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: brenda.gamble@uoit.ca 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.

Hall, P. (2005). Interprofessional teamwork: Professional cultures as barriers. Journal of Interprofessional Care, 19(2), 188 – 196.

Health Professions Networks Nursing & Midwifery Human Resources for Health. (2010). Framework for Action on Interprofessional Education & Collaborative Practice. Retrieved from http://www.who.int/hrh/nursing_midwifery/en/.

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.

World Health Organization [WHO]. (2011). Management. Retrieved from http://www.who.int/topics/management/en/.