7

Healthcare Leadership
Competency
dr.Adib A.Yahya,MARS
9 FEBRUARI 2017
Interprofessional Competency
for Healthcare Leadership

2
Interprofessional Competency Model
for Healthcare Leadership

The model is based on the definition of “competency”

as those behavioral and technical characteristics
(competencies) that discriminate outstanding
leadership
performance from typical performance across the
health professions (Spencer, McClelland, and Spencer
1994).

The model includes three domains—transformation,

execution, and people—and 18 behavioral
competency categories or constructs and 8 technical
competencies.
Interprofessional Competency Model
for Healthcare Leadership
 The Healthcare Leadership
Alliance Competency Model
Transformation competencies :
1.Achievement Orientation:
– A concern for surpassing a standard of excellence. The
standard may be one’s own past performance (striving
for improvement), an objective measure (results
orientation), outperforming others (competitiveness),
challenging goals, or something that has been done
previously (innovation).
2.Analytical Thinking:
– The ability to understand a situation, issue, or problem
by breaking it into smaller pieces or tracing its
implications in a step-by-step way. It includes organizing
the parts of a situation, issue, or problem systematically;
making systematic comparisons of different features or
aspects; setting priorities on a rational basis; and
identifying time sequences, causal relationships, or if-
then relationships.
3.Community Orientation:
– The ability to align one’s own and the organization’s
priorities with the needs and values of the community,
including its cultural and ethnocentric values, and to
move health forward in line with population-based
wellness needs and the national health agenda.
4.Financial Skills:
– The ability to understand and explain financial and
accounting information, prepare and manage budgets,
and make sound long-term investment decisions.
5.Information Seeking:
– An underlying curiosity and desire to know more about
things, people, or issues, including the desire for
knowledge and staying current with health,
organizational, industry, and professional trends and
developments.
6.Innovative Thinking:
– The ability to use creative and conceptual thinking or
inductive reasoning to identify patterns or connections
between situations that are not obviously related, as
well as key or underlying issues in complex situations.
7.Strategic Orientation:
– The ability to draw implications and conclusions in
light of the business, economic, demographic,
ethnocultural, political, and regulatory trends and
developments and to use these insights to develop an
evolving vision for the organization and the health
industry that results in long-term success and viability.
Execution competencies :
1.Accountability:
– The ability to hold people accountable to standards of
performance or ensure compliance using the power of
one’s position or force of personality appropriately
and effectively, keeping the long-term good of the
organization in mind.
2.Change Leadership:
– The ability to energize stakeholders and sustain their
commitment to changes in approaches, processes,
and strategies.
3.Collaboration:
– The ability to work cooperatively with others as part of
a team or group, including demonstrating positive
attitudes about the team, its members, and its ability
to get its mission accomplished.
4. Communication:
The ability to speak and write in a clear, logical, and
grammatical manner in formal and informal situations;
to prepare cogent business presentations; and to
facilitate a group.
5. Impact and Influence:
The ability to persuade and convince others (individuals
or groups) to support a point of view, position, or
recommendation.
6. Information Technology Management:
The ability to see the potential in, understand, and use
administrative and clinical information and decision-
support tools, including the potential of the World
Wide Web.
7. Initiative:
The ability to anticipate obstacles, developments, and
problems by looking ahead several months or more
than a year.
8. Organizational Awareness:
The ability to understand the formal and informal
decision making structures in an organization or
industry (e.g., stakeholders, suppliers), including
identifying who the real decision makers are and the
individuals or processes that influence them.
9. Performance Measurement:
The ability to understand and use statistical and
financial methods and metrics to set goals and to
measure clinical and organizational performance as
well as a commitment to and use of evidence-based
techniques.
10.Process Management and Organizational Design:
– The ability to analyze and design or improve an
organizational process, including incorporating the
principles of quality management as well as
customer satisfaction.
11.Project Management:
– The ability to plan and execute a multiyear,
multimillion dollar project with significant scope and
impact as well as manage a team. Examples include
constructing a major building, implementing an
enterprise-wide system (patient tracking, SAP), or
development of a new service line.
People competencies :
1.Human Resources Management:
– The ability to implement employment practices that
comply with legal and regulatory requirements and to
represent contemporary approaches to human
resources policies.
2.Interpersonal Understanding:
– The ability to accurately hear and understand the
unspoken or partly expressed thoughts, feelings, and
concerns of others.
3.Professionalism:
– The demonstration of ethics and professional
practices as well as stimulating social accountability
and community stewardship. The desire to act in a
way that is consistent with one’s values and what
one says is important.
4.Relationship Building:
– The ability to establish, build, and sustain
professional contacts for the purpose of building
networks of people with similar goals and that
support similar interests.
5.Self-Confidence:
– A belief and conviction in one’s own ability, success,
and decisions or opinions when executing plans and
addressing challenges.
6.Self-Development:
– The ability to see an accurate view of one’s own
strengths and development needs, including one’s
impact on others. A willingness to address needs
through self-directed learning and trying new
leadership approaches.
7. Talent Development:
– The drive to build the breadth and depth of the
organization’s human capability, including
supporting top-performing people and taking a
personal interest in coaching and mentoring high-
potential leaders.
8. Team Leadership:
– The ability to see oneself as a leader of others,
from forming a top team that possesses balanced
capabilities to setting the mission, values, and
norms and holding team members accountable for
results individually and as a group.
The Healthcare Leadership Alliance
Competency Model

