepare and support the organization throughout the change process.
Evaluate the overall application of change leadership concepts and practices within the organization to challenge the status quo, prepare the organization for change, and energize stakeholders.
Competency 3: Innovative Thinking: Apply “tried and true” concepts or trends.
Explain how an organization monitors community wellness and anticipates community needs.
Competency 5: Performance Measurement: Use evidence-based approaches to support community wellness.
Analyze the relationship between the purpose of an organization and specific drivers of change.
Competency 6: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Write clearly and concisely, using correct grammar and mechanics.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.