LEADERSHIP AND DATA EVALUATION 5
Leadershipand Data Evaluation
TheRole of a Leader in Evaluating Data
Aleader is an important figure in an organization because he or sheinfluences the actions and behavior of the people in theorganization. According to Collins(2001), therole of influencing people impacts on the role of a leader in theevaluation of data to improve the quality and safety in a health careorganization. The purpose of this paper is to explore the role of aleader in evaluating data in a health care organization.
Thefirst main role of a leader is to interpret the relevant informationregarding the performance of a health care organization. In thiscase, the data on the patients in the telemetry unit should beexplored. The data from the telemetry unit shows the trend that couldhave led to the reduction of patients in the unit. According to thedata, the average age of the patients is 72.4 years old. This showsthat the minority section of the population who are old are the oneswho are attending the hospital.
Thepopulation of the people ager less than seventy two years is largerthan the elderly population. Therefore, to attract more patients, thehealth care institution must admit the younger population. At thesame time, the fact that all these patients have a cardiac diagnosisshows the slim section of the population that prefers the health careinstitution. The reason could be that the target patients of thehospital and the unit would be elderly cardiac diagnosed patients. Onthe other hand, it could indicate a perceived failure of the brandingfunction of the management of the institution.
Inline with the demographic analysis of the data, the fact that 68% ofthe patients are women shows the slim segment of the population thatattends to the hospital. The branding of the hospital could have beeninclined to attract elderly women who are diagnosed with cardiacconditions. According toMarshal (2010), demographicanalysis of patients is important to interpret the past trends andpredict the future attendance of a health care organization. At thesame time, Goldsmith (2010) argues that other factors relating topatients should also be considered when interpreting data aboutpatients. It is therefore interesting to note that 94% of thepatients are on diuretics. This further shows the slim nature of thepopulation that prefers the hospital.
Oneof the characteristics that a leader needs to change the situation atthe unit is diagnostic and analytical skills. It is important for aleader is to diagnose the problems of the health care organizationand offer the possible causes of the problems. In this regard, thereasons for the fall in the rate of the patients at the hospital aremostly two demographic and branding. The section of the populationthat attends the hospital is the elderly and those suffering fromcertain conditions. Therefore, as they age, their population reducesand the average age of the patients at the unit will continue to behigher. Secondly, the management at the hospital might have targetedthe slim demographic segment of the market.
Toimprove the facility, a leader should be dynamic and receptive tochange. The leader should also be able to embrace new strategies ofmanaging the health institution and improve the situation. One of thestrategies is to employ a competent marketing and branding staff orexecutive. If such a team is at the hospital, the management shouldconsider replacing them. Secondly, training should be the art of thereformation plan for a leader. All the staff at the unit should betrained in the ways of relating to patients and attracting morepatients. Finally, the leader should embrace research to reveal anyfurther reasons why the fall rate of patients might be heading south.
Inaddition, a leader should employ the character of being proactiverather than being reactive (Nahavandi, 2014). In the situation athand, the leaders are reacting to the patient fall rates that havefallen over time. Therefore, to correct the situation, a leadershould always evaluate the situations and act before things fall outof hand (Bennis& Thomas, 2002).Instead of correcting, leaders at such an institution should bepreventing problems. Adoption of better management of the humanresources should be another strategy that will make leadersproactive the management strategy of coordinating should be employedto ensure that the right employees are handling the right jobs at thefacility. This will motivate employees to handle customers well.
Itis therefore important for leaders to develop solutions topractice-based problems at the institution. The solution based on theevidence from the data should address the branding and marketing sideof the organization. At the same time, the solution of trainingemployees and replacing those at the facility will solve anypractice-based problem at the facility. In addition, a leader shouldadopt appropriate management strategies of transforming the facility.Moreover, the leaders should be proactive and coordinate as thecharacteristics of leadership that the facility requires totransform.
Bennis,W. G., & Thomas, J. R. (2002). Crucibles of Leadership. HarvardBusiness Review Press.Boston, Massachusetts, 978 (1) 4221-5797-8
Collins,J. (2001). Level 5 Leadership: The Triumph of Humility and FierceResolve. HarvardBusiness Review Press.Boston, Massachusetts, 978 (1) 4221-5797-8
Goldsmith,S.B. (2010). Principlesof Health Care Management: Foundations for a Changing Health CareSystem.Sudbury, MA:Jones& Bartlett Publishers
Nahavandi,A. (2014). TheArt and Science of Leadership, Seventh Edition.Upper Saddle River, New York: Pearson Prentice Hall
Marshal,E. (2010). TransformationalLeadership in Nursing: From Expert Clinician to Influential Leader.New York: Springer Publishing Company