Analyzing Leadership in Healthcare and Other Sectors: A Study

This essay provides a comprehensive comparison of leadership in healthcare and other sectors, emphasizing the core competencies, attributes, and challenges inherent in each. It begins by defining leadership and its general applications before narrowing the focus to healthcare, highlighting the importance of motivating healthcare workers towards patient-centric goals. The essay draws parallels between leadership qualities across different sectors, identifying traits such as adaptability, accountability, conflict management, and motivation as universally crucial. However, it also underscores the unique challenges within healthcare, including the heightened need for customer centricity, specialized operational knowledge, and the stressful work environment. The conclusion reiterates the shared foundations of leadership while acknowledging the distinct contextual demands of the healthcare industry, particularly the requirement for leaders to possess in-depth healthcare knowledge and a strong focus on patient needs. This document is available on Desklib, a platform offering a wide range of study tools and resources for students.

HEALTHCARE
LEADERSHIP

INTRODUCTION: LEADERSHIP
• eader ip i t e competenc o people t at elp t em to lead people or an or ani ation to ard aL sh s h y f h h s h g z w s
ared o ecti e or oalsh bj v g .
• t i t e competenc po e ed a competent leaderI s h y ss ss by .
• eader elp to create a i ion or t e t re in pire and moti ate people to ard t at i ionL s h s v s f h fu u , s v w s h v s ,
mana e o t at i ion i ein addre ed or ac ie ed and al o elp to ild monitor and coac ag s h w h v s s b g ss h v s h s bu , h
team to ac ie e t eir o ecti eh v h bj v s.
• To e a ood and e ecti e leader one m t po e e ecti e ill o comm nication pro lem ol inb g ff v , us ss ss ff v sk s f u , b s v g,
con lict re ol tion and deci ion ma inf s u s k g.
• eader al o need to a e a tron c aracter inte rit ent ia m tron en e o moral c ari maL s s s h v s g h , g y, hus s , s g s s f s, h s
and empo ermentw .

LEADERSHIP IN HEALTHCARE
• n ealt care leader ip i an important competenc t at elp to moti ate ealt care or erI h h , sh s y h h s v h h w k s
to ard a common o ecti e o elpin client or patientw s bj v f h g s s.
• ealt care leader elp to en re t e e t ealt o tcome or t e ealt care er ice er t roH h s h s su h b s h h u s f h h h s v us s h ugh
t e maintenance o t e e t practice and e ecti e er ice deli erh f h b s s ff v s v v y.
• t al o pport t e de elopment o e ecti e team or and colla oration it ealt care or er andI s su s h v f ff v w k b w h h h w k s
en re contin o care or t e patientsu u us f h s.
• it in t e ealt care or ani ation leader ip can o ter an en ironment o po iti e attit deW h h h h g z , sh f s v f s v u ,
e cellence and learnin ic allo minimal error etter prod cti it and de elopin a a e andx , g, wh h ws s, b u v y v g s f
prod cti e en ironment or t e ealt care or eru v v f h h h w k s.
• n c a pect ealt care leader ip i er imilar to leader ip in an ot er ectorI su h s s, h h sh s v y s sh y h s .

LEADERSHIP IN OTHER SECTORS
• or an ector leader ip a t e implication or t e a ilit to lead peopleF y s , sh h s h f h b y .
• eadin people can in ol e moti atin t em to ard a common o ecti e directin t em to ardL g v v v g h w s bj v , g h w s
t e e o ecti e and elpin t em en nece arh s bj v s h g h wh ss y.
• icient leader are re pected and loo ed p ot er people and t e et p e ample t at can eEff s s k u by h , h y s u x s h b
ollo ed ot er in t e or ani ationf w by h s h g z .
• ecti e leader are al o ood in mana in and miti atin con lict it in t e or ani ation andEff v s s g g g g g f s w h h g z
de elop trate ie to impro e team per ormancev s s g s v f s.
• erall leader ip can direct t e or orce o an or ani ation to ard it oal or de elopment andOv , sh h w kf f g z w s s g s v
ro t and al o elp e er emplo ee to ac ie e t eir tr e potential t ere elpin in t eirg w h, s h s v y y h v h u s h by h g h
pro e ional and per onal de elopmentf ss s v

