Evaluation of Health Leaders’ Views on Leadership Competencies and
Education
Olena Kapral, BHSc, MA (c) Brenda Gamble, PhD
National Health Leadership Conference
Halifax, NS, June 5, 2012
CIHR funding #CTP-79849
Policy Issues
The site of care is shifting from the hospital to the community
Interprofessional teams are delivering healthcare services in both the hospital and community
Are the skills needed to manage/lead different in the hospital and community sector?
Role of Managers
Many barriers exist that impede the successful implementation of IPTs, including a lack of management support
Essential for the delivery of quality services and achieving health outcomes (WHO, 2010)
Facilitate communication between the different professions
Give direction to partners and staff
Gain commitment from partners and staff
Facilitate change and manage resources to achieve better health services
Research Objectives
Identify healthcare leaders’ views on the competencies needed to successfully lead/manage in today’s healthcare system
Compare the views of hospital and community healthcare leaders
Methods
An electronic questionnaire was distributed to members of the Canadian Home Care Association (CHCA, n=109) and Canadian College of Health Leaders* (CCHL, n=513)
The questionnaire included variables related to demographics, educational and employment history, and previous experience with the healthcare system
* Formerly known as the Canadian College of Health Service Executives
CHCA CCHL
Healthcare Sector
83%
13%
4%
Community Sector
Government Sector
Other
8%
21%
18% 41%
11%
Hospital and Institution
Consulting
Roles and Responsibility
9%
14%
7%
21%
21%
29%
5%
5%
6%
18%
22%
43%
0% 20% 40% 60% 80% 100%
Other
Clinical
Planning
Management
Management + Planning
Management + Clinical
Percentage of Respondents
Re
sp
on
sib
ilit
y
CHCA
CCHL
Do you have a clinical background?
Type of clinical background:
Clinical background
6%
65%
14% 15% 9%
59%
20%
12%
CHCA
CCHL
65%
35%
57%
43%
0%
20%
40%
60%
80%
100%
Yes No
Pe
rc
en
tag
e o
f R
es
po
nd
en
ts
Views on Clinical Background
29%
75%
55%
41%
76%
51%
0% 50% 100%
A clinical background is NECESSARY to successfully lead/manage today in healthcare
A clinical background is ADVANTAGEOUS to successfully lead/manage today in healthcare
Certain clinical backgrounds are more ADVANTAGEOUS than others when it comes
to succeeding in a leadership/management position
Percentage of Respondents in Agreement
Sta
tem
en
t
CHCA
CCHL
CHCA Views on the Skills and Abilities Required to Successfully Lead and/or Manage
15%
5%
6%
34%
63%
5%
43%
9%
5%
18%
72%
8%
62%
23%
95%
52%
91%
95%
82%
100%
97%
23%
92%
0% 20% 40% 60% 80% 100%
Advocacy Skills
Career Planning
Communications
Community Development
Conflict Management
Critical Thinking
Innovation/Creativity
Leadership
Research Skills
Problem Solving Skills
Team Building Skills
Percentage of Respondents
Sk
ills
an
d A
bil
itie
s
Not Necessary Desirable Essential
CCHL Views on the Skills and Abilities Required to Successfully Lead and/or Manage
13%
13%
44%
68%
10%
66%
5%
4%
65%
9%
8%
52%
19%
90%
24%
88%
95%
78%
96%
22%
91%
91%
0% 20% 40% 60% 80% 100%
Advocacy Skills
Career Planning
Communications
Community Development
Conflict Management
Critical Thinking
Innovation/Creativity
Leadership
Research Skills
Problem Solving Skills
Team Building Skills
Percentage of Respondents
Sk
ills
an
d A
bil
itie
s
Not Necessary Desirable Essential
Competencies
According to CIHC (2007): “In the health care literature, the term competency is often used to describe the knowledge to be able perform at a particular task.” (p.9)
But competencies are more than just knowledge Clinical/technical skills
Application in problem solving
Create professional standards
Verma et al., 2006 state “competencies in education create an environment that fosters empowerment, accountability, and performance evaluation which is consistent and equitable. The acquisition of competencies can be through talent, experience, or training.” (as cited in CIHC, 2007, p. 9).
The top 5 skills/competencies needed to successfully lead within the next 5-10 years
CHCA CCHL
Human Resources,
Interpersonal Understanding
and People Skills
Systems Thinking
Communication
Flexibility
Analytical and Innovative Thinking
Change Management
Does Sector Matter?
