When Clinicians Lead

Leadership, functional processes and strategy strategies are the secret to organizational performance. The position of many healthcare companies lies primarily in health organizations’ delivery of services, growth, sustainability and profitability as industry competitiveness and innovation. Specializing in the provision of health care services involves cross-professional partnerships in the management of the company. A holistic approach to corporate transformation, strategic planning, and decision-making is a step towards viable changes. Various challenges are facing the management of healthcare systems across the globe. The management of the respective healthcare facilities, regulatory organs and the government units are faced with leadership lapses that have created a disjunction in policy formulation, implementation and implementation. Both the private and the public healthcare bodies are having problems in long-term projection and strategic choices. Leadership in the healthcare industry is adopting an exclusive approach where medical practitioners are secluded from the leadership of the healthcare organizations. While doctors and clinicians have the first-hand experience with the clients, leadership decision making is mandated administrators who in most cases are not health care professionals. Understanding the implications of incorporating clinicians in the health care management systems is a great step towards making me more efficient in my practice as a clinician as far as leadership is concerned.

Clinicians have an upper hand in the development of patient-specific health care products and programs for organizational success. The direct link between the clinicians and the consumers of healthcare products allows the doctors to understand the real time problems faced by the clients in accessing and utilizing health care services. Designing programs and products that are specific to the needs of the patients is a great step towards enhancing efficiency and quality in health care service delivery. As a clinicians I have a primary responsibility to the patients and by being incorporated in the administrative positions; I will be able to extend the responsibility I have on the patients into the organizational structure (Mountford & Webb, 1-7).

Clinicians are more reliable in the making of rapid and complex decision making in the health care administrative systems. Daily decisions in the medical field involve life and death choices. By being involved in the healthcare leadership through a distributed leadership model, top-down and bureaucracy in healthcare administration will be eliminated thus enhancing quick decisions making and faster, efficient service delivery. The overall organizational decision model guided by the developed norms and aims is more fruitful when all the stakeholders in the system are involved in its formulation and subsequent implementation (Mountford & Webb, 1-7).

Involving clinicians in the leadership positions of health care systems creates more acceptance and act as a motivational platform for the medical practitioners. Creating a leadership model composed of people who have limited technical know-how of the operations in the medical field is bound to face challenges. The medical field is guided by the medical practitioners’ code of conduct. The involvement of the clinicians in the health care leadership structures allows for the incorporation of the medical practitioners’ interests in decision making to enhance acceptance and motivation (Mountford & Webb, 1-7). I can be more efficient at work when organizational programs are formulated to encompass my concerns as a medical practitioner.

Conclusion

While medical practitioners who want to develop careers in practicing medicine may be reluctant in assuming leadership roles, the involvement of clinicians in the strategy formulation and decision making is paramount. The close interactions between clinicians and the patients and the technical know-how of the medical practice allows clinicians to understand the patient needs, challenges and areas of improvements for prudent healthcare leadership policy formulation.

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Work Cited

Mountford, James & Webb, Caroline. When Clinicians Lead. United Kingdom, London: McKinsey & Company. 2009.