High Impact Leadership

HighImpact Leadership

HighImpact Leadership

Leadership remains to be a critical aspect of the role it plays inthe health care systems. Leaders have the mandate to ensure that theylead the population toward the realization of the identified goals.However, the ability to effectively discharge the leadershipcapabilities is determined by various factors. Nevertheless, mostleaders strive to see to it that they mobilize all the resources theyhave to ensure they achieve the particular goals (Amouri &ampO’Neill, 2014). Particularly, there is focus toward theachievement of Triple Aim results for the population they lead. Forexample, the leaders focus on enhancing the experience of serviceproviders, improving the overall patient outcomes and reducing thecosts of health care provision. Different dimensions of leadershiphave been suggested that are instrumental in helping achieve theidentified objectives. The focus of the paper is to highlight how myconcept of leadership has been influenced by the dimensionsincluding, the new mental model for leadership, high impactleadership behavior, and the high impact leadership framework.

Mental Models for Leadership

The understanding of the mental models for leadership hassignificantly influenced my leadership concept. The adoption of theparticipatory style of leadership especially in the health care setup has been influenced by the comprehension of the mental models ofleadership. Four primary models have played a crucial role in theconcept of leadership. They include the understanding of the factthat individuals and families are partners in the case affectingthem, competition based on value with a focus on reducing theoperating cost, reorganization of services to align them with the newpayment systems and the acknowledgment of the fact that everyone isan improver. The concept of leadership reiterates the need to invokethe ideas of everyone in the improvement of health care services(Trastek, Hamilton, &amp Niles, 2014). Similarly, through theunderstanding of the four mental models, it becomes easier to executethe leadership style. For example, there is the aspect ofacknowledging that each is an improver. Participatory leadershipidentifies the potential role of everyone in handling a particularsituation. The decision to embrace the fact that an idea broughtforth by a given individual could bring improvement to the entirepopulation is valuable. For example, the hospital practiceenvironment is defined by various challenges. Patients need access toquality care despite the problems that are eminent. Nevertheless, thecontribution of individuals toward the situation is vital inimproving the patient outcomes.

As a leader, embracing the concept of the mental model has beeninstrumental in embracing the individual ideas presented to improvethe patient outcomes. Further, one has the mandate to reduce theoperational costs of the health care facility. The duty to achievethe objective may not be an easy task by employing individual effort.Indeed, there is much evidence suggesting the significant role playedby the application of mental models of leadership in achieving theidentified goals. The ideas presented by the mental models ofleadership significantly influence the leadership approach since theyare in alignment. The participatory leadership focuses on improvementof value in the services provided for patients. Such sentiments areechoed by the metal models of health care leadership.

HighLeadership Behaviors

The high-impact leadership behaviors have had a significant influenceon my concept of leadership. The strategies presented that define thehigh-impact leadership behaviors have had an impact in the approachof leadership adopted with the goal of improving the patientoutcomes. For example, as a leader, one needs to be engaged with thepeople he is in-charge with the goal of improving the quality ofservices provided to the patients (West et al., 2015). The adoptionof the high-impact behaviors has been helpful since it aligns withthe applied leadership concept that focuses on engaging oneself withthe rest of the team players. Through the application of the aspectsof high-impact leadership behaviors, it becomes easier to lead therest of the team toward the realization of the identified goals.Further, the concept has been influential since as a leader one getsthe need to be a person-centered individual whose words can betrusted upon. The hospital environment is dictated by significantchallenges while the best is expected of the service providers.

Leaders need to understand each of the individuals working in thehospital and accord them an ample opportunity to execute the tasksassigned to them. There is a need for one to remain focused on therealization of the identified objectives as a leader (VanVactor,2012). Participatory leadership helps ensure that one exercisesopenness when dealing with the rest of the team since it helps fostera good relationship with them. The idea of employing the high impactleadership behavior acknowledges the need for one to be transparentin their dealings. The sentiments have been instrumental ininfluencing the approach employed when it comes to leading the entiregroup in achieving the set goals. Further, as a leader, one must beable to collaborate with individuals from other interdisciplinaryareas for the attainment of the positive patient outcomes. Forexample, working in a hospital negates the need to coordinate withprofessionals from other disciplinary areas. Through the same, onehas to have a trait of boundarilessness that encourages coordinationwith other professionals. The concept has been influential inenabling the ability to exercise leadership in the hospitalenvironment.

