The Importance of Employee and Provider Relations on Success of the Organization

Employee and provider relations determine the workforce ability to deliver patient-centered and evidence-based care. Support functions provided to a service line include information technology that facilitates smooth transition of patients from a silo to the next. Finance is another support function that shapes the success of a service line management. For the structure to succeed, leaders have to mobilize financial resources for the integration of different silos (Eucharia & Nancy, 2020). Service line directors require several resources to make them effective in implementing service lines. The director needs qualities and traits that give them the authority to initiate shared decision-making. Authority determines ability to set direction and ensure alignment with strategic goals and objectives. Providing leadership means pairing physicians and non-physicians with administrators. The goal is to share the responsibility of leading a clinical service line. Another resource is robust communication structures to create a culture of dialogue and interactions when addressing patient needs (Wolf, 2017). The process promotes transparency among stakeholders such that it becomes easier to utilize each other’s strengths to achieve the intended results. Excellent communication structures eliminate variability in service delivery by bringing together clinicians and administrators. In other words, a culture of consensus enables the workforce to move forward as a team.

The Role of the Health Care Leader in Organizational Quality Improvement

Quality management is an important concept because it helps organizations respond adequately to patients’ needs and expectations. The process entails improving various aspects of care including employee behavior, attitudes, and values to optimize care outcomes. Quality management is appropriate for enhancing safety, effectiveness, and efficiency (Wolf, 2017). The process accelerates organizational performance by enabling the workforce to monitor, assess, and improve standards of care across the continuum. Quality management also facilitates continuous upgrading of equipment, infrastructure, and technology to generate better results. Leaders play vital roles in quality improvement. The transformational and visionary traits and qualities enable leaders to set strategic priorities and establish a sense of direction for achieving them.

Leaders also have influence, which allows them to inspire shared aspirations and commitment towards delivering patient-centered services. The leaders set standards and example in collaborating with an interdisciplinary team to coordinate all aspects of care and produce the best results (Eucharia & Nancy, 2020). Organizations should strive to have competent leaders who make a difference by identifying improvement opportunities and facilitating response to barriers that undermine quality and safety of patient care. Managing rounding is another essential component that improves clinical outcomes and patient experiences.

The concept triggers high employee satisfaction, low turnover rates, and a culture of continuous improvement. In this context, leaders such as department heads and nurse managers collaborate with physicians and non-physicians to understand issues within the clinical environment. Connecting with frontline staff makes it easier to discuss patient safety and generate creative ideas to continue quality improvement (McClelland, 2017). Management rounding enhances commitment to patient safety such that everyone understands issues across the organization. Leaders follow-up on issues and demonstrate willingness to boost morale and transform the organization. Remarkable progress in patient care is possible for organizations with leaders who understand the connection between service and leadership. Supporting and engaging employees makes leader familiar with quality and safety challenges and improvements necessary to enhance brand credibility.

Conclusion

Sound leadership is a valuable source of competitive advantage for healthcare organizations. The leaders set goals and expectations associated with evidence-based and patient-centered care. Thus, organizations benefit from having individuals who understand what is best for them and the approaches for maximizing patient satisfaction. Competent leaders establish rapport with clinicians and non-clinicians to discuss enablers and barriers to providing safe care and excellent services to different patients. With the shift to service lines, there are opportunities for organizations to respond well to complexities in the healthcare sector. Competent leaders understand the impact of a horizontal organizational structure and emphasis on patient-centric care. Thus, leaders design and implement structures, procedures, and standards for coordinating functions and optimizing patie