Health Leadership Competency Model Two of the organizational competencies that I posses and I can identify in the National Center for Health Care Leadership (NCHL) competency model in relation to organizational effectiveness and leadership are human resource management and accountability. However, human resources is my main expertise on the people domain part of the model which I have the “ability to implement employment practices that comply with legal and regulatory requirements, and to represent contemporary approaches to human resources policies. (http://www. nchl. org/) On the execution domain part of the model I can identify accountability as a less strong competency in which I “the ability to hold people accountable to standards of performance or ensure compliance using the power of one’s position or force of personality appropriately and effectively, with the long-term good of the organization in mind. ” (http://www. nchl. org/) The health leadership competency model led me to understand the attributes that distinguish successful leaders from those who fail in the health care industry.
It is important for competent leaders to be knowledgeable in information processing, decision-making, interpersonal relations, and entrepreneurial skills. A competent leader “needs certain skills, knowledge, and abilities to be successful. ” (Buchbinder, & Shanks, 2007, p. 12) An organizational design and its environmental conditions play a very important part on the success of the organization. (Borkowski, 2009, p. 387-388) Access to health care services has become a major problem in the United States.
A major concern is uninsured people do not have health care readily available unless they go to the emergency room, which increases health care cost. Leaders have ethical responsibilities with the patients as well as the organization. Therefore, “a leader must assure an environment in which good ethical behavior is followed,” (Buchbinder, & Shanks, 2007, p. 17) Gaining proficiency in human resource management and accountability, and developing “evidence-based leadership” skills, I would have a better chance of success in health care administration (Studer, 2008, p. xi).
Standardizing the right leadership practices will help improve organizational performance (Studer, 2008, p. xi). Management skills can be learned through experience and acquiring the necessary skills, abilities, and knowledge. I would need to think critically and tackle the numerous challenges facing this sector. It is important to satisfy patient’s needs by ensuring that they get the services they require regardless of whether they can afford the services or not. Gaining proficiency in areas of lack provides the knowledge to manage finances in the hospital care setting and ensure appropriate health care delivery.
I wish to advance my skills on accountability to have the capacity to address any present and upcoming challenges. References Buchbinder, S. B. , & Shanks, N. H. (2007). Introduction to health care management. Sudbury, MA: Jones and Bartlett. Borkowski, N. (2009). Organizational behavior, theory, and design in health care. Sudbury, MA: Studer, Q. (2008). Results that last. Hoboken, NJ: Wiley. Jones and Bartlett. National Center for Healthcare Leadership (2012). NCHL health leadership competency model. Retrieved on June 28, 2012 from http://www. nchl. org/