NURS 4020 – Leadership Competencies in Nursing and Healthcare.

NURS 4020 – Leadership Competencies in Nursing and Healthcare.

The focus of this course is on building the knowledge and key competencies essential to successful leadership and influence in an evolving healthcare delivery system. Students in this course emphasize increasing self-awareness in the context of organizational challenges and individual motivation; NURS 4020 – Leadership Competencies in Nursing and Healthcare.distinguishing leadership from management, team building, strengthening interpersonal communication, and interdisciplinary effectiveness; shaping a preferred future for nursing; translating strategic vision into action; as well as developing skills in implementing and managing organizational change. Specific learning opportunities include case studies, a battery of self-assessments and 360-degree feedback instruments, and exposure to top-level leaders in nursing and healthcare, and a 45-hour virtual, online leadership practicum with no required preceptors or travel.

Key Competencies and Behaviors for Nurse Managers.
Personal Mastery
· Seeks feedback on personal strengths and weaknesses
· Demonstrates leadership in situations demanding action
· Maintains a professional demeanor and serves as a role model for staff
· Assumes responsibility for personal development and career goals
· Takes the initiative to be a continuous learner
· Establishes effective networks with professional colleagues within and outside the
organization. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
· Creates a climate where self development and improvement is valued
· Manages self effectively in emotionally charged situations
· Learns from setbacks and failures as well as from successes
· Demonstrates a passion for excellence and a commitment to quality
· Sets achievable goals and is successful in executing plans developed
· Demonstrates pro-activity in dealing with unit problems
· Initiates unit and health care agency wide projects and assumes responsibility for
their success
· Follows through on commitments and agreements
· Admits mistakes in spite of the potential for negative consequences
· Remains calm under pressure
· Demonstrates fairness in dealing all levels of staff
· Projects optimism
· Fulfills commitments to team members
Interpersonal Effectiveness
· Listens attentively to the ideas and concerns of others
· Invites contact and is approachable
· Treats all employees with respect
· Develops collaborative relationships within the organization
· Builds and sustains positives relations in the organization
· Shares information readily with staff
· Is inclusive in sharing information with staff.
· Recognizes and uses the ideas of staff
· Articulates ideas effectively both verbally and in writing
· Succinctly communicates viewpoints
· Involves staff in building consensus on issues
· Models healthy communication and promotes cooperative behaviors
· Is visible and accessible to staff
· Approaches staff about sensitive issues in non-threatening ways
· Develops rapport easily with a variety of people
· Modifies communication style to meet the cultural and communication needs of
others
· Expresses disagreements in a constructive manners
· Manages conflict in a professional manner
· Demonstrates behaviors that value diversity
· Makes decisions in a timely manner can communicates those decisions to staff
· Gathers sufficient information prior to making decisions
· Presents feedback constructively
· Displays and encourages appropriate humor
· Stays open to new ideas and approaches
· Approaches change in a constructive manner
· Promotes professional autonomy and responsibility.
· Keeps organizational leaders informed about issues and problems impacting the
work area.

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Human Resource Management
· Provides timely feedback to staff on performance issues
· Accurately assesses staff competencies.
· Maintains complete staff HR records as required by the institution
· Provides coaching to staff on performance issues
· Recognizes and tackles morale issues. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
· Delegates responsibilities to others based on their ability and potential
· Helps staff recognize the barriers to growth and development
· Sets clear, well defined outcomes for work and tracks progress
· Provides staff with growth and development opportunities
· Works collaboratively to recruit and select exceptional staff
· Interviews to assess candidate competency for the position
· Implements effective strategies to retain staff
· Insures that staff are knowledgeable about what is expected from them at work
· Provides praise and recognition for good work.
· Seeks staff input regarding the resources, equipment and supplies they need to do
their work. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
· Stays updated on healthcare agency personnel policies and communicates changes
to staff.
· Implements the organization’s progressive disciplinary policy in a fair and
consistent manner.

· Provides staff with outside employee assistance resources and services when
needed.
· Provides an effective clinical orientation and ongoing training to new staff
· Utilizes staff as coaches and mentors to other nursing staff.
· Assists staff to effectively supervise and delegate to other team members.
· Models coaching and mentoring
· Effectively builds an cohesive nursing team
· Assists staff in managing conflict
Financial Management
· Tracks and assesses staffing, equipment and supply expenses throughout the
year
· Utilizes resources given in a judicious manner
· Educates staff about financial issues that impact the unit/area
· Develops realistic budget projections and stays within budget
· Considers organizational profit and loss information in making budget
decisions
· Modifies budget priorities based on budget variances
· Creatively manages flexible staffing patterns to meet patient care needs
· Engages staff in considering the best use of budget resources
· Delegates and holds staff accountable for the efficient use of resources
· Establishes effective vendor relationships
· Remains current on reimbursement issues and methodology and assesses the
impact on the budget
· Stays current on financial issues that impact the healthcare agency
Caring for Self, Staff and Patients
· Recognizes the importance of building a sense of community in the work
environment
· Demonstrates supportive behaviors in working with staff
· Rewards and celebrates staff successes in a way that is meaningful to the staff
member
· Works to build a 1:1 relationship with each staff member
· Takes time to learn about the families of staff
· Remains flexible and sensitive to staff scheduling needs.
· Supports staff during difficult interpersonal times
· Values the opinions and diversity of staff
· Shows appreciation when staff work overtime or change their schedules
· Recognizes and supports family responsibilities and needs
· Demonstrates a commitment to personal wellness and work-life balance
· Promotes celebrations and activities to build a cohesive unit