LEADERSHIP IN HEALTHCARE AND OTHER
SECTORS
• omparin t e leader ip trait and leader ip attri te in ealt care and ot er ector it can eC g h sh s sh bu s h h h s s, b
nder tood t at in ot t e e ector leader ip a ame implicationu s h b h h s s s, sh h s s s.
• n ot ealt care a ell a ot er ector leader o ld a e t e ollo in attri te adapta ilitI b h h h s w s h s s, s sh u h v h f w g bu s: b y,
acco nta ilit con lict mana ement coac in dele ation o or empo erin ot er imitati eneu b y, f g , h g, g f w k, w g h s, v ss,
interpretation and anal i o in ormation c an e mana ement moti ation ne otiation openneys s f f , h g g , v , g , ss,
mana in per ormance creatin po iti e impact eed ac el a arene colla oration and ocialg g f , g s v , f b ks, s f w ss, b s
re pon i ilit and a arenes s b y w ss.
• T e main di erence in leadin a ealt care ector and ot er ector are t e conte t and c allen eh ff s g h h s h s s h x s h g s
aced t e emplo eef by h y s.

CHALLENGES FACED IN HEALTHCARE
LEADERSHIP
• ealt care ector a e i er oc on t e need o t e client or c tomer t ere ore needinH h s s h v h gh f us h s f h s us s h f g
c tomer centricitus y
• perational di erence in ealt care rom ot er ector d e to ic t e ealt care leader needO ff s h h f h s s, u wh h h h h s s
t oro no led e and competencie in ealt careh ugh k w g s h h
• tre l or place en ironment or ealt care or erS ssfu w k v f h h w k s

CONCLUSION
• eader ip i t e competenc o people t at elp t em to lead people or an or ani ation to ard a ared o ecti e or oalL sh s h y f h h s h g z w s sh bj v g .
• eader elp to create a i ion or t e t re in pire and moti ate people to ard t at i ion mana e o t at i ion i einL s h s v s f h fu u , s v w s h v s , g s h w h v s s b g
addre ed or ac ie ed and al o elp to ild monitor and coac a team to ac ie e t eir o ecti ess h v s h s bu , h h v h bj v s.
• n ealt care leader ip i an important competenc t at elp to moti ate ealt care or er to ard a common o ecti e oI h h , sh s y h h s v h h w k s w s bj v f
elpin client or patienth g s s.
• n c a pect ealt care leader ip i er imilar to leader ip in an ot er ectorI su h s s, h h sh s v y s sh y h s .
• n ot ealt care a ell a ot er ector leader o ld a e t e ollo in attri te adapta ilit acco nta ilit con lictI b h h h s w s h s s, s sh u h v h f w g bu s: b y, u b y, f
mana ement coac in dele ation o or empo erin ot er imitati ene interpretation and anal i o in ormationg , h g, g f w k, w g h s, v ss, ys s f f ,
c an e mana ement moti ation ne otiation openne mana in per ormance creatin po iti e impact eed ac elh g g , v , g , ss, g g f , g s v , f b ks, s f
a arene colla oration and ocial re pon i ilit and a arenew ss, b s s s b y w ss.
• T e main di erence in leadin a ealt care ector and ot er ector are t e conte t and c allen e aced t e emplo eeh ff s g h h s h s s h x s h g s f by h y s.
• ealt care leader al o need to a e i ni icant no led e a o t ealt care and a e more c tomer centricit compared toH h s s s h v s g f k w g b u h h h v us y
ot er ectorh s s.

REFERENCES
• entr A c ert ta i i A ao T e c allen e leader ace aro nd t eG y, W. ., E k , R. H., S w sk , S. ., & Zh , S. (2014). h h g s s f u h
orldw .
enter or reati e eader ip ite Paper etrie ed rom ccl
C f C v L sh , Wh . R v f www. .
or leader ip pd re earc allen e eader ace pd
g/ sh / f/ s h/Ch g sL sF . f.
• de P re nen M od on aile a ard eader ip tal i co r e oHy , ., B s , ., H gs , D. E., B y, S., & H ss , J. (2014). L sh k: D s u s s f
mana ement and leader ip in ealt care ng sh h h . I
Academ o Mana ement Proceedin
y f g
gs ol o(V . 2014, N . 1,
p riarcli Manor Academ o Mana ement. 13925). B ff , NY 10510: y f g .
• o e i on M arl on aminin t e relation ip et een c ool co n elorL w , C., G bs , D. ., & C s , R. G. (2017). Ex g h sh b w s h u s s’
a e ear o e perience c ool ettin and el percei ed tran ormational leader ip illg , y s f x , s h s g, s f- v sf sh sk s.Pro e ional c ool o n elin
f ss S h C u s g,
21(1b), 2156759X18773580.

THANK YOU