Using leadership development programs to improve quality and efficiency in healthcare
Using leadership development programs to improve quality and efficiency in healthcare
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DOI：
10.1097/00115514-200809000-00008
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发表时间：
2008-09-01
影响因子：
1.8
通讯作者：
McAlearney, Ann Scheck
中科院分区：
文献类型：
--
作者：
McAlearney, Ann Scheck
随着对提高美国医院和卫生系统提供的医疗保健质量和效率的迫切需要的高度重视，医疗保健管理人员面临着考虑创新方法来解决这些问题的挑战。领导力发展计划是越来越常见的产品在医疗机构，但这种举措的质量和效率的改进programs.This文章使用的数据从三个定性研究的领导力发展在医疗保健回答这个问题，“什么机会可能存在使用领导力发展计划，以提高质量和效率？“在2003年9月至2007年12月期间，对200名个人进行了采访，采访对象包括医院和卫生系统的管理人员和执行人员、学术专家、顾问、代表协会和领导力发展项目供应商的个人以及项目参与者。对这些数据的分析表明，领导力发展项目提供了四个重要的机会来提高医疗保健的质量和效率：（1）提高员工队伍的素质，（2）提高组织的教育和发展活动的效率，（3）减少人员流动和相关费用，（4）将组织的注意力集中在具体的战略优先事项上。本文提供了几个具体的例子来说明如何以这些方式利用领导力发展，以帮助管理者考虑如何应用这些研究结果。医疗保健管理者可以使用这些研究报告的结果来扩展当前领导力发展计划的范围，或者为专门关注质量和效率改进的新计划的设计提供信息。虽然需要定量指标来衡量医疗保健质量和效率的明确改进，但这些定性数据突出了领导力发展计划可以促进改进工作的机会。
With heightened emphasis on the imperatives to improve the quality and efficiency of healthcare delivered in U.S. hospitals and health systems, healthcare managers are challenged to consider innovative approaches to address these issues. Leadership development programs are increasingly common offerings within healthcare organizations, but linking such initiatives to quality and efficiency improvement programs remains rare.This article uses data from three qualitative studies of leadership development in healthcare to answer the question, "What opportunities might exist to use leadership development programs to improve quality and efficiency?" Interviews from 200 individuals were conducted between September 2003 and December 2007 with hospital and health system managers and executives, academic experts, consultants, individuals representing associations and vendors of leadership development programs, and program participants.Analyses of these data showed that leadership development programs provide four important opportunities to improve quality and efficiency in healthcare: (1) by increasing the caliber of the workforce, (2) by enhancing efficiency in the organization's education and development activities, (3) by reducing turnover and related expenses, and (4) by focusing organizational attention on specific strategic priorities. Several concrete examples of how to leverage leadership development in these ways are provided to help managers consider how to apply these research findings.Healthcare managers can use the results reported from these studies to extend the reach of current leadership development programs or to inform the design of new initiatives that focus specifically on quality and efficiency improvement. Although quantitative metrics are required to measure definitive improvements in quality and efficiency in healthcare, these qualitative data highlight opportunities through which leadership development initiatives can contribute to improvement efforts.