Assessing Practice Initiatives and Leadership Approaches.

Running head: ASSESSING PRACTICE INITIATIVES AND LEADERSHIP APPROACHES 1
Assessing Practice Initiative and Leadership Approaches
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ASSESSING PRACTICE INITIATIVES AND LEADERSHIP APPROACHES 2
Abstract
The synthesis of the article is bridging the gap between healthcare practice programs and
leadership approaches that create financial returns, which optimize patient care delivery.
Importantly, sufferer no-show affects care delivery to patients, wastage of hospital resources, and
longer waiting times for patients. Thus, various leadership approaches such as situational,
contingency, and relationship assist in minimizing patient no-shows, which maximizes resources
utilization in the medical facility.

ASSESSING PRACTICE INITIATIVES AND LEADERSHIP APPROACHES 3
Assessing Practice Initiative and Leadership Approaches
There are various practice programs and leadership approaches that may influence the
financial returns on capital invested in optimizing patient care delivery. Notably, most of these
practice initiatives and leadership techniques aim at minimizing no-shows that adversely affect
the delivery of health care services to sufferers. Besides, it causes medical facilities to incur
losses that can be avoided, or managed if the schedules are respected. Thus, practice programs
such as lean have been widely adopted in health care settings as it offers an effective
management system. It seeks to enhance a hospital’s capacity to provide quality and safe health
care services, while simultaneously reducing costs.
The change theory is one of the most effective leadership approaches that assess the
impact of investing in a medical facility. Normally, the technique depends on a common
structure of social-performance measures for funds invested in a certain industry, such as the
medical care sector. Thus, the approach ensures that no-shows are limited or prohibited in
medical care facilities as a lot of funds are invested in taking medical specialists’ time.
Increase of Medical Costs and Interruption of Patient Care
A study by Shah et al. (2016) suggested that patients not showing up for scheduled
appointment increases medical costs, interruption of sufferer care, and wastage of hospital
resources that minimize the firm’s productivity. To reduce or eradicate no-shows and maximize
financial returns, a sufferer service coordinator in a busy-scheduled facility should make
reminder telephone calls to patients seven days before their appointment. Kumthekar and
Johnson (2018) revealed that since no-shows at booked appointments led to adverse financial
implication and wastage of time, phone calls can help to notify patients regarding a pre-engaged