Healthcare Leadership Report: Technical Leader and Supply Chain

This report delves into the multifaceted aspects of leadership within the healthcare sector. It begins by outlining the characteristics of a desired technical leader, emphasizing the importance of creating and maintaining efficient technologies to promote wellness and customer care. The report then explores the essential attributes of a successful technical leader, including effective management of individuals and resources, resourcefulness, composure, change management skills, participatory management, and workforce development. Finally, it examines supply chain management within healthcare, detailing its significance and key principles such as strategic sourcing, maintaining key information systems, and the role of these systems in ensuring the delivery of goods and services. The report highlights the critical role of leadership in optimizing these systems for effective patient care and organizational success.

Running head: LEADERSHIP IN HEALTHCARE
LEADERSHIP IN HEALTHCARE
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Answer 1....................................................................................................................................2
Answer 2....................................................................................................................................2
Answer 3....................................................................................................................................5
References..................................................................................................................................7

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1. Describe the technical leader you want to become and be in a health organization.
Answer 1
Creating, improving and retaining efficient, effective and operative technologies to
achieve and promote wellness and customer care are the leading tasks of being a technical
leader in a healthcare organization (Herd et al., 2016). Organizations promote the health
industry's profession, as in the definition of management, along with promotion of
organizational culture of excellence, service, and performance results. The wellness
technologies common in the contemporary healthcare organization are complicated and
extremely depended on proficient and qualified experts, and these veracities render it hard to
manage critical talented individuals and assets in these healthcare structures (Leigh,
Rutherford & Williamson, 2017).
Enhancing processes along with creating the organizational culture needed to promote
organizational efficiency are fundamental criteria for being a good technical leader. The
capacity to implement understanding along with the capability to analyze and synthesize, and
to assess schemes while keeping in mind cost effectiveness while delivering bet quality of
healthcare is the main objective of being a technical leader in the healthcare organization
(Swanwick & McKimm, 2017).
Answer 2
In every industry, inclusive of the healthcare sector, the ability to achieve successful
management and significant operational efficiency is critical (Tretiakov, Whiddett & Hunter,
2017).
1. The capacity to manage individuals and groups efficiently.

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An excellent management involves self-awareness and special expertise in developing
interpersonal communication skills and constructing relationships. A leading individual
understands how to create skilled staff, behave fairly when interacting with juniors, delegate
decision-making to promote staff abilities and trust, train members and promote their
professional development. A great leader, drawing on these key management abilities,
generates a powerful workplace culture that in turn fuels favorable patterns in employee
engagement and maintenance (Gopee & Galloway, 2017). Leaders who appreciate
participatory management are also encouraging and listening to staff to communicate
thoughts, data, responses and views. Engaging and maintaining powerful performers are
essential to achievein a sector with cavernous skill differences as described by patient
satisfaction and wellness results (Herd et al., 2016).
2. Resourcefulness
Even in industries with seemingly vast expenditures, funds always appear to be in a
shorter-than-ideal situation and this opens opportunities to showcase leadership skills by
highlighting resourcefulness and problem solving skills.. Leaders must be capable in fixing
their own and their organizations’ issues. This generates good feedback, allocating highest
effect funds, and finding creative methods to stimulate and empower their staff to achieve
better customer treatment.
3. Composure
The healthcare is a high-risk, fast-paced sector. Every choice made by healthcare
professionals at job impacts the well-being and probably the lives of patients. A good leader
should serve as an example who can move in a stressful and demanding setting by responding
impulsively and diplomatically, without generating extra stress. Good leaders must

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understand ways to handle their own feelings and work-life balance, as well as promote ways
to empower staff with similar talents (Swanwick & McKimm, 2017).
4. Change Management
Healthcare is also a constantly and quickly changing sector along with being
challenging on a regular basis. The healthcare officials must be able to rapidly understand
and develop policies for managing change from all parties, including technological advances
in diagnosis and therapy, fresh and growing legislative demands, fusions and integrations
(Leigh, Rutherford & Williamson, 2017). The healthcare industries look towards their leaders
to comprehend situations and become accustomed to changes as per requirement. They must
adequately guide the team and the workforce along with navigating changes needed in the
management with empathy and the human touch. They need to understand the magnitude of
utilizing data to compel and inform changes in the healthcare organization. Good leaders
must be confident enough to exercise changes in the management as the opportunity to
reinforce practice as required (Mustafa et al., 2019).
5. Participative Management
Organizations in health care need to be skilled at sharing tasks for better functionality.
Modern health care leaders need to understand various ways to get staff involved in decision-
making. Leaders who appreciate participatory leadership also promote and respond to staff to
communicate thoughts, data, responses and perspectives. This undertaking shows
consideration and openness, as well as a dedication to constant development. It involves staff,
their groups, and the organization as a whole in their job. And, most importantly, it shows
that managers appreciate contributions from employees and feedback on policies. Great
leaders raise their organizations by sustaining employee engagement over time lowering

