Change in Healthcare Management: The Medical Leadership Competency

This essay provides a detailed overview of healthcare leadership and management, emphasizing the role of the Medical Leadership Competency Framework (MLCF). It begins by highlighting the General Medical Council's declaration regarding medical practitioners' responsibilities in managing resources and the establishment of MDC to promote healthcare values. The essay discusses the importance of transforming services to achieve excellence in healthcare and the development of the MLCF to address the lack of formal managerial training. It further explores the framework's connection to the Clinical Leadership Qualities Framework (LQF) and the integration of Emotional Intelligence (EI) competencies. The essay also addresses the timeframe for implementing change, the benefits and cost projections of the MLCF, and the leadership characteristics required for effective change in healthcare organizations. It concludes by emphasizing the need for investment in staff and the positive impact of the MLCF in defining the duties and responsibilities of healthcare leaders.

Running head: HEALTHCARE 1
Healthcare Leadership and Management
Student’s name
Institutional Affiliation
Date

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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

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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

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(Thomas, 2015). The framework (MLCF) indicates that many practitioners believe that wider
medical managerial roles and other positions in the broader health leadership agenda would
foster further engagement by clinicians and physicians (Thomas, 2015). In terms of cost,
implementing change particularly in leadership is often expensive given that it is for the best of
the patients, staffs and the healthcare organization. Executing change strategies in healthcare
management requires a lot resources and patience. Conceptual model to support change in leadership
Unlike the NHS Leadership Qualities Framework, the MLCF framework contains a
strong managerial leadership focus which emphasizes the training and personal development of
all healthcare practitioners (Thomas, 2015). Nevertheless, the MLCF framework strategy is also
intended to highlight the need for personal assessment and structured feedback from work mates.
Additionally, the focus on self-awareness among other emotional skills continues to reflect on
wider academic and cultural focus of leadership theory.
According to Lord Darzi, a practicing surgeon, medical experts (doctors and nurses) are
obligated to present leadership, and where they have appropriate skills needed, they ought to
assume senior leadership and managerial posts in education, research and services delivered
(Swanwick&McKimm, 2017). Darzi emphasized that healthcare organizations should permit
medical professionals the power to affect quality results building on previous aspiration that
change in the medical department should be driven healthcare professionals. Leadership characteristics required for change
The skills/characteristics or traits required to provide effectual leadership in healthcare
organizations are wide and numerous. However, the domains which must be expanded include a
collaborative approach to healthcare, extensive mutual acquaintance and skill, patient centered

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servitude and appropriate leadership qualities (Swanwick&McKimm, 2017). In addition, the
MLCF indicates that for healthcare organizations to be more effective, staffs are obligated to
have practitioners, leaders, and partners and use their skills or talent to observe beyond their
personal clinical practice to deliver appropriate healthcare services (Pihlzinen et al., 2016). Conclusion
For the healthcare department to remain visible and maintain its principles, it is obligated
to invest in its staff, with both health and local government support it is possible to introduce
change in healthcare organization. The introduction of the MLCF strategy or tool has played a
significant role in the healthcare department by setting straight the duties and responsibilities of
healthcare leaders. According to the NHS some clinicians and managers are already delivering
strong health leadership as universal professionals as reflected in the NHS and NSR. It is evident
that the MLCF strategy has presented significant changes in healthcare leadership and
management.

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References
Krawczyk-sottys, A. (2017). From Healthcare Manager’s Competencies to Healthcare
Organization Competencies.Journal of Management, (2), 31.
Pihlzinen, V., Kivinen, T., &Lammintakanen, J. (2016). Management and Leadership
competence in hospitals: a systematic literature review. Leadership in Health services,
29(1),95-110.
Swanwick, T., &McKimm, J. (2017).ABC of clinical leadership.John Wiley and sons.
Thomas, T. (2015).Management and leadership for nurse administrators.Jones & Bartlett
Publishers.