Week 3
Lecture management and leadership in healthcare
Challenges in healthcare: too complex, too expensive,
Challenges in society: increase in elderly, increase in chronic disease, medical innovation, patient as
consumer, collective expediencies insufficient, digital support systems, vital health, decrease of working
force, societal responsibilities, governance and safety.
Critical factors for success (address the challenges): courage, teamwork, financial support, service,
innovation, personalized, flexibility, solidarity, role of society
Starting points: Challenges in healthcare cannot be solved alone; Proactivity towards the patients; The
need of society becomes an ethical dilemma; A social debate instead of a financial debate; Creating
Value Based Healthcare; The healthcare system as an ecosystem; Aligned payment model
Challenges: small financial margins; financial investments difficult; need for special investments like ICT;
accelerating Outcome Based Payment; change of business models; infrastructure of hospitals future
proof; primary and chronic care outside the hospital; network healthcare; new healthcare professionals;
population-based healthcare; globalizing
Who is the boss? Health system, insurance companies, government, society, patients.
Value based healthcare as a starting point
Conflicting interest: consolidate and innovate. Balance.
Sustainable business model: financial portfolio, better outcomes, operational excellence, value creation,
flexibility.
Changing the medical
profession:
professional autonomy,
physicians are used to
work individually,
evidence-based
education (no focus on
leadership challenges),
no encouragement to
involve in leadership-
management roles.
Personal leadership is the basis. What motivates you?
Critical behaviors for change: person centeredness, frontline
engagements, relentless focus, transparency, no traditional
boundaries
Common goal: good patient outcome, improved efficiency,
excellent reputation, greater cause
Creating culture: common values, compassion, cooperation,
commitment, initiative, consistence, inspiration, leadership,
professional autonomy, intrinsic motivation, curiosity
Learning organization: safe environment, financial support,
prototyping, context
, Management system -> daily improvement -> excellent processes -> excellent results
Lean leadership: team members are in charge, manager is supporting.
Lecture leadership
Leadership: a process whereby an individual influences a group of individuals to achieve a common goal.
Leadership and power:
- Positional vs personal power. Assigned vs emergent leadership.
- Formal vs informal leaders
- Authority
Management: planning, budgeting, organizing, controlling, problem solving
Leadership: guiding, getting people committed, motivating, inspire
1. Trait and skills approach: leaders are people with specific characteristics and skills. Are leaders
born or made? Characteristics: intelligence, self-confidence, integrity, sociability. Skills:
technical, human, conceptual (low, middle, upper).
a. The big 5: openness, conscientiousness, extraversion, agreeableness, neuroticism
(OCEAN)
b. Strong points: relates to our intuitive need to see our leaders as a special kind of people,
clear focus, much research. Critique: there is no definitive list of traits and skills, fails to
take situation into account, little research into outcomes.
2. Style approach: aimed at the behavior of leaders. Task and relationship behavior. laissez-faire,
transactional leadership, transformational leadership.
a. Transactional: contingent reward/punishment. Management by exception
active/passive
b. Transformational: idealized influence (roll modeling, trust, respect), inspirational
motivation (symbols and words that inspire people), intellectual stimulation (challenge
people), individualized consideration (individualized support)
3. Contingency approach: tuning your leadership style/behavior to the situation. Situational
leadership, contingencies (leader-member relations, task structure, position power), cross-
cultural leadership
4. Value approach: aimed at the values leaders represent: authentic leadership, servant leadership,
ethic leadership. Authentic leadership: is leadership genuine, real. Trustworthy, intrapersonal
Lecture management and leadership in healthcare
Challenges in healthcare: too complex, too expensive,
Challenges in society: increase in elderly, increase in chronic disease, medical innovation, patient as
consumer, collective expediencies insufficient, digital support systems, vital health, decrease of working
force, societal responsibilities, governance and safety.
Critical factors for success (address the challenges): courage, teamwork, financial support, service,
innovation, personalized, flexibility, solidarity, role of society
Starting points: Challenges in healthcare cannot be solved alone; Proactivity towards the patients; The
need of society becomes an ethical dilemma; A social debate instead of a financial debate; Creating
Value Based Healthcare; The healthcare system as an ecosystem; Aligned payment model
Challenges: small financial margins; financial investments difficult; need for special investments like ICT;
accelerating Outcome Based Payment; change of business models; infrastructure of hospitals future
proof; primary and chronic care outside the hospital; network healthcare; new healthcare professionals;
population-based healthcare; globalizing
Who is the boss? Health system, insurance companies, government, society, patients.
Value based healthcare as a starting point
Conflicting interest: consolidate and innovate. Balance.
Sustainable business model: financial portfolio, better outcomes, operational excellence, value creation,
flexibility.
Changing the medical
profession:
professional autonomy,
physicians are used to
work individually,
evidence-based
education (no focus on
leadership challenges),
no encouragement to
involve in leadership-
management roles.
Personal leadership is the basis. What motivates you?
Critical behaviors for change: person centeredness, frontline
engagements, relentless focus, transparency, no traditional
boundaries
Common goal: good patient outcome, improved efficiency,
excellent reputation, greater cause
Creating culture: common values, compassion, cooperation,
commitment, initiative, consistence, inspiration, leadership,
professional autonomy, intrinsic motivation, curiosity
Learning organization: safe environment, financial support,
prototyping, context
, Management system -> daily improvement -> excellent processes -> excellent results
Lean leadership: team members are in charge, manager is supporting.
Lecture leadership
Leadership: a process whereby an individual influences a group of individuals to achieve a common goal.
Leadership and power:
- Positional vs personal power. Assigned vs emergent leadership.
- Formal vs informal leaders
- Authority
Management: planning, budgeting, organizing, controlling, problem solving
Leadership: guiding, getting people committed, motivating, inspire
1. Trait and skills approach: leaders are people with specific characteristics and skills. Are leaders
born or made? Characteristics: intelligence, self-confidence, integrity, sociability. Skills:
technical, human, conceptual (low, middle, upper).
a. The big 5: openness, conscientiousness, extraversion, agreeableness, neuroticism
(OCEAN)
b. Strong points: relates to our intuitive need to see our leaders as a special kind of people,
clear focus, much research. Critique: there is no definitive list of traits and skills, fails to
take situation into account, little research into outcomes.
2. Style approach: aimed at the behavior of leaders. Task and relationship behavior. laissez-faire,
transactional leadership, transformational leadership.
a. Transactional: contingent reward/punishment. Management by exception
active/passive
b. Transformational: idealized influence (roll modeling, trust, respect), inspirational
motivation (symbols and words that inspire people), intellectual stimulation (challenge
people), individualized consideration (individualized support)
3. Contingency approach: tuning your leadership style/behavior to the situation. Situational
leadership, contingencies (leader-member relations, task structure, position power), cross-
cultural leadership
4. Value approach: aimed at the values leaders represent: authentic leadership, servant leadership,
ethic leadership. Authentic leadership: is leadership genuine, real. Trustworthy, intrapersonal