15
The Healthcare Leadership Alliance Competency Model
 The Healthcare Leadership Alliance Competency Model
1. Communication and Relationship Management:
– The ability to communicate clearly and concisely with
internal and external customers, to establish and
maintain relation-ships, and to facilitate constructive
interactions with individuals and groups
2. Leadership:
– The ability to inspire individual and organizational
excellence, to create and attain a shared vision, and to
successfully manage change to attain the
organization's strategic ends and successful
performance
3. Professionalism:
– The ability to align personal and organizational
conduct with ethical and professional standards that
include a responsi-bility to the patient and community,
a service orientation, and a commitment to lifelong
learning and improvement
4. Knowledge of the Healthcare Environment:
The demonstrated understanding of the healthcare
system and the environment in which healthcare
managers and providers function
5. Business Skills and Knowledge:
The ability to apply business principles, including
systems thinking, to the healthcare environment; basic
business principles include :
a) financial management,
b) human resource management,
c) organizational dynamics and governance,
d) strategic planning and marketing,
e) information management,
f) risk management, and
g) quality improvement
 CORE COMPETENCIES OF
ENTREPRENEURIAL HEALTH CARE LEADERS

the core competencies of entrepreneurial health care leaders diverge

from the traditional roles of managers.
Specifically,in the volatile health care environment, certain
competencies of leaders are more effective than others
3 overlapping domains of core competencies required by
entrepreneurial health care leaders:
- (1) external focus when coping with environment and systemic
changes,
- (2) internal intent when leading the organization through conflicts
and crises, and
- (3) self directed or interpersonal competencies.
To be successful, the entrepreneurial leader must be knowledgeable and
must practice skills found in all 3 domains because mastering only1 or
2 areas of core competencies is inadequate for effective organizations.

19
 Interpersonal
Competencies :

-Develop Self
-Develop Others :
. Communication.
. Human Resources
. Motivation

HC System&
Environment
Competencies :
-Knowledge of System,
Environment,Communities,
and Stakeholders
- Development of Risk Taking,
Innovative Strategies
Organizational
Competencies :
Innovation Decision Making
Performance Management
-Information Management
-Financial Management
-Risk Management
-Quality Management
20
The Healthcare Leadership Alliance Competency Model
MODIFIKASI PERMAPKIN
 1. 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.

Communication and Relationship Management includes:

A. Relationship Management
B. Communication Skills
C. Facilitation and Negotiation
A. Relationship Management

Organizational structure and relationships

Build collaborative relationships
Demonstrate effective interpersonal relations
Develop and maintain medical staff relationships
Develop and maintain supplier relationships
Identify stakeholder needs/expectations
Provide internal customer service
Practice and value shared decision making
B. Communication Skills

