What are behavioral dimensions of successful leaders in healthcare? this and others are shown in this presentation.

1. Leaders Role In Developing
An Improvement Culture
Amr Abu-Thuraya,MD
Consultant Surgeon
GM Baheya Center For Early Detection & Treatment Of Breast Cancer

2. Introduction
The 21st century brings a unique and unprecedented set of challenges
and potential opportunities for healthcare organizations.
The increased demands and limited resources.
Speed of innovations.
Global dynamics.
Changing demographics.

3. •How do healthcare organizations compete in this
increasingly complex and volatile environment?

4. One of The central differentiators for organizations is a
strong human capital foundation,the right leaders in
the right places.

5. The need is not only to survive ,but to grow
,progress and adopt continuous improvement.
This can happen only if leaders first adopt the
need to change and improve.

6. History has no resting place and no plateaus.
Henry Kissinger (1923 - )

7. Leaders and Managers
There are varied views about whether
‘management’ and ‘Leadership’ are different
or basically the same, as activities (not roles)
within organizations.

8. What knowledge , skills and behaviors do
“high potentials "need to demonstrate / and
or learn to be effective leaders in healthcare?

9. Professional associations such as :
1.National Center for Healthcare Leadership
NCHL , 2012
2.Healthcare Leadership Alliance HLA ,2010
3.American College of Healthcare Executives
ACHE , 2010

11. What are behavioral traits required for
effective healthcare leaders?

12. Key Behavioral Dimensions of Leader
Willingness
Humility
Curiosity
Perseverance
Self -discipline

13. WILLINGNESS
Key factor enabling personal change and
what drives cultivation of the other
behavioral dimensions. First we have to
recognize that change is required, which then
leads to the willingness to do so.

14. HUMILITY
The capacity for humility is essential for
leading complex teams ,where participants
are often more expert than leaders in a
particular area.

15. HUMILITY (cont.)
Effective leaders know they do not have all
the answers and are willing to “ go see” – to
be present where the actual work is done
and respect workers by asking open-ended
questions and seeking input.

16. Curiosity
(Information seeking)
To improve work culture ,leaders should be
interested in:
•How
•And
•Why things worked
•And
•How to fix what was not working.

17. PERSEVERANCE
Perseverance is the persistence to attack any
problem and the belief that no problem is
unsolvable.

18. SELF - DISCIPLINE
Sustained great results depend upon
building a culture of self – disciplined people
in thought and action.

19. Changing one’s behavior requires psychological
resilience and the persistence to attack any
personal problem.

20. Conclusion
Learning a new skill requires two things :
A teacher
And
Practice
Learning to be a continuous improvement
leader is no different.