Describe the complexity of the healthcare industry in terms of workforce

This chapter presents the personal competencies a leader must develop, build, and maintain to be successful. It also discusses leadership knowledge, skills, and abilities and the ability–job fit a leader has with his or her organizational environment. Emphasis is placed on the understanding that health leaders work in a highly complex environment with a very educated and interdisciplinary workforce. Based on the complexity and diversity of the health industry workforce, leadership competence in leading people begins with understanding the elements of motivation, influence, and power as combined with the ability to communicate to those diverse audiences. Leadership success is often based on the leader’s capabilities in terms of motivation, influence, power, interpersonal relationships, communication, and inspiring teams. The chapter begins with a summary of leadership competencies from experts in the industry.

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LEARNING OBJECTIVES 1. Describe the complexity of the healthcare industry in terms of workforce, environment, and societal expectations, and explain how a health leader’s mastery of competencies, influence processes, motivation, interpersonal relationships, and communication capabilities is necessary to successfully navigate that complexity. 2. Explain how the complexity of the health workforce may lead to communication failure and conflict, and summarize the use of quality communication and conflict management skills to successfully motivate subordinates, build interdisciplinary teams, and lead a health organization based on commitment rather than compliance or resistance. 3. Predict the outcomes of continuous use of the avoiding and competing strategies in a health organization, as compared to the compromising, accommodating, and problem-solving strategies; predict the outcomes of face-to-face communication as compared to use of the memoranda communication channel and media to disseminate ambiguous and urgent messages. 4. Analyze the health leader competencies in terms of the knowledge, skills, and abilities discussed in this chapter, differentiating the competencies described here with those not discussed; support your assessment. 5. By combining several theories and models, design an influence, power, and motivation leadership model for use in health organizations focused on subordinate commitment; modify this model for use with an interdisciplinary health team or group, and explain why this modification was necessary. 6. Evaluate competencies (knowledge, skills, and abilities) found in leadership practice concerning situational assessment, interpersonal relationships, influence processes, motivation, and communication necessary to successfully lead healthcare organizations; support your evaluation.

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