Leadership in Healthcare: Strategies for Improving Quality of Care

This article discusses leadership strategies, stakeholder identification, quality philosophy, and crucial committee members for improving the quality of care in healthcare organizations.

Running head: LEADERSHIP
Name of the Student
Name of the University
Author Note

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Introduction:
With the global burden of disease, the demand of providing safe and responsive patient-
centered care is intensifying. The presence of effective leaders in health care sectors is crucial
for improving the quality of cares and obtains the desired outcome (Wu et al., 2016). The
presence of effective leaders with the appropriate quality of plan ensures the delivery of safe,
compassionate health care services (Freeman, 2016). This paper will provide leadership
strategies, Stakeholder identification, quality philosophy based on the mission of the
organization, organizational chart of the key stakeholders, and crucial committee member for
improving the quality of care in following paragraphs.
Discussion:
Leadership strategies:
As discussed by Lawrence and Pirson (2015), leadership is not a position but a process
of facilitating the growth of the organization, in this case providing safe and responsive care to
patients. In the current context, the transformation leadership style was adopted by the
organizations in order to provide patient-centered care. Leadership strategies that were used are
the following:
• Development of the organizational mission and desired and achievable goals.
• Play a role in financial stability as well as viability in order to provide the patient centered
care.
• Involvement of executive and management in direct interact with frontline workers to
identify and address issues regarding the safety of the patient. Visits of management in the

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clinical unit and involve them in frank conversation regarding safety issues positively influence
safety culture (Marchais-Roubelat & Roubelat, 2016).
• Engagement of those health professionals who take time in reporting and guiding them
with resources can facilitate the process of addressing safety issues and provide an opportunity to
illustrate the importance of patient safety as an organizational priority (Lawrence & Pirson,
2015).
• Management of disruptive and unprofessional behavior by clinicians and improving the
quality of care by increasing transparency.
• Development of early intervention for clinicians who are exhibiting unprofessional
approaches.
•
Identification of stakeholders:
In an organization, stakeholders are the member of a group who support the
organization in order to bring growth and facilitate customer engagement (Räisänen, Josephsson,
& Luvö, 2015). The key stakeholders of an organization are directors, employees, government
staffs and suppliers or union (Lawrence & Pirson, 2015). In the current context, the reverent
stakeholders include hospital boards who take part in strategic initiatives to improve quality and
safety, executives and management who can communicate with frontline workers regarding
safety issues, medical staff who are proving care to the patients, Joint Commission who design
strategies and evaluate the adherence to the strategies which leads to quality of care, patients who
are experiencing quality and safety issues. Involvement of relevant stakeholders with proper

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Joint commission
Hospital board (CEO)
CLUEO
Executive Management
Clinicians Nursing staffsSupport workers or medical staffs
Or medical
roles would-be effective to strengthen workforce, improve the delivery of care and reduce
medication errors.
Philosophy of quality based on the mission of the organization:
The mission statement of the organization is to provide safe and responsive quality care
to the patient. Based on the mission statement of the organization, the philosophy of quality is to
provide safe and responsive care to the patient by addressing the issues regarding the safety of
the patients, managing incompetency and unprofessional behavior of the health care sectors.
Organizational chart of stakeholders:

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Identification of committees which would be crucial to involve in quality plan:
As discussed above, the majority of the health care organization is experiencing the
discrepancy of quality of care and safety issues which reduces the adherence of patient and
contributes to the increased morbidity. Hence, in order to reduce this issue regarding the safety
of the patient, the quality plan is required to design which will address the contributing factors
behind it and design strategies to reduce the quality of the care. In the current context, the
committee that is crucial for the execution of the quality plan is hospital boards and management,
clinicians. Hospital board is crucial for the execution of quality plan because would monitor and
evaluate the health professionals and based on which audit would be designed (Räisänen,
Josephsson, & Luvö, 2015). The executive and management are crucial since they are the one
who will communicate with health care professionals to identify the issues regarding safety and
possible clinical errors. They will also help to design training session to the staffs and
implementation of changes in the health care sectors. The health care professionals are one who
will practice the quality of care that was designed in the care.
Conclusion:
Thus it can be concluded that the majority of the health care organization is experiencing
the issues regarding the safety of the patient and lack of customer engagement. The presence of
effective leaders with the appropriate quality of plan ensures the delivery of safe, compassionate
health care services. Hence adopting accurate leadership strategies and involving stakeholders in
the quality plan will facilitate the quality of care.

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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.
Lawrence, P. R., & Pirson, M. (2015). Economistic and humanistic narratives of leadership in
the age of globality: Toward a renewed Darwinian theory of leadership. Journal of
Business Ethics, 128(2), 383-394.
Marchais-Roubelat, A., & Roubelat, F. (2016). Dominance, stakeholders’ moves and leadership
shifts: New directions for transforming futures. Futures, 80, 45-53.
Räisänen, C., Josephsson, P. E., & Luvö, B. (2015). Stakeholders’ views and experiences of
leadership education in construction: suggestions for improvements. Procedia Economics
and Finance, 21, 540-547.
Wu, C., Wang, F., Zou, P. X., & Fang, D. (2016). How safety leadership works among owners,
contractors and subcontractors in construction projects. International journal of project
management, 34(5), 789-805.