· Models effective personal stress management
· Initiates conversations with patients to determine satisfaction with nursing
care and services
· Assures follow-through on customer issues.
· Recognize staff who provide excellent customer service
· Constantly considers changes to processes to improve the service to customers
· Models a customer focus in all interactions
· Maintains a sensitivity about staff reluctance to change and works with staff.
· Maintains confidentiality in staff and patient interactions
· Handles customer complaints in a discreet and professional manner
· Monitors customer service survey results and includes staff on correction
planning. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
· Incorporates customer feedback into strategic planning for services.
· Participates in performance improvement activities and reviews monitors used
by the institution to evaluate patient care.
· Implements corrective action plans in a timely manner on areas assessed to be
out of compliance.
· Monitors the work environment for potential safety issues that could impact
staff and patients.
Systems Thinking
· Provides visionary thinking on issues that impact the work area based on
knowledge of the healthcare industry and health policy.
· Effectively communicates the mission, vision and strategic goals of the
organization.
· Considers the impact of unit decisions on the rest of the organization.
· Expresses and builds concern for the organization’s welfare.
· Takes responsibility for building loyalty and commitment throughout the
organization.
· Helps staff understand the relationship between their work and organizational
goals.
· Stays updated about regulatory requirements and keeps staff informed of
changes and impact on the clinical area.
· Takes a proactive position during regulatory surveys
· Encourages inspiring nursing leaders.
· Promotes nursing as desirable profession.

Ministries of health recognize that delivering quality
healthcare is dependent on the efficient and effective use
1 Management Sciences for Health “Occasional Papers” NO. 4
(2006)
2 International Hospital Federation, Pan American Health
Organization, American College of Healthcare Executives, Australasian
College of Health Service Management, Canadian College of Health
Leaders, Taiwan College of Healthcare Managers, Health Management
Institute of Ireland, European Association of Hospital Managers,
Jamaican Association of Health Services, Management Sciences for
Health, International Health Services Group, THET Partnership for Global
Health, Sociedad Chilena de Administradores en Atención Medica y
Hospitalaria,Federación Andina y Amazónica de Hospitales, Federacion
Latinoamericana de Hospitales, University of the West Indies, Federacao
Brasileirade Administradores Hospitalares, Hong Kong College of
Healthcare Executives. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
The Global Consortium for Healthcare Management
Professionalization is urgently calling on governments
and the international health community to recognize that
healthcare performance and improvement are significantly
dependent on the existence and quality of professional
management of healthcare organizations.
Healthcare professionals should:
• Display ethical, just and equitable behavior at all times
• Commit to active, lifelong learning of sound
management and leadership practices and
demonstrate those management and leadership
practices in the execution of their daily responsibilities
4 Leadership Competenciesfor Health Services Managers
• Serve as a resource for training less-senior healthcare
managers
• Commit to improve the health of populations and
individuals
• Acknowledge healthcare management associations as
the governing bodies in the field, and accept their
rules, regulations and codes of conduct
The Consortium also calls for the adoption of the Global
Healthcare Management Competency Directory as
the initial basis for healthcare management development
frameworks and programs, for use by academic
institutions and relevant licensing and accrediting
bodies.
The Consortium advocates for the formation and
strengthening of professional organizations for healthcare
managers, which provide the infrastructure for effective
healthcare management practices to become pervasive,
thus improving health outcomes and optimizing resource
utilization. Departments of health at the country level are
urged to actively support the development of professional
healthcare management organizations.
The Consortium recognizes that the competency
framework must remain flexible and needs to be adapted
to the specific circumstances of each country. Accordingly,
the competencies identified in the directory may be
adapted to ensure their relevance in the local context.
Recognizing the need for greater progress in the ongoing
effort to build professional healthcare management
capacity, the members of the Consortium agree that the
following measures should be implemented according to
national circumstances and needs:
• Adoption of the Global Healthcare Management
Competency Directory to inform and align
healthcare management development programs at
all levels of undergraduate, postgraduate and ongoing
education and professional development.
• Customization and incorporation of each of the
competency requirements into formal credentialing
systems, which should be based on independent
evaluation and evidence of demonstrated
competencies
• Formal recognition at the national level of healthcare
management as a profession
• Implementation of merit-based career advancement
along with a career path for healthcare managers and
leaders
• Recognition of healthcare managers’ professional
associations as key stakeholders for policy dialogue
related to leadership and management and for the
advancement of the profession
Competency Domains and
Sub‐domains
The competencies in the Competency Directory are
derived from those in the Healthcare Leadership
Alliance (HLA) Competency Directory.3 The HLA
competencies were developed from job analysis surveys
conducted to determine the relevant tasks typically
performed by healthcare managers regardless of work
setting or years of experience. The global competencies
have been validated by the organizations that
contributed to the Competency Directory and represent
documented skills and abilities of thousands of
healthcare managers from a variety of settings. The
Competency Directory may be used to show the depth
and breadth of knowledge healthcare managers need to
know to ensure that their organizations and the
healthcare system are operating effectively in providing
optimal care to the population served. NURS 4020 – Leadership Competencies in Nursing and Healthcare.

3 In addition to the American College of Healthcare Executives,
other members of the Healthcare Leadership Alliance (HLA) are
American Association for Physician Leadership, American Organizations
of Nurse Executives, Healthcare Financial Management Association,
Healthcare Information and Management Systems Society and the
Medical Group Management Association
Leadership Competenciesfor Health Services Managers 5
In the Competency Directory, the competencies are
categorized into five critical domains: Leadership,
Communication and Relationship Management,
Professional and Social Responsibility, Health and
Healthcare Environment, and Business. The Definitions
of the domains are as follows:
1. Leadership
The ability to inspire individual and organizational
excellence, create a shared vision and successfully manage
change to attain an organization’s strategic ends and
successful performance. Leadership intersects with the
other four domains.
2. Communication and Relationship
Management
The ability to communicate clearly and concisely with
internal and external customers, establish and maintain
relationships, and facilitate constructive interactions with
individuals and groups.
3. Professional and Social Responsibility
The ability to align personal and organizational conduct
with ethical and professional standards that include a
responsibility to the patient and community, a service
orientation, and a commitment to lifelong learning and
improvement. NURS 4020 – Leadership Competencies in Nursing and Healthcare.

