Introduction
Leadership is an integral part of the functioning of any organization. The correct organization’s work structure contributes to the effective achievement of goals and objectives and the achievement of the highest key productivity indicators. Moreover, within the framework of healthcare, leadership contributes to improving the quality of medical services and the degree of patient satisfaction. However, the central area of concern is maintaining a balance between successful leadership and maintaining relationships with payers, employers, physicians, and nurses. Thus, leaders should be able to maintain productive and strong relationships with healthcare providers while maintaining the functions of monitoring and managing the resources of the health organization.
The Essence of Leadership
First of all, it is necessary to consider what leadership is and what components it should comply with. Thus, this phenomenon implies the use of various tactics and strategies to establish an effective process of work for a medical institution and its staff. Research states that” influential leaders adapt their leadership style to the nature of the task, the staff’s capacity and experience with the task and the environment” (Belrhiti et al., 2018, p. 1074). For some individuals, too strict and restrictive work styles in a medical organization may seem unacceptable, which can cause an adverse reaction and deterioration of activity. Moreover, it is often happening that relationships between leaders and employed physicians, nurses, and payers are not as satisfying as expected. The need for this aspect is caused by the complexity and multitasking of the process of providing medical services.
The Importance of Balance
Thus, when managing within a healthcare institution, individuals should be able to interact with all sides of the process. Among them, payers, employers, physicians, and nurses are of particular importance. Each of these representatives of the healthcare sector has their own tasks, thereby requiring a structured and individual approach to management. Maintaining a balance between the control of these aspects of activity and balanced relationships will ensure the most comfortable workplace with a reduced number of stressful situations.
Properly established relations between leaders and subordinates have a direct impact on the quality of services provided. Moreover, it is noted that “leadership not only improves major clinical outcomes in patients but also improves provider well-being by promoting workplace engagement and reducing burnout” (Hargett et al., 2017, p. 69). Thus, positive and healthy relationships between healthcare providers contribute to an increased level of staff involvement and a reduction in layoffs due to stress and conflict. Hostile relations between leaders and other staff can result from disobedience and incorrect activities, which can lead to harm to patients in the first place. Moreover, it concerns mutual work on the development of care and treatment strategies. If there are inconsistencies between the participants in the medical decision-making process, the procedures for developing treatment plans may not have the necessary effectiveness and usefulness.
Motivation and Communication
Leaders play a significant role not only in building relationships between payers, employers, physicians, and nurses but are also the primary motivators. Hence, their task becomes to provoke the staff to be active and practical activity. In addition, the leader has a significant role in provoking innovation in the workplace (Chatterjee et al., 2018). This aspect may also concern the creation of a good and comfortable workplace in which all subordinates understand the criticality of observing the boundaries between leaders and employees. The research underlines that “broad socio-ecological challenges require the engagement of diverse perspectives and ways of knowing and the meaningful engagement” (McKimm et al., 2020, p.1123). Moreover, it is necessary to establish communication channels since this is also an integral part of the provision of medical care and the preservation of links between participants in this process (Brown, 2020). This is necessary to establish an understanding of what is required of providers, what tasks they should perform, and what their role is in the provision of medical services.
Conclusion
Thus, this work considers the need to build a balanced and full-fledged relationship between medical leaders with payers, employers, physicians, and nurses. These participants in the process of care and treatment have an integral role in the effectiveness of outcomes of health services. This applies to the preparation of treatment plans and prescribing medications. Thus, leaders should build a process of personnel control and involvement of other parties in such a way as to maintain subordination but at the same time avoid conflicts. This is due to the fact that a hostile environment in the workplace can affect the occurrence of stressful situations, burnout, and dismissal.
In addition, due to the fact that leaders need to follow specific strategies, a favorable atmosphere in the workplace will effectively influence the results of employees’ activities. It is also worth noting that development and innovation are also the prerogatives of these employees. This aspect also concerns staff training and ensuring the dissemination of awareness about the understanding that each person has special and individual responsibilities in the workplace. Therefore, with good relations with payers, employers, physicians, and nurses, healthcare organizations are ensured success and productivity.
References
Belrhiti, Z., Giralt, A. N., & Marchal, B. (2018). Complex leadership in healthcare: a scoping review. International Journal of Health Policy and Management, 7(12), 1073-1084. Web.
Brown, A. (2020). Communication and leadership in healthcare quality governance: Findings from comparative case studies of eight public hospitals in Australia. Journal of Health Organization and Management, 34(2), 144-161. Web.
Chatterjee, R., Suy, R., Yen, Y., & Chhay, L. (2018). Literature review on leadership in healthcare management. Journal of Social Science Studies, 5(1), 38-47. Web.
Hargett, C. W., Doty, J. P., Hauck, J. N., Webb, A. M., Cook, S. H., Tsipis, N. E., Neumann, J.A., Andolsek, K.M., & Taylor, D. C. (2017). Developing a model for effective leadership in healthcare: a concept mapping approach. Journal of Healthcare Leadership, 9, 69. Web.
McKimm, J., Redvers, N., El Omrani, O., Parkes, M. W., Elf, M., & Woollard, R. (2020). Education for sustainable healthcare: leadership to get from here to there. Medical Teacher, 42(10), 1123-1127. Web.