Introduction
It is essential to comprehend the importance of leaders and their strategies in the growth, development, and sustainability of promoting evidence-based practice (EBP) in the healthcare setting as well as its improved outcomes.
Discussion
The personnel in leadership capacity know how to explain and put into use the importance of the use of EBP on both a long-term and short-term basis According to Priore (2021), such professionals use their experience in observing and identifying the positive contributions of EBP in creating a conducive environment for the growth, development, and continued evolution of the implementation of EBP. This is further amplified by Priore (2021) who argues that the personnel who encourage their peers to question and identify the possible sections that could use research, development, and acceptance and implementation of changes to implement the development of healthcare settings that foster patient (client) outcomes.
Conversely, economic models are implemented to aid in controlling spending that is unnecessary and instigates the healthcare setting or patient to eventually foot the bill. By analyzing the various outcomes associated with materials and behavioral changes that create high healthcare costs, leadership economic models help significantly in increasing patient trust based on healthcare personnel and services offered at a particular time (Priore, 2021). The author also insists that framing recognizable and dependable economic models and ensuring their safety, prosperity, and success greatly boosts the patients’ outcomes. This is because it significantly reduces the spontaneous and unnecessary behaviors and spending that would negatively affect or impact the patient.
Conclusion
Consequently, when patients are fully satisfied with the facility’s leadership and its economic models, their outcomes are greatly achieved, and they are at a reduced risk of rehospitalization, hence reduced expenditure.
Reference
Priore, R. J. (2021). Changing times point to new directions in clinical service line leadership. Frontiers of Health Services Management, 37(3), 41-47.