In this HCA-680: Leadership in Health Care course, students learn key leadership principles and skills critical to their development as health care professionals capable of leading change initiatives that align with the strategic vision of health care organizations and the evolving landscape of health care. Additionally, students also assess their own leadership qualities, an organization’s readiness for change, and barriers that may affect the adoption of innovations and quality improvement processes. Most importantly, with our HCA-680: Leadership in Health Care assignment help, students will be encouraged to work towards honing problem-solving, teamwork, and communication skills necessary for leading initiatives within health care organizations.
Table of Contents
7 Leadership principles to be a great leader.
1. Be a leader
In order to be a great leader in the healthcare industry, you must be able to offer a clear vision of the future or a path for others to follow. Lacking this ability is often unsettling for everybody which means they will have trouble following you. During times of despair, you as a healthcare leader should have an added responsibility to fill the void, to provide direction and reassurance, and to support and empower people to keep delivering their best work, in a calm and creative environment.
According to Alison Chadwick, the following are some characteristics of resilient leaders:
- The ability to move on and forgive
- Humility
- Belief in purpose.
- Taking full responsibility.
- Optimistic and realistic
- Value others’ opinions, confidence in your own
- Self-acceptance
2. Do the basics well.
In the business world, only a small number of businesses escape the period of undergoing peaks and troughs on a cyclical basis. This is mostly because in times of feast and famine it’s all too easy to lose sight of the basics, the fundamentals which hold the agency together, and which permit employees to think and act beyond the strict confines of their individual job descriptions.
Therefore, it is crucial for leaders to continue investing the time required to do the basics well – to define their purpose and values, and to set a clear vision and plan for the future.
3. Avoid politics and economics getting in your way
To be a great leader, you should not allow political and economic changes to prevent you from working with the very best people in the world. Thus, you must remain flexible about how you work, where your team is based, and how you get paid.
4. Always find facts and know your clients properly.
In order to develop a deeper understanding of their clients, you should empower and encourage your agency account handlers and planners to proactively invest time that their clients simply don’t have, to understanding their challenges, customers, trends, and opportunities even better than they do. This requires the support and direction of agency leaders, especially if it’s at a cost to the agency, and in the face of an uncertain economic outlook.
5. You should be open to collaborations.
Typically, clients depend on agencies to put together networks of specialist people and companies that can provide the best possible solutions to their marketing challenges. This includes offering solutions for research and planning to production and implementation. Thus, they don’t need teams to be drawn from a single agency or to pay for idle resources through old-fashioned retainer contracts.
6. Be the best at what you do
A great leader is capable of protecting his/her agency from the many dangers of a falling economy. This can be done by ensuring that the agency is amongst the best in the market at what it does. To achieve this, the leader narrows the field and focus of their business. This helps the agency to do more of what they do best, and less of the rest.
