Healthcare Quality Professional Leadership Development: Domains and Competencies
Leadership Development Model
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I. Professionalism and Professional Values
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A
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Consumer advocacy—views self as an agent acting on behalf of the best interests of the healthcare consumer; works to address special needs (e.g., disparities in care; health literacy; patient safety); values and works to understand patient experiences and perspectives; values and supports transparency
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B
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Future focus—scans the outside environment (local, national, and international) for future trends and innovations; assesses the potential impact of these trends on the organization; thinks generatively; plans for position successors well in advance of need, including attending to others' development needs
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C
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Professional ethics—values and supports integrity in his or her professional conduct; considers the ethical implications of decisions; acts openly and transparently; develops reputation as trustworthy
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II. Performance Improvement
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A
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Data management—understands how data are generated and how they can be used; ensures that data necessary for internal and external customers (e.g., data related to accreditation and regulation) are valid, reliable, and available and in a format that the customer understands; demonstrates ability to use and interpret data using appropriate statistical analysis
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B
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Analytic thinking and knowledge-based decision making—effectively breaks problems down into parts or steps; recognizes multiple layers of cause and effect; collects appropriate information to make decisions informed by available evidenced Competencies
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C
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Development of a knowledge-rich environment—supports continuous improvement in the quality of data available to support decision making (collection, record keeping, access), using emerging technology and methods
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III. Communication
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A
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Verbal communication skills—presents effectively to diverse audiences and audience sizes; delivers complex or difficult messages with an understanding of audience knowledge and priorities; can alter approach as necessary to better serve audience needs
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B
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Written communication skills—writes clearly and precisely; pays attention to detail; tailors messages to intended audience(s); uses effective techniques of persuasion (recognizes and speaks to audience's goals and needs, backs up arguments with facts or data)
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C
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Ability to listen to and receive feedback—effectively balances speaking and listening; actively listens to others' opinions; shows openness and the ability to "hear" negative feedback; accurately discerns when to listen and when to speak; recognizes nonverbal cues
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D
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Emphasis on educating—communicates effectively with diverse audiences (e.g. community, regulators, insurance companies, consumers, professionals and staff, board members) to help them understand quality concepts, including the use of quality data
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IV. Self-Development and Self-Management
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A
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Management of personal limits—recognizes personal limits in knowledge and abilities and seeks input from others when needed; shows awareness of limits in personal resources (time, focus, energy); coordinates work and personal life to prevent one from undermining the other; effectively delegates or redirects work when appropriate
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B
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Resilience and self-restraint—addresses conflicts and concerns positively and constructively; demonstrates respect for ideas and opinions with which he or she may personally disagree; manages personal frustrations productively
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C
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Lifelong learning—continuously assesses skills needed for improved performance and career development; takes personal responsibility for continuously developing his or her skills; actively seeks performance feedback
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V. Organizational Awareness
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A
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Strategic planning—sees and articulates "the big picture" (both present and future); develops realistic and achievable short-term and long-term plans to support organizational goals
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B
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Strategic thinking and alignment—regularly views his or her work in the broader context; aligns goals and priorities with current and future organizational needs; effectively "manages upward" to advocate for quality; is aware of the importance of systems thinking
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C
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Financial acumen—understands how the business side of the organization works; makes and supports the "business case" for quality; makes sound short-term and long-term decisions about resource allocation to support organizational goals and profitability
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D
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Systems thinking—anticipates the ways that changes in one area may affect other areas; integrates key stakeholders into planning; fosters relationships across departments and disciplines that support consumer-centeredness and overcomes "siloing" tendencies
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VI. Fostering of Positive Change
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A
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Ability to advocate for and adapt to change—challenges and inspires self and others to seek quality goals above and beyond regulatory and accreditation mandates; effectively adapts as needed to meet changing demands and needs
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B
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Engagement in partnerships for change—works collaboratively across the healthcare environment; builds alliances with key stakeholders; moves agendas forward using both formal and informal channels
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C
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Cultivation of a quality—supportive climate-supports a climate conducive to the safe and open questioning of process; values and embraces diversity of backgrounds and perspectives
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D
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Drive for results—enthusiastically pursues improvements; is driven to achieve or exceed goals; adheres to decisions and timelines in the face of resistance and setbacks; sustains improvements over time
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