Healthcare Leadership and Management

Running head: HEALTHCARE 1
Healthcare Leadership and Management
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HEALTHCARE 2
Healthcare Leadership and Management Introduction
The General Medical Council (MDC) declared that all practicing medical practitioners
are in charge of managing all the medical resources, their patients, employers and those who
indenture their services (Pihlzinen, Kivinen & Lammintakanen, 2016). According to research,
MDC was established in 2007 with the aim to inspire, motivate, and endorse the healthcare
values. Nonetheless, clinical leadership was developed to empower and foster a dependable
focus on the needs and demands of the patients under care (Krawczyk-sottys, 2017). Background
Maintaining a high standard of care does not define leadership. Medical leadership is
identified through transforming services to attain an elevated level of excellence (Swanwick &
McKimm, 2017). In 2007, the Academy of Medical Royal Colleges in collaboration with the
NHS Institute for Innovation and empowerment began to address the lack of formal managerial
training for healthcare practitioners by formulating and implementing, the highly functional
Medical Leadership Competency Framework (MLCF) (Swanwick & McKimm, 2017). Studies
indicate that MLCF was developed with the aim to enforce change in healthcare leadership and
management (Krawczyk-sottys, 2017). Importance of change in Healthcare management
The MLCF is recognized for completing clinical Leadership Qualities Framework (LQF).
According to the medical leadership history, the LQF was prepared for the Department of Health
(DoH) as a development and benchmark tool for practitioners in the executive and senior
managerial leadership positions within the healthcare department (Thomas, 2015). The
capabilities described within the LQF framework can be seen reflecting on those of a broader

HEALTHCARE 3
existing leadership agenda, with a reflection of Emotional Intelligence (EI) specialcompetencies
with individual attributes (Krawczyk-sottys, 2017). As a result of implementing the MLCF
strategy, healthcare leaders will have an easy time to manage healthcare resources, patients,
staffs and their employers. The MLCF strategy is vital in the healthcare department given that it
allows medical management to keep a clean and an easy to access record (Krawczyk-sottys,
2017). Timeframe for implementing change
The Emotional Intelligenceaspects of personal management qualities are largely reflected
in various desirable skills evidenced under the wider topics of delivering service and Setting
direction. There are various strategies which are indicated under the MLCF which are aimed to
enhance the medical leadership and managerial department.These strategies include setting
directions, improving and managing services as well as cooperation with others through the
utilization of the fundamental personal qualities (Krawczyk-sottys, 2017). The MLCF innovative
framework is a strategy or tool which is developed to support cumulative health leadership
capabilities throughout this profession. According to medical experts, working with others and
personal qualities should be established by medical students before completing the apprentice
training (Krawczyk-sottys, 2017). Benefits and Cost projections
The MLCF indicates that Improving and managing healthcare services should be
considered first before completing training and Setting Direction. Positive change is something
that is embraced by all humans thus; the introduction of the MLCF framework followed arising
interest in shared leadership amongst the majority of the country’s healthcare industry
stakeholders including physicians who do not hold designated leadership responsibilities