Public relations
Principles of communication and their specific applications
Sensitivity to what is correct behavior when communicating with
diverse cultures, internal and external
Communicate organizational mission, vision, objectives and
priorities
Identify and use human and technical resources to develop and
deliver communications
Prepare and deliver business communications, including meeting
agendas, presentations, business reports and project
communications plans
Present results of data analysis to decision makers
Provide and receive constructive feedback
Use factual data to produce and deliver credible and
understandable reports
C. Facilitation and Negotiation

Mediation, negotiation and dispute resolution techniques

Team building techniques
Labor relations strategies
Build effective physician and administrator leadership teams
Create, participate in and lead teams
Facilitate conflict and alternative dispute resolution
Facilitate group dynamics, process, meetings and discussions
 2. Leadership & Entrepreunership
Leadership :
The ability to inspire individual and organizational excellence,
create a shared vision and successfully manage change to
attain the organization’s strategic ends and successful
performance. According to the HLA model, leadership
intersects with each of the other four domains.
Leadership includes:
A. Leadership Skills and Behavior
B. Organizational Climate and Culture
C. Communicating Vision
D. Managing Change

Entrepreunership :
- Specific core competencies required by health care leaders
who are innovative, risk-taking, and opportunity-drive
entrepreneurs.
- The development of entrepreneurial leaders is necessary for
optimal performance,
A. Leadership Skills and Behavior

Leadership styles/techniques
Leadership theory and situational applications
Potential impacts and consequences of decision making in situations both
internal and external
Adhere to legal and regulatory standards
Champion solutions and encourage decision making
Develop external relationships
Collaborative techniques for engaging and working with physicians
Incorporate and apply management techniques and theories into leadership
activities
Foster an environment of mutual trust
Support and mentor high-potential talent within the organization
Advocate and participate in healthcare policy initiatives
B. Organizational Climate and Culture
Create an organizational climate that encourages teamwork
Create an organizational culture that values and supports
diversity
Knowledge of own and others’ cultural norms
Assess the organization, including corporate values and culture,
business processes and impact of systems on operations

C. Communicating Vision
Establish a compelling organizational vision and goals
Create an organizational climate that facilitates individual
motivation
Encourage a high level of commitment to the purpose and
values of the organization
Hold self and others accountable for organizational goal
attainment
Gain physician buy-in to accept risk and support new business
ventures
D. Managing Change

Promote and manage change

Explore opportunities for the growth and development of the
organization on a continuous basis
Promote continuous organizational learning/improvement
Anticipate and plan strategies for overcoming obstacles
Anticipate the need for resources to carry out initiatives
Develop effective medical staff relationships in support of the
organization’s mission, vision and strategic plan
 3. Professionalism

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.

Professionalism includes:
A. Personal and Professional Accountability
B. Professional Development and Lifelong Learning
C. Contributions to the Community and Profession
A. Personal and Professional Accountability

Patient rights and responsibilities

Ethics committee’s roles, structure and functions
Consequences of unethical actions
Organizational business and personal ethics
Cultural and spiritual diversity for patients and staff as they
relate to healthcare needs
Conflict of interest situations as defined by organizational
bylaws, policies and procedures
Professional roles, responsibility and accountability
Professional standards and codes of ethical behavior
Balance professional and personal pursuits
Uphold and act upon ethical and professional standards
Adhere to ethical business principles
B. Professional Development and Lifelong Learning

Professional norms and behaviors

Professional societies and memberships
Contribute to professional knowledge and evidence
Time and stress management techniques
Conduct self-assessments
Network with colleagues
Participate in continuing education and career planning
Acquire and stay current with the professional body of
knowledge
C. Contributions to the Community and Profession

Ethical implications of human subject research

Serve as the ethical guide for the organization
Practice due diligence to carry out fiduciary responsibilities
Mentor, advise and coach
Advocate for patients, families and communities
Advocate with physicians for the importance of hiring professionally
trained and certified administrators and supporting their professional
development
Participate in community service
 4. Knowledge of the Healthcare Environment

The understanding of the healthcare system and the

environment in which healthcare managers and providers
function.