4. Health and the Healthcare Environment
The understanding of the healthcare system and the
environment in which healthcare managers and providers
function.
5. Business
The ability to apply business principles, including systems
thinking, to the healthcare environment.
The Competency Directory can be used in a variety of
ways. Figure 2 shows some of the key stakeholders and
their possible uses of the Competency Directory. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
Healthcare managers should demonstrate competence in all
five domain areas. As you work your way through the
Directory, the Consortium hopes you will find it valuable on
your path of lifelong professional education. Please share the
tool with other healthcare managers, government agencies,
academicians and others to help support the international
recognition of the healthcare management profession. For
more information on this Directory, contact the International
Hospital Federation at
http://www.ihf-fih.org/.
Work together to
positively impact
patient care
through
heightened
leadership
capability and
increased
recognition for the
profession of
healthcare
management
6 Leadership Competenciesfor Health Services Managers
Global Healthcare Management Competency Directory
1. Leadership Competencies:
A. Leadership Skills and Behavior
• Articulate and communicate the mission, objectives
and priorities of the organization to internal and
external entities
• Incorporate management techniques and theories into
leadership activities
• Analyze problems, promote solutions and encourage
decision making. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
B. Engaging Culture and Environment
• Create an organizational climate built on mutual trust,
transparency and a focus on service improvement that
encourages teamwork and supports diversity
• Encourage a high level of commitment from employees
by establishing and communicating a compelling
organizational vision and goals
• Hold self and others accountable to surpass
organizational goals
C. Leading Change
• Promote ongoing learning and improvement in the
organization
• Respond to the need for change and lead the change
process
D. Driving Innovation
• Encourage diversity of thought to support innovation,
creativity and improvement
2. Communications and Relationship
Management Competencies:
A. Relationship Management
• Demonstrate effective interpersonal relationships
and the ability to develop and maintain positive
stakeholder relationships
• Practice and value transparent shared decision making
and understand its impacts on stakeholders (internal
and external)
• Demonstrate collaborative techniques for engaging
and working with stakeholders
B. Communication Skills and Engagement
• Exercise cultural sensitivity in internal and external
communication
• Demonstrate strong listening and communication skills
• Present results of data analysis in a way that is factual,
credible and understandable to the decision makers
• Prepare and deliver business communications such as
meeting agendas, presentations, business reports and
project communication plans
• Demonstrate understanding of the function of media
and public relations
C. Facilitation and Negotiation
• Manage conflict through mediation, negotiation and
other dispute resolution techniques
• Demonstrate problem solving and problem-solving
skills
• Build and participate in effective multidisciplinary teams
3. Professional and Social Responsibility
Competencies:
A. Personal and Professional Accountability
• Advocate for and participate in healthcare policy
initiatives
• Advocate for rights and responsibilities of patients and
their families
• Demonstrate an ability to understand and manage
conflict-of-interest situations as defined by
organizational bylaws, policies and procedures
• Practice due diligence in carrying out
fiduciary responsibilities
• Commit to competence, integrity, altruism and the
promotion of the public good. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
• Promote quality, safety of care and social commitment,
in the delivery of health services
B. Professional Development and Lifelong Learning
• Demonstrate commitment to self-development
including continuing education, networking, reflection
and personal improvement
C. Contributionsto the Profession
• Contribute to advancing the profession of healthcare
management by sharing knowledge and experience
• Develop others by mentoring, advising, coaching and
serving as a role model
• Support and mentor high-potential talent within both
one’s organization and the profession of healthcare
management
D. Self‐Awareness
• Be aware of one’s own assumptions, values,
strengths and limitations
• Demonstrate reflective leadership by using selfassessment and feedback from others in decision
making
E. Ethical Conduct and Social Consciousness
• Demonstrate high ethical conduct, a commitment to
transparency and accountability for one’s actions
Leadership Competenciesfor Health Services Managers 7
• Use the established ethical structures to resolve ethical
issues
• Maintain a balance between personal and professional
accountability, recognizing that the central focus is the
needs of the patient/community
3. Health and Healthcare Environment
Competencies:
A. Health Systems and Organizations
• Demonstrate an understanding of system structure,
funding mechanisms and how healthcare services are
organized
• Balance the interrelationships among access, quality,
safety, cost, resource allocation, accountability, care
setting, community need and professional roles
• Assess the performance of the organization as part of
the health system/healthcare services
• Use monitoring systems to ensure legal, ethical, and
quality/safety standards are met in clinical,
corporate and administrative functions
• Promote the establishment of alliances and
consolidation of networks to expand social and
community participation in health networks, both
nationally and globally
B. Health Workforce
• Demonstrate the ability to optimize the healthcare
workforce around local critical workforce issues, such
as shortages, scope of practice, skill mix, licensing and
fluctuations in service
C. Person‐Centered Health
• Effectively recognize and promote patients and their
family’s/caregiver’s perspectives in the delivery of care
• Include the perspective of individuals, families and
the community as partners in healthcare decision making processes, respecting cultural differences and
expectations
D. Public Health
• Establish goals and objectives for improving health
outcomes that incorporate an understanding of the
social determinants of health and of the
socioeconomic environment in which the organization
functions. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
• Use vital statistics and core health indicators to guide
decision making and analyze health trends of the
population to guide the provision of health services
• Manage risks, threats, and damage to health during
disasters and/or emergency situations
• Evaluate critical processes connected with the
public health surveillance and controls systems and
communicate relevant surveillance information to
increase response to risks, threats, and damage to
health
• Recognize the local implications of global health events
to understand global interconnectivity and its impact
on population health conditions
5. Business Competencies:
A. General Management
• Demonstrate knowledge of basic business practices,
such as business plans, contracting, and project
management
• Collate relevant data and information, and analyze
and evaluate this information to support or make
an effective decision or recommendation
