Future leadership model in hospital management | Yaşama Sanatı

Future leadership model in hospital management

The developments in the economy and the growing investment potential in Turkey in the last 10 years have also increManagementased the interest of both domestic and international investors. The health sector has been raised as a result of new regulations that have been implemented with investments in the sector and new public policies.

According to the OECD Health Statistics (2015), hospitals that comprise 52% of health expenditures have an important role in the Turkish health system. This rate is the highest value among the OECD countries (public hospitals institution, 2015). In our country, 866 public, 556 private and 69 University Hospital, total 1,528 hospitals with a total of 206,836 beds offers services. These services are offered by a total of 760 thousand medical staff, 135, 000 physicians. In 2014, a total of 644 million applications were realized in order to receive health services. 219 million of these applications are the first digit, the rest 2 and 3. Step to the services. An average of 8.3 times per capita is applied to the physician (Health Statistics Yearbook, 2014).

When evaluated with the data presented, the high demand for healthcare in our country and the increase of this demand every day makes it more important to use hospitals efficiently and effectively. Effective, effective and efficient use of resources is possible only with good leadership in very complex structures such as hospitals.

In order to adapt to increasing expectations and competition, an effective leadership model is needed in the healthcare sector and especially in hospital management. Although it is important to have good intentions in our fields of study, these well-intentioned efforts must reach a meaningful conclusion.

Former US President Clinton asks the following question, which he thinks is more important than dealing with budgets and things to do in the following period of state Presidency; “… How can we spread our influence to a large area to transform our goodwill into a real change? ” When we examine the sentence, we see that the three key concepts used actually summarize the effort of each of us in our lives; Goodwill, creating change and influence.

In practice, it is not so easy for the good-faith efforts of the hospital administration to create an impact on employees and ultimately to reveal the desired change in service outputs. Keep the service building from carrying conditions for the purpose of providing health services, the appropriate placement of service units, the technological equipment required for diagnosis and treatment, and the health services of the hospital’s health and administrative staff A lot of structural elements are available to the fore. Many of these elements are not easily interchangeable in the short or medium term.

While the hospital administrators are dealing with these structural elements on the one hand, creating the organization culture that will create a change within the organization, ensuring the participation of hospital employees in the business processes and raising motivation activities The

When we focus a little more, we see that hospitals are pregnant with many problems in terms of both employees and managers. These problems strengthen business conditions and can be a source of stress in employees. Especially, health workers are affected by the negativity of the patients because they are in direct communication with the patient. These negatives in the hospital environment are able to increase stress in employees and motivation losses, dissatisfaction or complete quitting. Corporate results of the negativity experienced in the services, disruption, inefficiency or quality of service can be seen as a drop.

The complexity of the services offered and the hospital structuring complicates the problems experienced in these institutions and their solutions. In addition to all this complexity, the hospital manager has to act to adapt to the changes and innovations in the external environmental conditions.

What kind of world do we live in?

9. In the century, we see that we live in a more connected environment with each other, considering the point we come up with in technological possibilities. This connection is more powerful every day, thanks to the faster and easier transportation opportunities, the shortening of distances and the increase of communication opportunities thanks to the Internet. As the world changes, this situation; Leadership and motivation approaches are also needed to be re-addressed in different ways.

Success after the Industrial Revolution or during the modern production period; The ability to produce the desired products. Success in today’s post-modern world; The service can be summarized as rapidly changing or “updated” requests, needs and dreams, perhaps to identify these requests, needs and dreams before they arise, to respond quickly and at the lowest cost. It will not be very wrong to say that the rivalry between the institutions is especially experienced in these areas.

In the structure of hospital management, employees who are employed in different levels in a more democratic and free world, their relations with the branch or management that they work with are different compared to the old. When we examine this differentiation with intergenerational classifications, we can feel more. Hospital administrations, traditional men, Silent generation, x generation, Generation Y and z generation of different names in the form of the difference between generations should take into consideration.

Leadership in complex hospital buildings

Under these conditions, hospitals; There is a need for a leadership conception that is faster, more flexible, capable of managing complexity, and can adapt to changes more quickly. Transformation and adaptation are not only in the General Hospital organization structure, but also in the individual and mental sense.

Different leadership approaches are looking for the answer to a leadership question to impress and manipulate others to do “better” in today’s conditions. Widely used in interchangeable distributors such as leadership, team leadership, shared leadership and democratic leadership, in fact, to find answers to the increasing speed and complexity of today’s world, the hospital Make efforts to transform their management into structures that can produce more creative solutions. Otherwise experienced personnel loss, patient and patient near dissatisfaction and even patient safety problems are faced with many problems, such as.  Preventing the emergence of such problems further increases the responsibilities of the administration.

What kind of leadership?

Looking at the development of leadership approaches; People, behavioural and condition-oriented leadership theories, the characteristics of the leader and ‘ what the leader is doing ‘ is seen trying to understand. Nevertheless, leadership in transactional or transformational leadership studies has been dealt with basically the concept of “one man”. The leader in the understanding of the one man, based on the leader-following dualism, is a top position in the face of its followers and its followers depend on it.

However, the hierarchy and authority-based leadership models used in the past are not enough to cope with a versatile situation or problems such as global complexity, rapid change, transparency, mutual dependence.

Super leadership and self-leadership

Manz and Sims have proposed Super leadership (Superleadership) especially for the effective management of change in complex structures. At the focal point of this leadership form, “followers” are the leaders of their own, and the power is shared between the leader and the audience. The self-leadership model, which is defined in conjunction with superleadership, should be encouraged to reveal the energy that exists within the individual itself. Super leaders must ensure that their employees reveal their own leadership energies. In this respect, super leadership is summarized as leadership that allows others to lead.

The classical management, leadership and business approaches of the industrial age have become more connected networks and business associations in today’s information age. Now the command and control actions are replaced and the cooperation is left to the understanding of the exchange.

Employees within the hospital matrix structure should be able to influence others within each network, in other words, a “micro leader” within the entire macro network. Effective super leadership should ensure that these individuals are able to lead themselves. In this way, hospital workers will be able to get a starting point to lead their own domains without the need for executive directives.

Due to the support of this kind of leadership, the desired change will be spread from the lower units of the hospital to the whole. In particular, encouraging the actions of each employee to use the initiative, such as targeting the goal, organizing others, determining the channels of communication, will strengthen this effect.

The super leaders who want to be effective in health care and shape the future, are the leaders who will lead them to develop their knowledge levels in particular areas of expertise, use initiative, trust other employees They must support the development of team work and interpersonal relationships and establish collaborations with other units.

Dr. Ibrahim H. kayral

Note: This spelling was previously posted in the Boss Life magazine.

More Articles for:

-The impact of self-leadership skills on the job satisfaction of health workers and their business performances, 
Hacettepe Journal of Health Administration, Volume 18, Issue 2
Access: Http://www.saglikidaresidergisi.hacettepe.edu.tr/18_2/ka/tam.pdf
Distributor leadership, leadership in complex systems, and microbe leadership in the context of self-leadership theories. 
Journal of Business and Economic studies
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