Knowledge of the Healthcare Environment includes:

A. Healthcare Systems and Organizations

B. Healthcare Personnel
C. The Patient’s Perspective
D. The Community and the Environment
A. Healthcare Systems and Organizations

Healthcare and medical terminology

Managed care models, structures and environment
The interdependency, integration and competition among healthcare
sectors
Levels of healthcare along the continuum of care
Levels of service from a business perspective
Evidence-based management practice
Healthcare economics
Requirements for nonprofit healthcare organizations
The interrelationships among access, quality, cost, resource
allocation, accountability and community
Funding and payment mechanisms of the healthcare system
B. Healthcare Personnel

Ancillary services
Physician roles
The healthcare sectors
Staff perspective in organizational settings
Nurse and allied health professionals’ scope of practice
Support services
Role of nonclinical professionals in the healthcare system
Educational funding for healthcare personnel
Workforce issues
C. The Patient’s Perspective
The patient’s perspective (e.g., cultural differences, expectations)

D. The Community and the Environment

Socioeconomic environment in which the organization functions
Healthcare trends
Implications of community standards of care
Healthcare technological research and advancements
Organization and delivery of healthcare
Community standards of care
Corporate compliance laws and regulations
Regulatory and administrative environment in which the
organization functions
Governmental, regulatory, professional and accreditation agencies
Legislative issues and advocacy
 5. Business Skills and Knowledge

The ability to apply business principles, including systems thinking,

to the healthcare environment.

Business Skills and Knowledge includes:

A. General Management
B. Financial Management
C. Human Resource Management
D. Organizational Dynamics and Governance
E. Strategic Planning and Marketing
F. Information Management
G. Risk Management
H. Quality Improvement
A. General Management
Ability to analyze and evaluate information to support a decision or
recommendation
Ability to distinguish relevant from irrelevant information
Ability to integrate information from various sources to make decisions or
recommendations
Collect and analyze data from internal and external sources relevant to each
situation
Basic business contracts
Techniques for business plan development, implementation and assessment
Justify a new business model or business plan
Principles of public affairs and community relations
The functions of organizational policies and procedures
Analyze the current way of doing business and clinical processes
Anticipate cause-and-effect relationships
Conduct needs analysis, identify and prioritize requirements
Define problems or opportunities
Distinguish between important and unimportant aspects of business
and clinical situations as a basis for sound decision making
Identify alternate processes and potential solutions
Promote and apply problem-solving philosophies
Utilize comparative analysis strategies
Demonstrate critical thinking and analysis
Prioritize or triage as necessary to ensure critical functions are
repaired, maintained or enhanced
Broad systems connections—potential impacts and consequences of
decisions in a wide variety of situations both internal and external
Systems theory
Systems thinking
Champion systems thinking
Identify how a system design accommodates business processes
Seek information from a variety of sources
Evidence-based practice
Facilities planning
Inventory control systems
Project management
Purchasing procurement
Develop work plans
Perform audits of systems and operations
Management functions
Assess organizational perception of systems effectiveness and departmental
effectiveness
Develop requests for information and requests for proposals
Manage vendor contracts
Measure quantitative dimensions of systems and departmental effectiveness
Organize and manage the human and physical resources of the organization to achieve
input, buy-in and optimal performance
B. Financial Management
Basic accounting principles
Financial management and analysis principles
Financial planning methodologies
Financial statements
Outcomes measures and management
Reimbursement principles, ramifications and techniques, including rate setting and contracts
Principles of operating, project and capital budgeting
Fundamental productivity measures
Financial controls and auditing principles
Revenue generation
Asset management, including facilities, equipment, etc.
Analyze financial reward versus risk
Apply financial planning methodologies to organizational objectives
Develop accounting and financial control systems
Develop and use performance monitoring metrics
Develop coding and reimbursement policies and procedures
Establish business relationships with financial advisors
Maintain compliance with tax laws and filing procedures
Negotiate third-party contracts
Provide stewardship of financial resources
Potential impacts and consequences of financial decision making on operations, healthcare, human resources and quality
of care
C. Human Resource Management