• Seek information from a variety of sources to support
organizational performance, conduct needs analysis
and prioritize requirements
B. Laws and Regulations
• Abides by laws and regulations applicable to the work
of the organization
C. Financial Management
• Effectively use key accounting principles and
financial management tools, such as financial plans
and measures of performance (e.g., performance
indicators)
• Use principles of project, operating and capital
budgeting
• Plan, organize, execute and monitor the resources of
the organization to ensure optimal health outcomes
and effective quality and cost controls
D. Human Resource Management
• Provide leadership in defining staff roles and
responsibilities, developing appropriate job
classification/grading systems and workforce planning
• Effectively manage departmental human resource
processes, including scheduling; performance
appraisals; incentives; staff recruitment; selection and
retention; training and education; motivation, coaching
and mentoring; and appropriate productivity measures
E. Organizational Dynamics and Governance
• Demonstrate knowledge of governmental, regulatory,
professional and accreditation agencies
• Effectively apply knowledge of organizational systems
theories and behaviors
• Interpret public policy, legislative and advocacy
processes within the organization
8 Leadership Competencies for Heal
Leadership Competencies for Health Services Managers 9
10 Leadership Competencies for Health Services Managers
Appendix: History and Process of Collaboration
1. Work has been accomplished within individual countries on identifying needed competencies for healthcare leaders. In the United States, the Association
of University Programs in Health Administration and
the Commission on Accreditation of Healthcare Management Education have been leaders in identifying
competencies and developing healthcare executives
from a University education perspective. In the United Kingdom, the Institute of Healthcare Management and the London School of Economics have been working to promote the profession of healthcare management and support individual healthcare managers. NURS 4020 – Leadership Competencies in Nursing and Healthcare.Canada’s
and Australia’s initiatives have supported the
development of healthcare leaders. As these examples
show, the Global Consortium for Healthcare
Management Professionalization is not the only entity
working to make a difference in this field. However the
Consortium is uniquely positioned to make a global
contribution to identifying needed competencies for
healthcare leaders as a result of its international
makeup. NURS 4020 – Leadership Competencies in Nursing and Healthcare.The variety of efforts that are currently under
way also show that there is a growing recognition of
the importance and urgency to identify needed
competencies for healthcare leaders on a global scale.
2. Despite the benefits, challenges persist in professionalizing healthcare management. Less fragmentation in
addressing this issue is needed, and the case for
support requires a more objective presentation of the
benefits. Governments are encouraged to recognize
the potential impact of professionalizing healthcare
management and the need for urgency in achieving this
objective. NURS 4020 – Leadership Competencies in Nursing and Healthcare.As nations strive to address the issues of
outcomes, access, resources, globalization and
complexity, the objective of professional healthcare
management will be increasingly pressing.
3. The work of the Consortium began in 2012 with a
cross- walk of current healthcare management
competency frameworks from around the world.
These competency models include: USA’s Healthcare
Leadership Alliance competency model, Canada’s
LEADS leadership framework supported by the
Canadian College of Health Leaders and the LEADS
Collaborative partnership, Australia’s competency
model developed by Health Workforce Australia and
supported by the
Australasian College of Health Service Management,
the United Kingdom’s competency model developed
by the National Health Service and the Regional Core
Competency Framework for Public Health, and the
emerging countries competency model developed by
Management Sciences for Health for USAID. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
4. The Consortium was established to support
professionalizing healthcare management and to
enhance training for healthcare leaders by:
• creating an internationally agreed-upon set of core
competenciesfor healthcare managers,
• encouraging the use of this framework as a tool to
intensify the training, employment and promotion of healthcare managers,
• promoting the development of long-term career
pathways for healthcare managers,
• promoting peer control and development of
healthcare managers through the formalization and
acceptance of healthcare management associations
within countries and regions. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
5. The first in-person meeting was hosted by the Pan
American Health Organization (PAHO) in Washington
DC, in January 2013. The focus of this meeting was to
achieve agreement on fundamental competencies
needed for healthcare service executives, the target
audience for the framework; the appropriate range of
competencies; and how and by whom the
competencies should be assessed. In March, 2013, the
Consortium adopted its guiding principles, and in May,
2013 the members agreed on an initial competency
framework. The Consortium was then formalized and
the initiative was launched in June, 2013. The second
half of 2013 was spent validating the initial version of
the Competency Directory. In November and
December 2013, a survey was sent to experts in a
variety of healthcare management settings and in
locations throughout the world, who reviewed the
Directory and gave feedback.
6. In January 2014, a second meeting was hosted by
PAHO in Washington, DC, to review the survey results
and create an updated version of the Competency
Directory. The focus of this second meeting was to
utilize the diverse perspectives of 22 individuals from
15 countries to work together to gain consensus on
the key competencies needed for healthcare executives from a larger directory framework of more than
300 statements. The Consortium worked to finalize and
validate a list of competencies and to ensure the
competency model is applicable to healthcare leaders
on a global level. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
Leadership Competencies for Health Services Managers 11
7. In January 2015, a third meeting was hosted by PAHO
in Washington, DC to review the updated Competency
Directory, move forward with the call to action and
develop a communication plan. The Competency
Directory was approved by the Consortium, which was
renamed the Global Consortium for Healthcare
Management Professionalization.
8. The Competency Directory resulted from consensus
building among the largest possible representation of
healthcare management associations and groups in the
world. It is a cornerstone for enhancing the professionalization of healthcare managers. It will serve as
a universal reference that can be customized in each
country to advance the credentials of healthcare
leaders.
9. The Competency Directory is a first step of an
ambitiousinitiative to professionalize healthcare
management, and therefore the Global Consortium
for Healthcare Management Professionalization is
putting forward a call to action to further mobilize all
key stakeholders in the health arena. NURS 4020 – Leadership Competencies in Nursing and Healthcare.