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turnover along with enhancing the patient experience, the quality of medical care, and
improving the potential of health outcomes.
6. Workforce recruitment and development
It should be noted that these abilities are all soft skills that in a applicant are hard to
evaluate. The more successful approach for many clinics and controlled care organizations
may be to engage in cultivating in-house management capacity. The method of performance
review provides an outstanding chance to recognize, coach and mentor staff with
management opportunities and generate. It is critical to measure health care representatives
against these skills, effectively establishing a prevalent amount of responsibility across the
organization.
Answer 3
Supply Chain Management (SCM) realizes and optimizes the complicated aspects of
delivering goods and services (Kumar & Khiljee, 2016). Even maintaining timely handover
from manufacturer to shipper to shipper to customer is a huge task, but it is a real challenge
to do it cost-effectively and create net worth (Herd et al., 2016).
The goods introduced by the production of supply chain system to the healthcare
process provide the requirements that allows individuals to be diagnosed, treated and cared
for. These goods include machinery (such as scanning devices, x-rays, IV tables, desks,
benches, endoscopy and anesthesia devices), surgical and medical supplies (namely sutures,
gauze, band-aids, splints, and so on), pharmaceuticals (namely drugs, prescribed medications,
IV solutions and ointments), along with general supplies (namely office paper, stationery,
cleaning materials and so on). Without these products, health care service and other wellness
facilities would not be able to function.

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The supply chain comprises of numerous distinct activities and procedures all
working together to establish a platform from the raw materials supplied to the final product
utilized by the customer / care supplier or employee in the service phase (Gopee & Galloway,
2017). Management of the supply chain is crucial as there is contemporary trade in the global
economy.
Key principles that must be present for a successful Supply chain management are as follows.
1. Strategic Sourcing
The health organizations must obtain the essential equipments and supplies and the
relation with the supply chain management must be based primarily on reliance and
consistency. Acquisition of these products is considered by cutting-edge wellness
organizations as a major imperative called strategic sourcing.
2. Maintaining Key Information System Files
The supply item master file is a list (hardcopy or electronic) of all items that can be
requested by healthcare providers and managers to provide care to a health organization. This
folder typically includes between 30 thousand and 100 thousand objects (Hargett et al.,
2017). The supplier class register is a register of all producers or retailers (suppliers) who
provide the necessary equipment for the healthcare organization and contain the conditions
and rates of particular products connected with the agreement. This folder typically includes
separate vendors / suppliers between 200 and 500. The customer record database is a working
record of all the healthcare organization's content operations. These records must be well
maintained and upgraded regularly for efficient performance.

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References
Gopee, N., & Galloway, J. (2017). Leadership and management in healthcare. Sage.
Hargett, C. W., Doty, J. P., Hauck, J. N., Webb, A. M., Cook, S. H., Tsipis, N. E., ... &
Taylor, D. C. (2017). Developing a model for effective leadership in healthcare: a
concept mapping approach. Journal of healthcare leadership, 9, 69.
Herd, A. M., Adams-Pope, B. L., Bowers, A., & Sims, B. (2016). Finding What Works:
Leadership Competencies for the Changing Healthcare Environment. Journal of
Leadership Education, 15(4).
Kumar, R. D., & Khiljee, N. (2016). Leadership in healthcare. Anaesthesia & Intensive Care
Medicine, 17(1), 63-65.
Leigh, J. A., Rutherford, J., & Williamson, T. (2017). Stakeholder perspectives of an
approach to healthcare leadership development through use of a multidimensional
leadership development conceptual model. International Journal of Practice-Based
Learning in Health and Social Care, 5(1), 77-96.
Mustafa, S., Farver, C. F., Bierer, S. B., & Stoller, J. K. (2019). Impact of a Leadership
Development Program for Healthcare Executives: The Cleveland Clinic
Experience. Journal of Health Administration Education, 36(1), 77-91.
Swanwick, T., & McKimm, J. (2017). ABC of clinical leadership. John Wiley & Sons.
Tretiakov, A., Whiddett, D., & Hunter, I. (2017). Knowledge management systems success in
healthcare: Leadership matters. International journal of medical informatics, 97, 331-
340.