Human resources laws and regulations

Performance management systems
Recruitment and retention techniques
Staffing methodologies and productivity management
Employee satisfaction measurement and improvement techniques
Employee motivational techniques
Compensation and benefits practices
Worker safety, security and employee health issues
Conflict resolution and grievance procedures
Organizational policies and procedures and their functions
The need for and/or desirability of outsourcing
The varying work environments in which staff work
Define staff roles, responsibilities and job descriptions
Manage departmental personnel processes, including performance appraisals;
incentives; staff recruitment, selection and retention; training and education;
coaching and mentoring
Job classification systems
Develop and implement policies and procedures with physicians to address
physician behavioral and burnout issues
Develop and manage employee performance management systems
Develop effective physician recruitment and retention programs
Develop employee benefit and assistance plans
Engage in workforce planning
Evaluate and manage employee efficiency and productivity
Potential impacts and consequences of human resources
Decision making on operations, finances, healthcare and quality of care
D. Organizational Dynamics and Governance

Organization systems theories and structures

How an organization’s culture impacts its effectiveness
Governance theory
Governance structure
Medical staff structure and its relationship to the governing body and facility
operation
Public policy matters and legislative and advocacy processes
Organizational dynamics, political realities and culture
Principles and practices of management and organizational behavior
Build trust and cooperation between/among stakeholders
Construct and maintain governance systems
Document and implement policies and procedures
Evaluate and improve governing bylaws, policies and processes
Facilitate physician understanding and acceptance of good business management
Manage the performance of subsystems in a manner that optimizes the whole
synergy
Interpret and integrate federal, state and local laws and regulation
E. Strategic Planning and Marketing

Business plan development and implementation process

Business planning, including business case and exitstrategy development
Evaluate whether a proposed solution aligns with the organizational business
plan
Marketing principles and tools
Marketing plan development
Manage projects and/or resources
Healthcare system services
Implementation planning
Crisis and disaster planning
Characteristics of strategic decision support
Strategic planning processes development and implementation
Develop and monitor departmental strategic and tactical objectives
Develop a benefits realization model that measures product or service
performance to ensure that strategic goals are met
Organizational mission, vision, objectives and priorities
Plan for business continuance in the face of potential disasters that could
disrupt service delivery
Pursuing and establishing partnerships and strategic alliances
F. Information Management
Application software
Characteristics of administrative systems/programs
Characteristics of clinical systems/programs
Confidentiality principles and laws
Data analysis, including manipulation, understanding of and ability to explain data
Electronic education and information resources and systems
Health informatics
Information systems planning and implementation
Technology trends and clinical applications
Principles of database and file management
Technology privacy, confidentiality and security requirements
Role and function of information technology in operations
Testing and evaluation activities of IT systems
Information systems continuity
Analyze problem reports for trends
Conduct demonstrations, evaluate and select healthcare IT systems
Ensure accuracy and integrity of data
Compatibility of software, hardware and network components to facilitate business operations
Ensure staff members are trained to use information systems
Evaluate results of a system security/privacy effectiveness assessment
Integrate IT systems that support decision making
Link the IT plan to the business plan
Monitor IT systems’ sustainability, reliability and maintainability
Monitor and adjust IT system capacity
Recommend policies and procedures for information management systems
G. Risk Management

Risk management principles and program

Confidentiality principles and laws
Corporate compliance laws and regulations
Medicare/Medicaid/third-party payment regulations
Inspection and accrediting standards, regulations and organizations
Patients’ rights, laws and regulations
Compliance with regulatory agencies and tax status requirements
Contingency planning
Corporate history and record-keeping procedures
Credentialing, medical malpractice and professional liability
Personnel and property security plans and policies
Professional resource networks for risk-related activities
Risk assessments and analyses
Risk mitigation
Risks related to personnel management
Risks related to quality management and patient safety
Conflict resolution and grievance procedures
Establish patient, staff and organizational confidentiality policies
Maintain compliance with government contractual mandates
Plan for business continuance in the face of potential disasters
that could disrupt service delivery
H. Quality Improvement

Benchmarking techniques
Medical staff peer review
Clinical methodologies
Utilization review and management regulations
Clinical pathways and disease management
National quality initiatives, including patient safety
Knowledge of tools for improving patient safety
Customer satisfaction principles and tools
Data collection, measurement and analysis tools and techniques
Patient communication systems
Quality improvement theories and frameworks
Quality planning and management
Recognition of quality as a strategic initiative
Training and certification
Develop and implement performance and process improvement programs
Develop and implement quality assurance and patient satisfaction programs
Develop clinical pathway structure and function
 Everybody will be happy

TERIMAKASIH 51