 

 

The focus of this course is on building the knowledge and key competencies essential to successful leadership and influence in an evolving healthcare delivery system. Students in this course emphasize increasing self-awareness in the context of organizational challenges and individual motivation; NURS 4020 – Leadership Competencies in Nursing and Healthcare.distinguishing leadership from management, team building, strengthening interpersonal communication, and interdisciplinary effectiveness; shaping a preferred future for nursing; translating strategic vision into action; as well as developing skills in implementing and managing organizational change. Specific learning opportunities include case studies, a battery of self-assessments and 360-degree feedback instruments, and exposure to top-level leaders in nursing and healthcare, and a 45-hour virtual, online leadership practicum with no required preceptors or travel.

Key Competencies and Behaviors for Nurse Managers.
Personal Mastery
· Seeks feedback on personal strengths and weaknesses
· Demonstrates leadership in situations demanding action
· Maintains a professional demeanor and serves as a role model for staff
· Assumes responsibility for personal development and career goals
· Takes the initiative to be a continuous learner
· Establishes effective networks with professional colleagues within and outside the
organization. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
· Creates a climate where self development and improvement is valued
· Manages self effectively in emotionally charged situations
· Learns from setbacks and failures as well as from successes
· Demonstrates a passion for excellence and a commitment to quality
· Sets achievable goals and is successful in executing plans developed
· Demonstrates pro-activity in dealing with unit problems
· Initiates unit and health care agency wide projects and assumes responsibility for
their success
· Follows through on commitments and agreements
· Admits mistakes in spite of the potential for negative consequences
· Remains calm under pressure
· Demonstrates fairness in dealing all levels of staff
· Projects optimism
· Fulfills commitments to team members
Interpersonal Effectiveness
· Listens attentively to the ideas and concerns of others
· Invites contact and is approachable
· Treats all employees with respect
· Develops collaborative relationships within the organization
· Builds and sustains positives relations in the organization
· Shares information readily with staff
· Is inclusive in sharing information with staff.
· Recognizes and uses the ideas of staff
· Articulates ideas effectively both verbally and in writing
· Succinctly communicates viewpoints
· Involves staff in building consensus on issues
· Models healthy communication and promotes cooperative behaviors
· Is visible and accessible to staff
· Approaches staff about sensitive issues in non-threatening ways
· Develops rapport easily with a variety of people
· Modifies communication style to meet the cultural and communication needs of
others
· Expresses disagreements in a constructive manners
· Manages conflict in a professional manner
· Demonstrates behaviors that value diversity
· Makes decisions in a timely manner can communicates those decisions to staff
· Gathers sufficient information prior to making decisions
· Presents feedback constructively
· Displays and encourages appropriate humor
· Stays open to new ideas and approaches
· Approaches change in a constructive manner
· Promotes professional autonomy and responsibility.
· Keeps organizational leaders informed about issues and problems impacting the
work area.
Human Resource Management
· Provides timely feedback to staff on performance issues
· Accurately assesses staff competencies.
· Maintains complete staff HR records as required by the institution
· Provides coaching to staff on performance issues
· Recognizes and tackles morale issues. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
· Delegates responsibilities to others based on their ability and potential
· Helps staff recognize the barriers to growth and development
· Sets clear, well defined outcomes for work and tracks progress
· Provides staff with growth and development opportunities
· Works collaboratively to recruit and select exceptional staff
· Interviews to assess candidate competency for the position
· Implements effective strategies to retain staff
· Insures that staff are knowledgeable about what is expected from them at work
· Provides praise and recognition for good work.
· Seeks staff input regarding the resources, equipment and supplies they need to do
their work. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
· Stays updated on healthcare agency personnel policies and communicates changes
to staff.
· Implements the organization’s progressive disciplinary policy in a fair and
consistent manner.

· Provides staff with outside employee assistance resources and services when
needed.
· Provides an effective clinical orientation and ongoing training to new staff
· Utilizes staff as coaches and mentors to other nursing staff.
· Assists staff to effectively supervise and delegate to other team members.
· Models coaching and mentoring
· Effectively builds an cohesive nursing team
· Assists staff in managing conflict
Financial Management
· Tracks and assesses staffing, equipment and supply expenses throughout the
year
· Utilizes resources given in a judicious manner
· Educates staff about financial issues that impact the unit/area
· Develops realistic budget projections and stays within budget
· Considers organizational profit and loss information in making budget
decisions
· Modifies budget priorities based on budget variances
· Creatively manages flexible staffing patterns to meet patient care needs
· Engages staff in considering the best use of budget resources
· Delegates and holds staff accountable for the efficient use of resources
· Establishes effective vendor relationships
· Remains current on reimbursement issues and methodology and assesses the
impact on the budget
· Stays current on financial issues that impact the healthcare agency
Caring for Self, Staff and Patients
· Recognizes the importance of building a sense of community in the work
environment
· Demonstrates supportive behaviors in working with staff
· Rewards and celebrates staff successes in a way that is meaningful to the staff
member
· Works to build a 1:1 relationship with each staff member
· Takes time to learn about the families of staff
· Remains flexible and sensitive to staff scheduling needs.
· Supports staff during difficult interpersonal times
· Values the opinions and diversity of staff
· Shows appreciation when staff work overtime or change their schedules
· Recognizes and supports family responsibilities and needs
· Demonstrates a commitment to personal wellness and work-life balance
· Promotes celebrations and activities to build a cohesive unit

