Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
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Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2urpose and the character which inspires confidence.—General Bernard MontgomeryEach year, the American College of Healthcare Executives surveys hospital CEOs to see what’s worrying them the most. Their top concern in 2012 was all too familiar: “Financial challenges” has held top ranking for years. Ti Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2e surprise was number two: “Patient safety and quality” displaced “healthcare reform implementation,” which had held second place since its introductiEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
on to the survey in 2009.'Did that mean CEOs were spending more time on quality improvement, such as preventing healthcare-associated infection? Not a5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2” and “healthcare reform” were back at numbers one and two. Too bad. The C-suite has an important role in the kind of initiatives described in these pages.54PREVENTING HOSPITAL INFECTIONSIn our studies of quality improvement interventions, we found a sizable number of top leaders who devoted conside Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2rable time and energy to promoting these initiatives. At one hospital, an infection preventionist reported that “several of our vice presidents. . . wEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
ould actually go to the units and talk with the staff and see how [the initiative] was going.”On the other hand, we discovered hospitals that had comp5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2) whose top executives did nothing more for the projects than refrain from rejecting them. Tie leadership came from elsewhere in the institution, from physicians and nurses in every department and on every bureaucratic level.NONPROFITS ARE DIFFERENTSurprisingly little has been written, in the popula Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2r media or in academe, about leadership in a hospital setting. There has been a general assumption that the best practices of leadership in business cEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
an be directly applied to nonprofit institutions. Our research suggests otherwise, and we find that view supported by the business consultant and auth5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2tical question is not, ‘How much money do we make per dollar of invested capital?’ but, ‘How effectively do we deliver on our mission and make a distinctive impact, relative to our resources?’ ”2That divergence has led to substantially different management structures and roles. In for-profit corpora Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2tions, the CEO possesses the power to make decisions, on his own if that’s his style, confident that his hierarchy will implement them. His leadershipEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
tends to be transactional, ensuring that employee roles are clearly delineated and motivating employees with punishments and rewards. But in such ins5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2essors, volunteers,Leadership and Followership55physicians—who generally don’t do well at taking orders. The result, Collins says: Two distinct kinds of leadership approaches. For-profit leaders in general exercise executive, command-and-control skills, whereas social sector leaders, if they want to Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2 succeed, must learn legislative skills such as the ability to communicate, listen, and persuade. Their leadership tends to be transformational ratherEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
than transactional, inspiring personnel to see beyond their immediate self-interest.3 (See Box 5.1.)The most successful hospital leaders, for example5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2 lead physicians, nurses, and other personnel who have a major personal stake in their life-saving profession, a leader, whatever her title, must share that motivation. The transformational leader adapts to the needs and motives of her followers and seeks to earn their trust. With their willing supp Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2ort, she can draw on the individual expertise and imagination so necessary to reaching and implementing the right decisions.In his monograph, CollinsEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
describes a meeting he had with a group of nonprofit healthcare leaders. As he had found in so many social sector sessions, the healthcare people obse5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2tional Versus TransformationalTransactional ■Transaction (or exchange) of something the leader has that the follower wants ■Specifies roles and tasks ■Reward & punishment used as motivation ■“One-size-fits-all”Transformational ■Inspires followers to see beyond their self-interest ■Adapts to the need Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2s and motives of followers ■Behaves in a way that engenders great trust ■The leader often relies on charisma56PREVENTING HOSPITAL INFECTIONS“What needEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
s to happen for you to build great hospitals?” he asked, and they responded with a litany of complaints about government, insurers, and patients. He a5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2n fact, very considerable, and increasing. Ì here’s no question that they have a negative effect on leaders’ altitudes and behaviors toward proposed quality improvement initiatives.Consolidation is roiling the profession. Mergers are creating ever more giant medical centers that threaten the existen Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2ce of independent hospitals. Mergers among insurers have drained away much of hospitals’ bargaining power. Hospitals’ growing employment of physiciansEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
has substantially increased costs, often without matching increases in productivity. At the same time, the shortage of doctors is expected to reach 65The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2al burdens on hospitals and heavier workloads on healthcare workers. Government funding has dropped along with Medicare reimbursement. And the list goes on ...In our research, we came upon hospital leaders who threw up their hands when “the system” put a roadblock in the way of progress. The chief q Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2uality officer at a major academically affiliated hospital told US that a quality improvement effort had been shot down by the clinical executive boarEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
d with the comment, “Oh, no, we can’t ask our residents to date and time their orders.” He blamed the decision on the boards inclination to favor acad5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2e unit (ICU) director wanted to use a novel approach to reduce CLABSI in his unit because of an elevated infection rate and was stymied by the infection prevention staff. He had failed to further pursue the matter, so we asked why he didn’t appeal the decision to someone in leadership. “You know,” h Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2e said, “management changes so often... so that you kind of say, ‘Well, is it worth working with them?’ because if when you are done, you are just goiEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
ng to be starting all over again.”Leadership and Followership57But effective leaders, we found, wherever they are in a hospitals hierarchy, don’t take5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2eir core mission—the cultivation of a culture of patient-centered clinical excellence.There are innumerable definitions of leadership. Napoleon offered, “A leader is a dealer in hope.” Lao Tzu, the ancient Chinese philosopher, said of the good leader: “when his work is done, his aim fulfilled, they Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2will all say, ‘We did this ourselves.’ ” We favor the straightforward definition of Peter G. Northouse, a preeminent scholar in leadership studies, frEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
om his book, Leadership: Theory and Practice: “Leadership is a process whereby an individual influences a group of individuals to achieve a common goa5The Importance of Leadership and FollowershipMy own definition of leadership is this: Hie capacity and the will to rally men and women to a common pu Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2ased on the position a person occupies in an organization. Tile other type he called “emergent leadership” because it emerges from an influential person in a group no matter what that persons position in the organization. In other words, you don’t automatically become a leader because you’re a manag Ebook Preventing hospital infections - Real-world problems, realistic solutions: Part 2er. Warren Bennis and Burt Nanus put it succinctly in their book, Leaders: Strategies for Taking Charge: “Managers are people who do things right andEbook Preventing hospital infections - Real-world problems, realistic solutions: Part 2
leaders are people who do the right thing.”Box 5.2 KEY LEADERSHIP TRAITS (ADAPTED FROMNORTHOUSE3)Key Leadership TraitsPersistenceIntelligenceGọi ngay
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