Healthcare Leadership: Stakeholders, Models, and Motivations Analysis

This report analyzes healthcare leadership, focusing on stakeholder management and relationship building within health organizations. It identifies key characteristics and behaviors for health leaders to build positive relationships with internal and external stakeholders, emphasizing collaboration, trust, and respect. The report explores the Parity of Healthcare Model, explaining its utility for health leaders in balancing priorities and predicting stakeholder relationship challenges. It constructs a stakeholder list, predicting motivations related to cost, quality, and access for patients, payers, employers, and providers. Finally, the report compares and contrasts internal stakeholder motivations, addressing challenges related to organizational success, leadership styles, and conflicts in managing relationships. The report includes references to support the analysis.

Running head: HEALTH CARE
HEALTH CARE
Name of the student:
Name of the University:
Author’s note

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1.
Health leaders should have the attributes that support them to build positive relationship
with internal and external stakeholders. The key steps that is necessary for health leaders to
maintain good relationship stakeholders include collaborating with the stakeholders and
motivating to contribute towards organizational goals and objectives. They need to create trustful
and integrity based relationship where input from involved stakeholderss are taken to influence
the overall decision process. Hence, the characteristics of trust, respect and honesty can be used
to build relationships with others and build a cohesive team of peers, subordinates as well as
superior staffs. Some of the important stakeholders within a health care system include
physicians, nurse, administrators, department leaders and other staffs. Leaders must focus on
relationship building by taking feedback and opinion from all stakeholders and weighing
different option to identify how stakeholder values can be respected and preserved (Scully,
2015).
According to the principles of stakeholder management, the behaviours that leaders must
display includes actively monitoring the concerns and interest of all stakeholders, adapting
processes that are sensitive each stakeholders concerns and capabilities, promoting fair
distribution of benefits and burden, working cooperatively with all entities and acknowledging
conflicts in decision making by openly communicating with the stakeholders. Hence, adhering to
this process and maintaining the desired behaviour can help to maintain appropriate relationship
with stakeholders. Understanding and respecting the views of stakeholders is also important for
effective health care services (Freeman, 2016).

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2.
The parity of health care model is a model that combines the concept of the Iron Triangle
and the Managed Care Quarternion to estimate or forecast the impact of current policy decisions
on the organization. The iron triangle involves the conflict surrounding selecting priorities
between cost, quality and access, where as the Managed Care Quarternion considers fours factors
that affect survival of an organization such as patients, payers, employers and providers. While
going ahead with the parity of health care model, the key challenge that leaders can face in
following the Managed Care Quarternion includes struggle to satisfy each stakeholders and
maintaining the continuum of care with respect to cost, quality and access (Kongstvedt, 2013).
The utility of the parity of health care model for health leaders is that once they fully
understand the concepts of the model, they can easily predict any threats to stakeholder
relationship and implement appropriate measures to balance priorities among the involved
stakeholders. Effective use of this model can help leaders to balance and fulfil demands of each
stakeholder. Hence, the key advantage of this model is that it provides leaders with knowledge
regarding all the factors that need to be considered while making organizational decisions and
serving the best interest of all stakeholders. This is also important as part of ethical treatment of
stakeholders. Leaders are required to resolve conflict in fair manner and by respect the views and
values of the stakeholders (Leviton & Melichar, 2016). Hence, the parity of heath care model
supports stakeholders to fulfil this requirement.
3. The list of health organization stakeholders includes the following:
 Patients: The two motivations of patient in a health care environment include positive
patient experience and affordable health care services. Both these factors are motivating

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factors for patients as patient experiences indicates quality of services and it indicates that
patients are motivation by provision of high quality advanced care. In addition, the
motivation of affordable care are linked to cost and access to health service components
because affordable health care service increases the quality of care whereas affordable
care is an indication of serving cost related interest of patients too. Kennedy (2017) gives
the justification that services quality and patients satisfaction are factors that influence
value based payment systems of health care organizations. Hence, once quality and cost
factors are fulfilled, it paves the pathway to enhance patient experience and engage in
value creation and generating value based revenue.
 Payers: The motivating factors for payers in the health care system include financial
incentives and values based insurance designs. These are the factors motivate payers to
provide effective health insurance plans and public programs.
 Employers: Incentives and quality driven protocols influence employers in health care
system too. This is because incentives help to encourage greater value and increase in
performance. In addition, protocols help in team involvement and fulfilling needs and
goals of patients too.
 Providers: The providers include clinicians and cost and quality related information
motivate them. They are empowered by different choices for different patient and use
evidence based guidelines to create reputation for service (O’Kane et al., 2012).
4.
Internal health organization stakeholders include employees and management staffs in
hospital. They mainly participate in coordination, funding and publication of strategies to
promote patient relationship and quality of care. Example of internal stakeholders my include

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public health managers, director of nursing, trustees and board committee members. The key
motivating factors for internal stakeholders includes overall organizational success and
improvement in quality and cost related indicators. Achieving these motivators are dependent on
effective coordination and engagement with multi-professional teams. However, the key issues
that affects the motivation of quality includes (challenges related to impact of authority and
senior position and influence of leadership style Pandi-Perumal et al., 2015). Hence, these
motivations cannot be achieved unless effective coordination takes place and leaders are
focussed on serving the best interest of stakeholders.
Another issues that challenges motivation of stakeholders includes conflicts related to
managing relationships with other stakeholders. As the interest and values of different group may
differ, internal stakeholders faces challenges in balancing the priorities of all and yet achieving
the desired organizational goals. To effectively execute the change, investment in different
strategy as well as finance is needed. However, challenges are faced in achieving the same
because of poor negotiations and failure to achieve consensus regarding the same for all the
involved parties (Gregory, 2016).. Hence, it is very important for leaders to evaluate which
aspects of stakeholder’s interest and motivation converge with project objectives. A balance
must be achieved in maintaining stakeholder motivation as well as effectively negotiating with
clients.

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References:
Freeman, R. E. (2016). Ethical leadership and creating value for stakeholders. In Business ethics:
New challenges for business schools and corporate leaders (pp. 94-109). Routledge.
Gregory, A. (2016). Public relations and management. In The public relations handbook (pp. 76-
100). Routledge.
Kennedy, D. M. (2017). Creating an excellent patient experience through service education:
content and methods for engaging and motivating front-line staff. Journal of patient
experience, 4(4), 156-161.
Kongstvedt, P. R. (2013). Essentials of managed health care. Jones & Bartlett Publishers.
Leviton, L. C., & Melichar, L. (2016). Balancing stakeholder needs in the evaluation of
healthcare quality improvement. BMJ Qual Saf, 25(10), 803-807.
O’Kane, M., Buto, K., Alteras, T., Baicker, K., Fifield, J., Giffin, R., ... & Saunders, R. (2012).
Demanding value from our health care: motivating patient action to reduce waste in
health care. Institute of Medicine of the National Academies discussion paper, 1, 33.
Pandi-Perumal, S. R., Akhter, S., Zizi, F., Jean-Louis, G., Ramasubramanian, C., Edward
Freeman, R., & Narasimhan, M. (2015). Project stakeholder management in the clinical
research environment: how to do it right. Frontiers in psychiatry, 6, 71.
Scully, N. J. (2015). Leadership in nursing: The importance of recognising inherent values and
attributes to secure a positive future for the profession. Collegian, 22(4), 439-444.