· Models effective personal stress management
· Initiates conversations with patients to determine satisfaction with nursing
care and services
· Assures follow-through on customer issues.
· Recognize staff who provide excellent customer service
· Constantly considers changes to processes to improve the service to customers
· Models a customer focus in all interactions
· Maintains a sensitivity about staff reluctance to change and works with staff.
· Maintains confidentiality in staff and patient interactions
· Handles customer complaints in a discreet and professional manner
· Monitors customer service survey results and includes staff on correction
planning. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
· Incorporates customer feedback into strategic planning for services.
· Participates in performance improvement activities and reviews monitors used
by the institution to evaluate patient care.
· Implements corrective action plans in a timely manner on areas assessed to be
out of compliance.
· Monitors the work environment for potential safety issues that could impact
staff and patients.
Systems Thinking
· Provides visionary thinking on issues that impact the work area based on
knowledge of the healthcare industry and health policy.
· Effectively communicates the mission, vision and strategic goals of the
organization.
· Considers the impact of unit decisions on the rest of the organization.
· Expresses and builds concern for the organization’s welfare.
· Takes responsibility for building loyalty and commitment throughout the
organization.
· Helps staff understand the relationship between their work and organizational
goals.
· Stays updated about regulatory requirements and keeps staff informed of
changes and impact on the clinical area.
· Takes a proactive position during regulatory surveys
· Encourages inspiring nursing leaders.
· Promotes nursing as desirable profession.

Ministries of health recognize that delivering quality
healthcare is dependent on the efficient and effective use
1 Management Sciences for Health “Occasional Papers” NO. 4
(2006)
2 International Hospital Federation, Pan American Health
Organization, American College of Healthcare Executives, Australasian
College of Health Service Management, Canadian College of Health
Leaders, Taiwan College of Healthcare Managers, Health Management
Institute of Ireland, European Association of Hospital Managers,
Jamaican Association of Health Services, Management Sciences for
Health, International Health Services Group, THET Partnership for Global
Health, Sociedad Chilena de Administradores en Atención Medica y
Hospitalaria,Federación Andina y Amazónica de Hospitales, Federacion
Latinoamericana de Hospitales, University of the West Indies, Federacao
Brasileirade Administradores Hospitalares, Hong Kong College of
Healthcare Executives. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
The Global Consortium for Healthcare Management
Professionalization is urgently calling on governments
and the international health community to recognize that
healthcare performance and improvement are significantly
dependent on the existence and quality of professional
management of healthcare organizations.
Healthcare professionals should:
• Display ethical, just and equitable behavior at all times
• Commit to active, lifelong learning of sound
management and leadership practices and
demonstrate those management and leadership
practices in the execution of their daily responsibilities
4 Leadership Competenciesfor Health Services Managers
• Serve as a resource for training less-senior healthcare
managers
• Commit to improve the health of populations and
individuals
• Acknowledge healthcare management associations as
the governing bodies in the field, and accept their
rules, regulations and codes of conduct
The Consortium also calls for the adoption of the Global
Healthcare Management Competency Directory as
the initial basis for healthcare management development
frameworks and programs, for use by academic
institutions and relevant licensing and accrediting
bodies.
The Consortium advocates for the formation and
strengthening of professional organizations for healthcare
managers, which provide the infrastructure for effective
healthcare management practices to become pervasive,
thus improving health outcomes and optimizing resource
utilization. Departments of health at the country level are
urged to actively support the development of professional
healthcare management organizations.
The Consortium recognizes that the competency
framework must remain flexible and needs to be adapted
to the specific circumstances of each country. Accordingly,
the competencies identified in the directory may be
adapted to ensure their relevance in the local context.
Recognizing the need for greater progress in the ongoing
effort to build professional healthcare management
capacity, the members of the Consortium agree that the
following measures should be implemented according to
national circumstances and needs:
• Adoption of the Global Healthcare Management
Competency Directory to inform and align
healthcare management development programs at
all levels of undergraduate, postgraduate and ongoing
education and professional development.
• Customization and incorporation of each of the
competency requirements into formal credentialing
systems, which should be based on independent
evaluation and evidence of demonstrated
competencies
• Formal recognition at the national level of healthcare
management as a profession
• Implementation of merit-based career advancement
along with a career path for healthcare managers and
leaders
• Recognition of healthcare managers’ professional
associations as key stakeholders for policy dialogue
related to leadership and management and for the
advancement of the profession
Competency Domains and
Sub‐domains
The competencies in the Competency Directory are
derived from those in the Healthcare Leadership
Alliance (HLA) Competency Directory.3 The HLA
competencies were developed from job analysis surveys
conducted to determine the relevant tasks typically
performed by healthcare managers regardless of work
setting or years of experience. The global competencies
have been validated by the organizations that
contributed to the Competency Directory and represent
documented skills and abilities of thousands of
healthcare managers from a variety of settings. The
Competency Directory may be used to show the depth
and breadth of knowledge healthcare managers need to
know to ensure that their organizations and the
healthcare system are operating effectively in providing
optimal care to the population served. NURS 4020 – Leadership Competencies in Nursing and Healthcare.

3 In addition to the American College of Healthcare Executives,
other members of the Healthcare Leadership Alliance (HLA) are
American Association for Physician Leadership, American Organizations
of Nurse Executives, Healthcare Financial Management Association,
Healthcare Information and Management Systems Society and the
Medical Group Management Association
Leadership Competenciesfor Health Services Managers 5
In the Competency Directory, the competencies are
categorized into five critical domains: Leadership,
Communication and Relationship Management,
Professional and Social Responsibility, Health and
Healthcare Environment, and Business. The Definitions
of the domains are as follows:
1. Leadership
The ability to inspire individual and organizational
excellence, create a shared vision and successfully manage
change to attain an organization’s strategic ends and
successful performance. Leadership intersects with the
other four domains.
2. Communication and Relationship
Management
The ability to communicate clearly and concisely with
internal and external customers, establish and maintain
relationships, and facilitate constructive interactions with
individuals and groups.
3. Professional and Social Responsibility
The ability to align personal and organizational conduct
with ethical and professional standards that include a
responsibility to the patient and community, a service
orientation, and a commitment to lifelong learning and
improvement. NURS 4020 – Leadership Competencies in Nursing and Healthcare.

