The ACHE leadership competencies

The ACHE leadership competencies

Leadership competencies are essential to the success of health care leaders. Many of these competencies are developed through on-the-job training, administrative fellowship programs, professional conferences, and graduate education. As a graduate student, it is important that you are able to assess your own leadership competencies and develop a professional improvement plan to hone your skills and become an effective industry leader. For this Discussion, you examine the ACHE leadership competencies and consider how you might improve your own leadership skills.

To prepare:

• Review the document, ACHE Healthcare Executive 2019 Competencies Assessment Tool, which is in this week’s Learning Resources. Focus on the leadership competencies.
• Reflect on whether you meet these leadership competencies, and consider your strengths and weaknesses.

Note: For this Discussion, you are required to complete your initial post before you will be able to view and respond to your colleagues’ postings. Begin by clicking on the “Post to Discussion Question” link and then select “Create Thread” to complete your initial post. Remember, once you click submit, you cannot delete or edit your own posts and cannot post anonymously. Please check your post carefully before clicking Submit!

By Day 3

Post a cohesive response to the following:

Assess whether you meet the ACHE leadership competencies. Then, recommend at least three strategies to better meet competencies by building on your strengths and improving your weaknesses. Defend your recommendations. Support your response by identifying and explaining key points and/or examples presented in the Learning Resources.

Read a selection of your colleagues’ postings. Consider how your colleagues’ postings relate to the information presented in the Learning Resources and to your own posting.

By Day 5

Respond to at least two of your colleagues’ postings and continue the Discussion through Day 7. Expand on this Discussion by providing additional insights or alternative perspectives.

Learning Resources

Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.

Required Readings

Walston, S. L. (2018). Strategic healthcare management: Planning and execution (2nd ed.). Chicago, IL: Health Administration.

• Chapter 10, “Development and Execution of a Strategic Plan” (pp. 243-270)

Note: This chapter was assigned in Week 1. Please review it for this week.

• Chapter 14, “Strategic Leadership” (pp. 323-338)
• Chapter 15, “Implementing, Monitoring, and Evaluating Strategy” (pp. 339-359)

American College of Healthcare Executives. (2019). ACHE healthcare executive 2019 competencies assessment tool. Retrieved from https://www.ache.org/-/media/ache/career-resource-center/competencies_booklet.pdf

Bouaine, W., Charfeddine, L., Arouri, M., & Teulon, F. (2015). The influence of CEO departure and board characteristics on firm performance. The Journal of Applied Business Research, 31(2), 345–356.

Note: Retrieved from Walden Library databases.

Budak, F., & Kar, A. (2014). The importance of strategic leadership in healthcare management. IIB International Refereed Academic Social Sciences Journal, 5(15), 155–171.

Note: Retrieved from Walden Library databases.

Capasso, A., & Dagnino, G. B. (2014). Beyond the “silo view” of strategic management and corporate governance: Evidence from Fiat, Telecom Italia and Unicredit. Journal of Management & Governance, 18(4), 929–957.

Note: Retrieved from Walden Library databases.

Cossin, D., & Metayer, E. (2014). How strategic is your board? MIT Sloan Management Review, 56(1), 37–43.

Note: Retrieved from Walden Library databases.

Effelsberg, D., & Solga, M. (2015). Transformational leaders’ in-group versus out-group orientation: Testing the link between leaders’ organizational identification, their willingness to engage in unethical pro-organizational behavior, and follower-perceived transformational leadership. Journal of Business Ethics, 126(4), 581–590.

Note: Retrieved from Walden Library databases.

Green, A. E., Albanese, B. J., Cafri, G., & Aarons, G. A. (2014). Leadership, organizational climate, and working alliance in a children’s mental health service system. Community Mental Health Journal, 50(7), 771–777.

Note: Retrieved from Walden Library databases.

Schweitzer, J. (2014). Leadership and innovation capability development in strategic alliances. Leadership & Organization Development Journal, 35(5), 442–469.

Note: Retrieved from Walden Library databases.

Self, T. B., Matuszek, T., Self, D. R., & Schraeder, M. (2014). The weaver’s loom: A conceptual framework for facilitating transformational human resource management through the strategic integration of knowledge management and continuous improvement. Journal of Business and Management, 20(1), 87–104.

Note: Retrieved from Walden Library databases.

Shen, W., & Gentry, R. J. (2014). A cyclical view of the relationship between corporate governance and strategic management. Journal of Management & Governance, 18(4), 959–973.

Note: Retrieved from Walden Library databases.

Stout, L. R. (2015). Board governance: Reform-driven transformation and reexamination of fundamentals. Frontiers of Health Services Management, 31(4), 43–49.

Note: Retrieved from Walden Library databases.

Zastocki, D. K. (2015). Board governance: Transformational approaches under healthcare reform. Frontiers of Health Services Management, 31(4), 3–17.

Note: Retrieved from Walden Library databases.

SAMPLE ANSWER

The ACHE leadership competencies

The ACHE leadership competencies are primarily categorized into five areas including Business, Health and Healthcare Environment, Professional and Social Responsibility, Communication and Relationship Management, and leadership (American College of Healthcare Executives, 2019).  I meet most of the ACHE leadership competencies because I have always ensured equity in access to and delivery of care, commitment to share leading practices, integrity, educational standards, service improvement, and accountability and transparency.  I also find it difficult to apply basic business practices including collecting and evaluating relevant data that can be used to make effective decisions. However, I find it difficult exercising cultural sensitivity in communication when dealing with patients. I also have problems showing problem solving skills.  Therefore, committing to a lifelong and active learning of leadership practices and using the leadership practices executing daily activities is critical (Green, Albanese, Cafri, & Aarons, 2014).  Besides, focusing on equitable, just, and ethical behavior has helped to improve patient’s health outcomes.

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To build all ACHE leadership competencies I will have to enroll in a short business course in business to understand business concepts and theories that will help to manage information resources in the clinical databases and reporting system such as operational decision-support. Secondly, attending leadership forums, conferences, and workshops will give me an opportunity to identify areas of improvement including an opportunity to develop communication skills that would be critical in promoting professional roles and values, which are compatible with patient’s health and improvement of their health outcomes (Green, Albanese, Cafri, & Aarons, 2014).  Finally, I will use a personal educational strategy by using internet sources to find relevant books and journals that can help develop leadership and communication skills. Having skills that facilitate collaboration, team work, commitment, involvement and empowerment will contribute to improvement in healthcare.

References

American College of Healthcare Executives. (2019). ACHE healthcare executive 2019

competencies assessment tool. Retrieved from https://www.ache.org/-/media/ache/career-resource-center/competencies_booklet.pdf

Green, A. E., Albanese, B. J., Cafri, G., & Aarons, G. A. (2014). Leadership, organizational

climate, and working alliance in a children’s mental health service system. Community Mental Health Journal, 50(7), 771–777.

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