Leadership in health care: Systematic review
DOI:
https://doi.org/10.34874/PRSM.mjph-vol6iss1.44986Keywords:
Leadership, quality in healthcare, performance measurementAbstract
Leadership in a complex system such as the health system can affect the performance of health care institutions. There are currently many styles of leadership. The concept "leadership" is sometimes used interchangeably with the concept "management", but in the health care literature they tend to describe different approaches.
This article provides a brief overview of leadership theories and concepts that have been used to develop a series of interventions aimed at developing leadership capacity in healthcare. And aims to highlight the various works on leadership in the field of health, in order to deepen the reflections on this subject. We will describe the various conceptual frameworks of leadership in the world with evaluation of their effectiveness.
We used qualitative analysis. We synthesized and organized the results of the full‐text studies included in the review according to the three outcome categories: leadership in healthcare, performance measurement of leadership in healthcare. We searched in PubMed, and ScienceDirect searches and a reviewed bibliography to identify articles in academic and grey literature that met the Criterion for Integration study. Articles were coded by a theme to identify responses to the selection criteria. We have excluded papers that did not focus on leadership in healthcare.
Four competency models are identified: Situational leadership model, Transformational and transactional leadership, Organic leadership, and Leadership logic. We identified ten models to develop leadership in healthcare divided into two categories: (1) McKenna et al. (2004); (2) Mayo Clinic leadership; (3) The Association of American Medical Colleges; (4) National Center for Healthcare Leadership (NCHL) model; (5) The Leadership Competencies for Healthcare Services Managers; (6) Healthcare Leadership Alliance (HLA); (7) High-Impact Leadership IHI; (8) National Association of Healthcare Quality (NAHQ); (9) The Medical Leadership Competency Framework (MLCF); (10) Canadian Health Leadership Strategy Framework. The frameworks identified are heterogeneous, but they can be organized according to their objectives, structure, and context.
This review highlights substantial differences in the process and methodology of leadership development in healthcare. The results indicate that the majority of conceptual frameworks are based on six elements (1) Driven by Persons and Community; (2) Create Vision and Build Will; (3) Develop Capability; (4) Deliver Results; (5) Shape Culture; and (6) Engage Across Boundaries, a relationship between these components exists in the context of quality systems. The different models draw from conceptual frameworks based on emotional and cognitive skills and patient-centered health care.
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