Skill Hospital Community Other
HR, IP and People Skills
Systems Thinking
Communication
Flexibility
Innovative and Creative Thinking
Other Change Leadership Change Leadership;
Leadership Change Leadership
Does Clinical Matter?
Skill Have Clinical Don’t Have Clinical
HR, IP and People Skills
Systems Thinking
Communication
Flexibility
Innovative and Creative Thinking
Other Change Leadership;
Leadership Change Leadership
Does Education Matter?
Skill Graduate Undergraduate
HR, IP and People Skills
Systems Thinking
Communication
Flexibility
Innovative and Creative Thinking
Other Change Leadership Change Leadership
Conclusions
Both groups identified similar competencies to successfully lead/manage in healthcare
The work sector, clinical experience and educational background did not greatly influence views on competencies
However when asked what skills are essential
Majority of CCHL see problem solving as essential
Majority of CHCA view research skills as essential
At the same time CCHL view research skills as desirable and CHCA see problem solving as desirable
Future Steps
Qualitative interviews with key stakeholders in the hospital and community sector
Conduct a similar study in Canada’s 14th Healthcare System (in progress)
Determine the views of healthcare leaders in the Canadian Forces Heath Service Group
W E W I L L N O W A S K F O R Y O U R P A R T I C I P A T I O N I N A N O P E N D I S C U S S I O N
A B O U T T H E S U R V E Y R E S U L T S
A M E D I A T O R W I L L T A K E N O T E S D U R I N G T H E O P E N D I S C U S S I O N T O B E T T E R U N D E R S T A N D
T H E S U R V E Y R E S U L T S
Open Discussion
Informed Consent
This project has been approved by the Research Ethics Board at UOIT (REB file#09-109). Your participation in this focus group
is purely voluntary and as such, you may choose to refuse to answer any question you wish and you may leave at any time.
However, once information is written down, it can no longer be withdrawn due to the anonymity of the focus group.
The results will be kept anonymous and reported in summary form so that no individuals can be identified. No information
will be stored or reported which will link your responses to your contact information.
By remaining in the focus group, you consent your participation
in the open discussion.
Question 1
CHCA respondents identified the following as the top 5 skills/competencies needed to lead/manage in healthcare within the next 5 years:
Human resources, interpersonal and people skills
Systems thinking
Communication
Flexibility
Analytical and innovative thinking
Do you agree or disagree? Which skills/competencies do you believe are important?
Question 2
Survey results indicated similar views on the skills/competencies needed in various sectors. However, it is believed different skills sets and competencies are needed to work in the community sector than the hospital sector.
Why do you think both groups identified the same competencies? In your opinion, are these skill sets and competencies the same regardless of the sector? Please explain why or why not.
Question 3
Respondents indicated that interprofessional collaboration is both advantageous and necessary to succeed in a leadership or management position. We would like to hear your ideas about IPC and how IPC enhances your role.
Question 4
In your opinion are new graduates entering the workforce prepared to work interprofessionally? Do you have any recommendations on how to implement IPC?
Question 5
We are also interested in hearing from you about the challenges and benefits of working in the community/home sector.
Thank you for your participation!
Questions?
For further information please contact
Dr. Brenda Gamble
Email: [email protected] http://www.brendagamble.com
Acknowledgements
The Canadian Home Care Association (CHCA)
The Canadian College of Health Leaders (CCHL)
Nadine Henningsen, Director of the CHCA
Linda O’Rourke, VP of Professional Standards and Leadership Development, CCHL
Dr. Manon Lemonde, Faculty of Health Sciences, UOIT
Dr. Winston Isaac, Director of the School of Health Services Management, Faculty of Community Services, Ryerson University
Tina Smith, Program Director of the Department of Health Policy, Management & Evaluation, Faculty of Medicine, University of Toronto
Dr. Raisa Deber, Professor of the Department of Health Policy, Management & Evaluation, Faculty of Medicine, University of Toronto
CIHR Team in Community Care and Health Human Resources
The Centre for Academic and Faculty Enrichment at Durham College
References
Evashwick, C. J., Frates J., and Fahey, D. F. (2008). Long Term Care: An Essential Element of Health Administration Education. The Journal of Health Administration Education, 25(2), 95-107.
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Leathard, A. (2003). Interprofessional collaboration: From policy to practice in health and social care (4th ed.). East Sussex, UK: Routledge.
Suter, E., and Deutschlander, S. (2010). Can Interprofessional Collaboration Provide Health Human Resources Solutions?: A Knowledge Synthesis. Retrieved from http://www.wcihc.ca/__shared/assets/Final_Synthesis_Report_March_ 20103499.pdf.
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