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4. Health and the Healthcare Environment
The understanding of the healthcare system and the
environment in which healthcare managers and providers
function.
5. Business
The ability to apply business principles, including systems
thinking, to the healthcare environment.
The Competency Directory can be used in a variety of
ways. Figure 2 shows some of the key stakeholders and
their possible uses of the Competency Directory. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
Healthcare managers should demonstrate competence in all
five domain areas. As you work your way through the
Directory, the Consortium hopes you will find it valuable on
your path of lifelong professional education. Please share the
tool with other healthcare managers, government agencies,
academicians and others to help support the international
recognition of the healthcare management profession. For
more information on this Directory, contact the International
Hospital Federation at
http://www.ihf-fih.org/.
Work together to
positively impact
patient care
through
heightened
leadership
capability and
increased
recognition for the
profession of
healthcare
management
6 Leadership Competenciesfor Health Services Managers
Global Healthcare Management Competency Directory
1. Leadership Competencies:
A. Leadership Skills and Behavior
• Articulate and communicate the mission, objectives
and priorities of the organization to internal and
external entities
• Incorporate management techniques and theories into
leadership activities
• Analyze problems, promote solutions and encourage
decision making. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
B. Engaging Culture and Environment
• Create an organizational climate built on mutual trust,
transparency and a focus on service improvement that
encourages teamwork and supports diversity
• Encourage a high level of commitment from employees
by establishing and communicating a compelling
organizational vision and goals
• Hold self and others accountable to surpass
organizational goals
C. Leading Change
• Promote ongoing learning and improvement in the
organization
• Respond to the need for change and lead the change
process
D. Driving Innovation
• Encourage diversity of thought to support innovation,
creativity and improvement
2. Communications and Relationship
Management Competencies:
A. Relationship Management
• Demonstrate effective interpersonal relationships
and the ability to develop and maintain positive
stakeholder relationships
• Practice and value transparent shared decision making
and understand its impacts on stakeholders (internal
and external)
• Demonstrate collaborative techniques for engaging
and working with stakeholders
B. Communication Skills and Engagement
• Exercise cultural sensitivity in internal and external
communication
• Demonstrate strong listening and communication skills
• Present results of data analysis in a way that is factual,
credible and understandable to the decision makers
• Prepare and deliver business communications such as
meeting agendas, presentations, business reports and
project communication plans
• Demonstrate understanding of the function of media
and public relations
C. Facilitation and Negotiation
• Manage conflict through mediation, negotiation and
other dispute resolution techniques
• Demonstrate problem solving and problem-solving
skills
• Build and participate in effective multidisciplinary teams
3. Professional and Social Responsibility
Competencies:
A. Personal and Professional Accountability
• Advocate for and participate in healthcare policy
initiatives
• Advocate for rights and responsibilities of patients and
their families
• Demonstrate an ability to understand and manage
conflict-of-interest situations as defined by
organizational bylaws, policies and procedures
• Practice due diligence in carrying out
fiduciary responsibilities
• Commit to competence, integrity, altruism and the
promotion of the public good. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
• Promote quality, safety of care and social commitment,
in the delivery of health services
B. Professional Development and Lifelong Learning
• Demonstrate commitment to self-development
including continuing education, networking, reflection
and personal improvement
C. Contributionsto the Profession
• Contribute to advancing the profession of healthcare
management by sharing knowledge and experience
• Develop others by mentoring, advising, coaching and
serving as a role model
• Support and mentor high-potential talent within both
one’s organization and the profession of healthcare
management
D. Self‐Awareness
• Be aware of one’s own assumptions, values,
strengths and limitations
• Demonstrate reflective leadership by using selfassessment and feedback from others in decision
making
E. Ethical Conduct and Social Consciousness
• Demonstrate high ethical conduct, a commitment to
transparency and accountability for one’s actions
Leadership Competenciesfor Health Services Managers 7
• Use the established ethical structures to resolve ethical
issues
• Maintain a balance between personal and professional
accountability, recognizing that the central focus is the
needs of the patient/community
3. Health and Healthcare Environment
Competencies:
A. Health Systems and Organizations
• Demonstrate an understanding of system structure,
funding mechanisms and how healthcare services are
organized
• Balance the interrelationships among access, quality,
safety, cost, resource allocation, accountability, care
setting, community need and professional roles
• Assess the performance of the organization as part of
the health system/healthcare services
• Use monitoring systems to ensure legal, ethical, and
quality/safety standards are met in clinical,
corporate and administrative functions
• Promote the establishment of alliances and
consolidation of networks to expand social and
community participation in health networks, both
nationally and globally
B. Health Workforce
• Demonstrate the ability to optimize the healthcare
workforce around local critical workforce issues, such
as shortages, scope of practice, skill mix, licensing and
fluctuations in service
C. Person‐Centered Health
• Effectively recognize and promote patients and their
family’s/caregiver’s perspectives in the delivery of care
• Include the perspective of individuals, families and
the community as partners in healthcare decision making processes, respecting cultural differences and
expectations
D. Public Health
• Establish goals and objectives for improving health
outcomes that incorporate an understanding of the
social determinants of health and of the
socioeconomic environment in which the organization
functions. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
• Use vital statistics and core health indicators to guide
decision making and analyze health trends of the
population to guide the provision of health services
• Manage risks, threats, and damage to health during
disasters and/or emergency situations
• Evaluate critical processes connected with the
public health surveillance and controls systems and
communicate relevant surveillance information to
increase response to risks, threats, and damage to
health
• Recognize the local implications of global health events
to understand global interconnectivity and its impact
on population health conditions
5. Business Competencies:
A. General Management
• Demonstrate knowledge of basic business practices,
such as business plans, contracting, and project
management
• Collate relevant data and information, and analyze
and evaluate this information to support or make
an effective decision or recommendation
• Seek information from a variety of sources to support
organizational performance, conduct needs analysis
and prioritize requirements
B. Laws and Regulations
• Abides by laws and regulations applicable to the work
of the organization
C. Financial Management
• Effectively use key accounting principles and
financial management tools, such as financial plans
and measures of performance (e.g., performance
indicators)
• Use principles of project, operating and capital
budgeting
• Plan, organize, execute and monitor the resources of
the organization to ensure optimal health outcomes
and effective quality and cost controls
D. Human Resource Management
• Provide leadership in defining staff roles and
responsibilities, developing appropriate job
classification/grading systems and workforce planning
• Effectively manage departmental human resource
processes, including scheduling; performance
appraisals; incentives; staff recruitment; selection and
retention; training and education; motivation, coaching
and mentoring; and appropriate productivity measures
E. Organizational Dynamics and Governance
• Demonstrate knowledge of governmental, regulatory,
professional and accreditation agencies
• Effectively apply knowledge of organizational systems
theories and behaviors
• Interpret public policy, legislative and advocacy
processes within the organization
8 Leadership Competencies for Heal
Leadership Competencies for Health Services Managers 9
10 Leadership Competencies for Health Services Managers
Appendix: History and Process of Collaboration
1. Work has been accomplished within individual countries on identifying needed competencies for healthcare leaders. In the United States, the Association
of University Programs in Health Administration and
the Commission on Accreditation of Healthcare Management Education have been leaders in identifying
competencies and developing healthcare executives
from a University education perspective. In the United Kingdom, the Institute of Healthcare Management and the London School of Economics have been working to promote the profession of healthcare management and support individual healthcare managers. NURS 4020 – Leadership Competencies in Nursing and Healthcare.Canada’s
and Australia’s initiatives have supported the
development of healthcare leaders. As these examples
show, the Global Consortium for Healthcare
Management Professionalization is not the only entity
working to make a difference in this field. However the
Consortium is uniquely positioned to make a global
contribution to identifying needed competencies for
healthcare leaders as a result of its international
makeup. NURS 4020 – Leadership Competencies in Nursing and Healthcare.The variety of efforts that are currently under
way also show that there is a growing recognition of
the importance and urgency to identify needed
competencies for healthcare leaders on a global scale.
2. Despite the benefits, challenges persist in professionalizing healthcare management. Less fragmentation in
addressing this issue is needed, and the case for
support requires a more objective presentation of the
benefits. Governments are encouraged to recognize
the potential impact of professionalizing healthcare
management and the need for urgency in achieving this
objective. NURS 4020 – Leadership Competencies in Nursing and Healthcare.As nations strive to address the issues of
outcomes, access, resources, globalization and
complexity, the objective of professional healthcare
management will be increasingly pressing.
3. The work of the Consortium began in 2012 with a
cross- walk of current healthcare management
competency frameworks from around the world.
These competency models include: USA’s Healthcare
Leadership Alliance competency model, Canada’s
LEADS leadership framework supported by the
Canadian College of Health Leaders and the LEADS
Collaborative partnership, Australia’s competency
model developed by Health Workforce Australia and
supported by the
Australasian College of Health Service Management,
the United Kingdom’s competency model developed
by the National Health Service and the Regional Core
Competency Framework for Public Health, and the
emerging countries competency model developed by
Management Sciences for Health for USAID. NURS 4020 – Leadership Competencies in Nursing and Healthcare.

