The Impact of Leadership Culture on Achieving Effective Clinical Practice Change
Being a leader in today’s healthcare environment takes resilience just to get through the demands of the daily regimen and meet the regulatory requirements for safe patient care. With the rise of patient acuity, even the most visionary leaders are exhausted from the stressors placed upon them when there are continuous unanticipated shifts in clinical practice required to ensure basic patient needs are met. Oftentimes, the only effective approach is to ensure there is a clearly defined process review and implementation methodology to rapidly triage high-risk patient safety issues that emerge. How does leadership culture impact the success of the organization in achieving highly reliable process improvement?
A strong leadership culture proactively seeks out failure prevention methodology and assists to support collaboration, communication, and the successful execution of key policies into the organization’s framework of care. Leadership culture is the backbone of any workflow transformation but more importantly, it provides ways to ensure behavioral objectives of team members are within the boundaries of professionalism. An effective leadership culture drives process changes forward through repeated acceptable behavior and professional practice expectations. The probability of failure in the successful execution of newly developed clinical practice can be directly correlated to leadership culture and the ability to successfully guide, promote, and execute change. Directors that chair committees and performance improvement forums rely heavily on executive leadership to support their efforts of working toward operational goals and the expectation that they inhibit negative behavioral performance. What constitutes an effective leadership culture that supports professionals who strive to meet operational goals?
Effective leadership structures continuously put effort into achieving success in systems that support high reliability and inhibits clinical variance. Readiness for change requires an assessment of the organization’s leadership culture that evaluates behavior and expectations of professionalism. These are leaders who:
- Eagerly seek the early detection of process variance and have a strategy to prevent it
- Support professionals that work to streamline workflows for improved efficiency
- Continuously measures for clinical variance in an effort to seek out process failure
- Supports and provides guidance when determining next steps in a process change to ensure patient safety is a priority
- Are visionary and are able to conceptualize the changes required and supports team efforts to execute an action plan to resolve clinical variance
For further discussion regarding leadership culture and the use of support tools to assess a leaderships’ readiness for change in document control, I hope you will join me for my webinar on Establishing a Leadership Culture that Promotes an Effective Document Control Structure on May 5th. Register here.
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