HighImpact Leadership Framework

The leadership concept I have adopted identifies the need to have avision that will be instrumental in the realization of the definedgoals and objective. The leadership concept reiterates the need tohave a vision that has been thought out with the rest of the team.The understanding of the idea of high-impact leadership framework hassignificantly influenced the manner in which I lead the rest of theteam members in the achievement of goals at the hospital set up.Further, my approach of leadership focuses on ensuring that resultsare delivered. The identification of objectives is followed by themobilization of resources and efforts to achieve the results. Thehigh-impact leadership framework identifies three primary componentsneeded for the leadership efforts and actions. The framework has beeninstrumental in ensuring that I focus on being a visionary leader whoconcentrates on the delivery of results. However, as a leader, it isessential to acknowledge the role played by the rest of the teamplayers (West, Eckert, Stewart, &amp Passmore, 2014).Particularly, working in the hospital environment, one gets tointeract with people from different backgrounds. Each of them has adifferent opinion and expectations on how activities should behandled in the hospital. I have been able to exercise my mandate as aleader because the actions I undertake are influenced by theperception and expectations of the people and the community I serve.The high impact leadership framework insists on the need to have oneconduct themselves in a manner that depicts that they are driven bypeople and the community they serve. It is evident that the aspectspresented by the framework have been influential in the leadershipapproach that I employ. Further, I understand the need to developcapacity within the rest of the team members. I do so by ensuringthat they are empowered to execute the tasks assigned to them withthe ultimate goal of realizing the objectives that have been set. Theframework has been influential in the practical manner in which itbestows responsibility on leaders. For example, it states the need toensure that capabilities are developed, and it should act as one ofthe Triple Aim results. The comprehension of the leadership frameworkhas been influential in dictating the approaches adopted to executethe responsibilities assigned to me as a leader.

Sustainingthe

The adoption of the high impact leadership approach is evidentlyhelpful in attaining a positive outcome when it comes to theprovision of quality care for the patients. Because of the same, itis essential that as a leader, one ensures that there issustainability in the leadership style. However, the ability toachieve the sustainability significantly depends on a plan that onecomes up to stay on the course of the leadership approach. The firstmethod to ensure that the high-impact leadership approach issustained is by seeking feedback from the rest of the population. Itis vital to continually seek feedback since it would serve as an ideaon whether one is on the course or not. The population is in a betterposition to identify whether the leadership approach is indeed beingapplied.

Further, it could be essential to develop a plan that focuses onmonitoring the outcome of the leadership approach regarding improvedservice provision. The high-impact leadership approach should bebased on achieving a set of identified objectives. Sustainability canbe achieved by ensuring that the rest of the team is focused onachieving the goals that have been set for a given duration of time.The ability to achieve the identified goals will serve as a measureof sustainability in the application of the high-impact leadership.Deviations from the leadership approach should be addressed to ensurethat one stays on course. The other plan to ensure sustainability isconducting a review of the leadership strategies. For example, itwould be essential to revise the concepts presented in thehigh-impact leadership framework to make sure that one is on thecourse. Through the adoption of the approach, it would be possible toremain sustainable.

Sustainability of the high impact leadership can equally be achievedthrough continued collaboration with other leaders. It would beessential to evaluate the approaches employed by leaders using thehigh-impact leadership style in running of affairs in the healthsector. It would be possible to ensure that one is on the course toprovide quality leadership to the team they are in charge of.Further, through the comparison, it would be possible to emulate thedifferent leadership styles and apply it in the typical health careset up. It is an appropriate way of ensuring that the objectives setare achieved by the rest of the team for purposes of improving thepatient outcomes. The strenuous nature of the physical environmentnegates the need to be sustainable in the high-impact leadershipapproach. It remains to be a channel through which the rest of thehospital administration can achieve the set goals. However, it isessential to ensure that there is continued coordination andcollaboration with the rest of the service providers at the hospital.The focus should be on achieving the best patient outcomes throughprovision of adequate care guided by sustainable high-impactleadership.

Conclusion

The adoption of appropriate leadership styles is useful in ensuringthat organizational objectives are realized. Leaders must strive toapply appropriate methods to help in the steering the rest of thepopulation they are in charge in the achievement of the goals thathave been set. The application of the high-impact leadershipframework is evidently efficient for the flexibility it has inintegrating the style of leadership with the particular practiceenvironment. The focus of the leadership framework is the achievementof results through the application of proven strategies such as thedevelopment of capacity as a factor in the realization of the setgoals.

References

Amouri, S. El, &amp O’Neill, S. (2014). Leadership style andculturally competent care: Nurse leaders’ views of their practicein the multicultural care settings of the United Arab Emirates.Contemporary Nurse, 48(2), 135–149.http://doi.org/10.5172/conu.2014.3552

Swensen, S., Pugh, M., McMullan, C., &amp Kabcenell, A. (2013).High-impact leadership: improve care, improve the health ofpopulations, and reduce costs. IHI White Paper. Cambridge,Massachusetts: Institute for Healthcare Improvement.

Trastek, V. F., Hamilton, N. W., &amp Niles, E. E. (2014).Leadership models in health care – a case for servant leadership.Mayo Clinic Proceedings, 89(3), 374–81.http://doi.org/10.1016/j.mayocp.2013.10.012

VanVactor, J. D. (2012). Collaborative leadership model in themanagement of health care. Journal of Business Research,65(4), 555–561. http://doi.org/10.1016/j.jbusres.2011.02.021

West, M., Armit, K., Loewenthal, L., Eckert, R., West, T., &amp Lee,A. (2015). Leadership and Leadership Development in Health Care: TheEvidence Base. The Kings Fund, 1–36. Retrieved fromwww.kingsfund.org.uk/publications/leadership-and-leadership-development-health-care

West, M., Eckert, R., Stewart, K., &amp Passmore, B. (2014).Developing collective leadership for health care. The King’sFund, (May), 1–36. Retrieved fromhttp://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/developing-collective-leadership-kingsfund-may14.pdf