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4. The Consortium was established to support
professionalizing healthcare management and to
enhance training for healthcare leaders by:
• creating an internationally agreed-upon set of core
competenciesfor healthcare managers,
• encouraging the use of this framework as a tool to
intensify the training, employment and promotion of healthcare managers,
• promoting the development of long-term career
pathways for healthcare managers,
• promoting peer control and development of
healthcare managers through the formalization and
acceptance of healthcare management associations
within countries and regions. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
5. The first in-person meeting was hosted by the Pan
American Health Organization (PAHO) in Washington
DC, in January 2013. The focus of this meeting was to
achieve agreement on fundamental competencies
needed for healthcare service executives, the target
audience for the framework; the appropriate range of
competencies; and how and by whom the
competencies should be assessed. In March, 2013, the
Consortium adopted its guiding principles, and in May,
2013 the members agreed on an initial competency
framework. The Consortium was then formalized and
the initiative was launched in June, 2013. The second
half of 2013 was spent validating the initial version of
the Competency Directory. In November and
December 2013, a survey was sent to experts in a
variety of healthcare management settings and in
locations throughout the world, who reviewed the
Directory and gave feedback.
6. In January 2014, a second meeting was hosted by
PAHO in Washington, DC, to review the survey results
and create an updated version of the Competency
Directory. The focus of this second meeting was to
utilize the diverse perspectives of 22 individuals from
15 countries to work together to gain consensus on
the key competencies needed for healthcare executives from a larger directory framework of more than
300 statements. The Consortium worked to finalize and
validate a list of competencies and to ensure the
competency model is applicable to healthcare leaders
on a global level. NURS 4020 – Leadership Competencies in Nursing and Healthcare.
Leadership Competencies for Health Services Managers 11
7. In January 2015, a third meeting was hosted by PAHO
in Washington, DC to review the updated Competency
Directory, move forward with the call to action and
develop a communication plan. The Competency
Directory was approved by the Consortium, which was
renamed the Global Consortium for Healthcare
Management Professionalization.
8. The Competency Directory resulted from consensus
building among the largest possible representation of
healthcare management associations and groups in the
world. It is a cornerstone for enhancing the professionalization of healthcare managers. It will serve as
a universal reference that can be customized in each
country to advance the credentials of healthcare
leaders.
9. The Competency Directory is a first step of an
ambitiousinitiative to professionalize healthcare
management, and therefore the Global Consortium
for Healthcare Management Professionalization is
putting forward a call to action to further mobilize all
key stakeholders in the health arena. NURS 4020 – Leadership Competencies in Nursing and Healthcare.

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