Dyad Leadership in Healthcare: When One Plus One is Greater than Two by Sanford Kathleen

Author:Sanford, Kathleen
Language: eng
Format: epub
Publisher: LWW
Published: 2015-01-06T16:00:00+00:00

Implementing Evidence-Based Management

During a healthcare model transition (at a time when we are implementing new leadership models, including Dyads,) is a good time to examine how to put better management and leadership in place. Rather than debate what “better” means, we should look to the growing mountain of management research. We should implement, along with Dyads, what Kovner, Fine, and D'Aquila (among others) call “Evidence-Based Management in Healthcare” (4).

The interesting thing about research is that it is often possible to find one or two that supports any argument we want to make. (Kathy jokes that she only chooses to believe clinical or health research that supports the way she wants to live. So, in her world, research that says salt is bad for you is faulty research. Studies that say salt doesn't have to be limited if you have a normal blood pressure and no health problems, is good research.) Executives can do the same thing with management research. For example, when nursing leaders bring up research that shows a direct link between staffing and patient quality results or mortality, some business leaders find other studies that show no correlation, to counter the nurse's assertion that more staff is needed.

As executives concerned with patient care outcomes, we are pressuring clinicians to decrease variance of care and utilize evidence-based protocols and practices, even if they can locate a random study that does not support the preponderance of evidence. So, although there may be differences of opinion, we believe leaders should pay attention to the broad findings of research that supports the selection of, education of, and practices of a particular type of leader, as we populate Dyads. We reference many throughout this book.

Findings indicate that to transform our organizations, we need transformational leaders. These are people who motivate others to excel, look to higher purposes, cope better with adversity, create vision, shape values, and help others deal with change. They raise the consciousness of others. They help followers understand their mutual interests in meeting organizational goals. They are optimists. They are able to get others to transcend their self-interest for the good of the group, organization, customers, or country. They are usually charismatic and inspirational. They question assumptions and, because of their own propensity to look at old problems in new ways, they encourage and aid others to innovate.

In addition, those who are able to transform organizations are interested in each of their team members as individual people. They recognize differences, serve as coaches and mentors, and help others to reach their individual potentials. They are superb communicators, and good listeners. They empower others, share power, and are able to put the organization's goals ahead of their own or their profession's needs or desires. They recognize their own areas for personal growth and development, are lifelong learners, and have high self-esteem, in spite of acknowledging their imperfections to themselves and others. As Bracey, Rosenbaum, and Sanford said in 1990, they demonstrate care by telling the truth with compassion; look for others'

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.