Frontiers of Health Services Management最新文献

Integrating neuroscience strategies in the creation of leadership development programs can significantly increase their effectiveness. Neuroscience offers insights into how the brain processes information, learns, and adapts, allowing program designers to tailor leadership training to specific individual needs and thereby generate optimal outcomes. Understanding brain functions related to leadership skills-such as decision-making, emotional regulation, and stress management-is crucial for effective leadership performance. Programs should leverage this knowledge by incorporating activities that stimulate the brain regions responsible for these skills. For instance, interactive and experiential learning can engage the brain's prefrontal cortex, which is essential for executive functions like problem-solving. Negative stress impacts brain performance in a variety of ways, disrupting leadership performance. Neuroscience confirms that managing stress improves cognitive flexibility and critical thinking abilities. Training that includes mindfulness practices and other stress management techniques can help leaders stay focused and manage their emotions more effectively. Finally, incorporating social and collaborative learning opportunities aligns with the brain's social networks, which are essential for leadership development. Peer interactions and mentorship can enhance learning through social feedback and shared experiences. By applying these neuroscience-based strategies, leadership development programs can more effectively foster the cognitive and emotional skills necessary for effective leadership.

Back-to-back black swan events during the COVID-19 pandemic and the ensuing economic downturn hastened the rate of change in healthcare. Hospitals and healthcare organizations of all sizes and configurations are facing difficult decisions with greater consequences than ever before-for patients, communities, employees, and the delivery of quality care. It can feel like a leap into the unknown. It takes a different kind of leader to navigate this exponentially changing healthcare environment-and a different kind of training to ensure that those leaders develop the skills and mental models to advance systemic organizational change. Healthcare needs transformational leaders who have skills that go beyond subject matter expertise and business sense. We need leaders who emphasize people and purpose and who are willing to take risks to improve sustainability, access to care, and health equity and to build organizations that prioritize mission to the community and support those who choose healthcare as their calling.

The healthcare landscape is undergoing rapid transformation, marked by technological advancements, shifting patient demographics, and the increasing complexity of care delivery. In this ever-changing environment, the role of nurse leaders is more critical than ever. As we navigate the challenges of the 21st century, the development of the next generation of nurse leaders must be a top priority. This article explores the most effective approaches to nurturing leadership competencies in emerging nurse leaders, drawing on contemporary research and frameworks to guide our efforts.

Physicians are increasingly stepping into leadership roles that extend beyond the bedside. Their clinical expertise enhances quality outcomes, drives organizational change, and improves strategic decision-making. Physician leadership is critical for balancing quality patient care with the financial pressures faced by healthcare organizations today. With unique clinical credibility, physicians are well-positioned to influence strategic decisions, culture, and outcomes within their institutions.

Women represent an overwhelming majority of the healthcare workforce, yet they are significantly underrepresented in leadership positions, particularly at the executive and board levels. However, women are uniquely positioned to leverage traits such as compassion, transparency, and the ability to foster teamwork to lead organizations into the next phase of contemporary healthcare delivery. In the future, the pace with which women gain access to the C-suite will accelerate as organizations embrace diversity and select the best-qualified leaders in terms of both experience and leadership style that supports organizational culture. While the future for women in healthcare leadership looks bright, many women are currently struggling to reach the executive office, facing glass ceilings, competing priorities, and lack of access to support and guidance. In this article, I discuss the role of women in healthcare leadership and offer practical suggestions on how women can reach the top echelon and achieve their goals and aspirations.

As the healthcare market continues to evolve, technology plays a growing role in an integrated delivery system's ability to provide high-quality, cost-effective care. Healthcare leaders must be proactive and forward-thinking about their technology investments because the financial investment for technology innovation can be significant. Healthcare leaders must deliberately design the role of technology and develop a consistent method for evaluating, identifying, and prioritizing technology investments. The article describes technology's role in a healthcare organization as a window to the organization, a driver of business strategy, and a high-performance enabler. The article also develops a process for building a business case to ensure that an organization's technology investments are well-reasoned and will provide value. In addition, the article discusses the importance of combining people and process reengineering with new technology to exponentially increase the value of an organization. Healthcare leaders must understand the multiple roles of technology and consistently develop a business case when making technology investment decisions.

Children's Hospital of Philadelphia (CHOP) is a preeminent leader in pediatric healthcare delivery, research, and education. CHOP has three inpatient locations, 31 primary care centers, 16 ambulatory centers, and four dedicated research buildings. CHOP's health system provides care for children from around the world and close to home in West Philadelphia and Southern New Jersey. Technology innovation has been a key element to the hospital's success during the last 165 years.

Technology plays a role in nearly every aspect of healthcare delivery. Health systems must continually invest in new and existing technology and analytics platforms to scale initiatives, enable innovation, and achieve interoperability to meet the needs and expectations of patients and clinicians while remaining focused on the organization's mission and strategic priorities. In this process, decision-makers must determine how to allocate technological resources to platforms that meet clinical and administrative needs while reducing the need for frequent replacement or reconfiguration. Advances in artificial intelligence and its capabilities add urgency and complexity to technology investment decisions. An important consideration during this process is when to build new technology infrastructure and when to partner with existing companies and buy technology solutions. This case study explores a major academic medical center's approach to that decision, including the factors that influenced it and the outcomes of two solutions that were developed in-house.