{"id":16199,"date":"2019-09-26T19:16:58","date_gmt":"2019-09-26T19:16:58","guid":{"rendered":"https:\/\/termpaperpros.com\/?p=16199"},"modified":"2025-06-18T04:52:11","modified_gmt":"2025-06-18T04:52:11","slug":"ethical-leadership-implicit-within-the-nhcl-competencies-is-the-value-of-ethical-leadership-t","status":"publish","type":"post","link":"https:\/\/nursingstudy.org\/examples\/ethical-leadership-implicit-within-the-nhcl-competencies-is-the-value-of-ethical-leadership-t\/","title":{"rendered":"Ethical Leadership Implicit within the NHCL competencies is the value of ethical leadership. T"},"content":{"rendered":"

Assessment 5 Context<\/p>\n

1 MHA-FP5014 Assessment 5 Context<\/p>\n

Change Leadership: Risk Management and Patient Safety Transforming from reactive to proactive mode requires health care executives to understand the competencies central to high-reliability organizational leadership. Youngberg (2011) outlines the relevant leadership competencies as:<\/p>\n

\u2022 The ability to reinforce the systems and structure to promote safety based on evidence drawn from the science of safety.<\/p>\n

\u2022 The ability to create a culture that develops and supports those who provide care and services to allow for greater capacity for teamwork, risk awareness, risk mitigation, and resiliency.<\/p>\n

\u2022 The ability to focus and align resources to create and promote advancements in safety. \u2022 The commitment to assure that evidence-based, patient-centered, and system-centered<\/p>\n

work is done. \u2022 The promise to all concerned that honest, ethical dialogue with patients is necessary<\/p>\n

when breaches in safety occur. (p. 296)<\/p>\n

Additionally, health care executives must understand the characteristics of high-reliability organizations and the associated risk management responsibilities. These characteristics include trust and transparency, reporting, flexibility in hierarchy, justice and accountability, engagement, and dedication to organizational learning (Youngberg, 2011).<\/p>\n

Themes for Success in Leadership \u2022 Shared sense of purpose. \u2022 Authenticity. \u2022 A hands-on approach. \u2022 Data-driven, accountable, high standards. \u2022 Focus on results. \u2022 Clarity of expectations. \u2022 A collaborative culture. \u2022 Respect. \u2022 Limited hierarchy. \u2022 Open communication. \u2022 Teamwork (Youngberg, 2011).<\/p>\n

The National Patient Safety Goals and Strategic Direction The National Patient Safety Goals and Strategic Direction outlined by the National Quality Forum (n.d.), CMS requirements (HHS, n.d.), and the Joint Commission (2017) standards make it clear that effective leaders must be transformational. The National Center for Healthcare Leadership (NCHL) Competencies for Healthcare Executives includes three domains:<\/p>\n

\u2022 Quality. Risk Management, and Regulatory Compliance. It is appropriate to reflect upon how quality, risk, and regulatory compliance are affected, given the strategic direction from CMS and the NCHL competencies requisite for transformational leadership (HHS, n.d.; NCHL, n.d.).<\/p>\n

Assessment 5 Context<\/p>\n

2 MHA-FP5014 Assessment 5 Context<\/p>\n

Personal Reflection You may wish to reflect upon your own leadership development plans, and assess high- impact competencies for implementation of the content and context of this course. It may be interesting to compare your ratings from before you began this course to your assessment of NCHL competencies, now that you have entered the final phase of the course. If you were to construct a balanced scorecard for your organization, which areas would your position effect? Take a step outside the mechanics of data analysis, strategic direction, and industry and consider your role as a future health care leader.<\/p>\n

Ethical Leadership Implicit within the NHCL competencies is the value of ethical leadership. The American College for Healthcare Executives\u2019 code of ethics serves as a reminder that our actions should be patient- and community-focused (ACHE, n.d.). As a health care leader, you will be expected to own the vision and mission, support the strategic direction, and remain flexible while upholding your role as fiduciaries.<\/p>\n

Professional Communication Another aspect of leading within this dynamic industry is the need to practice professional communications. What are the most appropriate forms of communication to support your efforts? E-mail and social media communications are fraught with potential miscommunication and liability issues. It is important to explore issues associated with a professional communication.<\/p>\n

References American College of Healthcare Executives. (n.d.). ACHE code of ethics. Retrieved from<\/p>\n

National Center for Healthcare Leadership. (n.d.). NCHL Health Leadership Competency Model. Retrieved from http:\/\/www.nchl.org\/static.asp?path=2852,3238<\/p>\n

National Quality Forum. (n.d.). NQF\u2019s mission and vision. Retrieved from http:\/\/www.qualityforum.org\/About_NQF\/Mission_and_Vision.aspx<\/p>\n

The Joint Commission. (2017). Facts about the national patient safety goals. Retrieved from http:\/\/www.jointcommission.org\/facts_about_the_national_patient_safety_goals<\/p>\n

U.S. Department of Health & Human Services. (n.d.). Accountable care organizations. Retrieved from http:\/\/oig.hhs.gov\/compliance\/accountable-care-organizations\/index.asp<\/p>\n

Youngberg, B. J. (2011). Principles of risk management and patient safety. Sudbury, MA: Jones and Bartlett.http:\/\/www.ache.org\/ABT_ACHE\/code.cfmhttp:\/\/www.nchl.org\/static.asp?path=2852%2C3238http:\/\/www.qualityforum.org\/About_NQF\/Mission_and_Vision.aspxhttp:\/\/www.jointcommission.org\/facts_about_the_national_patient_safety_goalshttp:\/\/oig.hhs.gov\/compliance\/accountable-care-organizations\/index.asp<\/p>\n