5. 5
HEALTH LEADERSHIP COMPETENCY MODEL 3.0
Action Competency Domains
• Boundary Spanning
• Community Collaboration
• Organizational Awareness
• Relationship & Network Development
• Execution
• Accountability
• Achievement Orientation
• Analytical Thinking
• Communication Skills
• Initiative
• Performance Measurement
• Process and Quality Improvement
• Project Management
• Relations
• Collaboration
• Impact and Influence
6. 6
HEALTH LEADERSHIP COMPETENCY MODEL 3.0
Enabling Competency Domains
• Values
• Professional and Social Responsibility
• Health System Awareness and Business Literacy
• Financial Skills
• Human Resource Management
• Information Technology Management
• Self-Awareness and Self-Development
• Self-Awareness
• Self-Confidence
• Well-Being
7. 7
HEALTH LEADERSHIP COMPETENCY MODEL 3.0
• Construct consisting of two categories
• Include different variables that aligned with that
category
• Broken into subcategories of criteria that can
be assessed
9. 9
LEADERSHIP DEVELOPMENT: PROCESS ANDAPPROACH
Construct Consisting of 4 Categories
• Create Focus: Develop Rigor
• Define and Activate Strategy
• Engage the Organization
• Drive Results
10. 10
LEADERSHIP DEVELOPMENT: PROCESS ANDAPPROACH
Create Focus; Develop Rigor
• Operating Calendar
• Strategic Initiatives
Define and Activate Strategy
• Strategic Plan
• Operating Plan
• Goals and Objectives
Engage the Organization
• Values, Competencies, and Behaviors
• Performance Management
• Talents Review
Drive Results
• Operating Reviews
• Skill Development
11. 11
LEADERSHIP DEVELOPMENT: PROCESS ANDAPPROACH
• Construct Consisting of 4 Categories
• Each consisting of variables that effect the
category they are in
• Each variable consists of additional more
specific assessment measures
12. HOW THEY COMPARE
12
Similarities
• Very Specific
• Well Organized
• Contain Valid Areas of Assessment
• Thoroughly Examine Core Competencies
• Adhere to the Global Competency Directory
13. WHAT IS THE GLOBAL COMPETENCY DIRECTORY
13
“In 2013, the leaders of organizations1 representing government, the
private sector, healthcare associations, and academic institutions met
to respond to the challenge of raising the recognition of and promoting
the professionalization of healthcare management globally by
developing a Global Competency Directory.” (Hahn & Gil Lapetra, 2019)
14. HOW THEY COMPARE
14
Differences
• Leadership Developent: Process and Approach
• Focused more on operations, planning, and achieving results
• More specific
• Health Leadership Competency Model 3.0
• Focuses more on leadership development, relations, accountability, and
communication.
15. WHICH IS MOREAPPROPRIATE?
15
Leadership Development: Process and
Approach
• Includes more evaluation measures
• Evaluation measures are more focused and
specific
• Results driven
16. REFERENCES
16
Hahn, C. A., & Gil Lapetra, M. (2019). Development and use of the leadership competencies for
Healthcare Services Managers Assessment. Frontiers in Public Health, 7.
https://doi.org/10.3389/fpubh.2019.00034
Ledlow, G., Bosworth, M., Maryon, T., (2024). Leadership for Health Professionals: Theory, Skills,
and Applications (4th ed.). Jones & Bartlett Learning.
https://reader2.yuzu.com/books/9781284279634
National Center for Healthcare Leadership. (2018, August). Health Leadership Competency Model.
https://www.nchl.org/
This my healthcare leader evaluation project. By cory Hinkle for the course healthcare management 495, dr. mary bynum
What is a healthcare leadership assessment model? It is a tool that is used to assess leadership behavior and evaluate areas of strength and weakness. It helps to determine a leaders effectiveness in their role and their ability to cultivate organizational success.
The first model I evaluated was the Health Leadership Competency Model 3.0 developed by The National Center of Healthcare Leadership (NCHL). The health leadership competency model is broken down into two different domains. The action competency domain and the enabling competency domain. The action competency domain contains competencies that relate to the work that leaders do as they perform their jobs. The enabling domain relates to a core set of skills and knowledge possessed by the leader either through prior business experiences or education.
As seen here, the action domain contains 4 areas that pertain to leadership performance based on actions performed. Boundary spanning, execution, relations, and transformation. Enabling competencies contains 3 areas. This includes values, health system awareness and business literacy, and self-awareness and self-development. These are things that a leader has done in preparation for their position and the skills needed to perform their function as a leader.
Within each area there are criteria for assessment. In the action competency domain, boundary spanning is further broken down into community collaboration, organizational awareness, and relationship and network development. Execution contains accountability, achievement orientation, analytical thinking, communication skills, initiative, performance measurement, process and quality improvement, and project management. Relations refers to a leaders collaboration, and impact and influence.
Under enabling competency domains, we see a similar breakdown. Values assesses the leaders professional and social responsibility. Health system awareness and business literacy evaluates the leaders financial skills, human resource management skills, and information technology management skills. Lastly, self-awareness and self-development assesses the leaders self-awareness, self-confidence, and their overall well-being.
This model is extremely effective. The process of performance evaluation is made easier by creating a construct that is split into two areas to be evaluated. Each variable was then further broken down into measures. These measures are items that can be easily and frequently accessed to assess overall leadership performance. It takes a very complex system of key functions and brings them together into a much more easily managed form.
The next health leadership model I looked at was the leadership development: process and approach put forth by the National center for healthcare leadership and general electric institute for transformational leadership. This model is very thorough as well.
The construct is broken into 4 categories. These categories are create focus: develop rigor, define and activate strategy, engage the organization, and drive results.
In order to evaluate the leaders performance more in depth, the categories are further broken down into more manageable criteria. Create focus is broken into operating calendar and strategic initiatives. Define and activate strategy is broken into strategic plan, operating plan, and goals and objectives. Engage the organization is broken into values, competencies and behaviors, performance management, and talents review. Drive results split into operating reviews and skill development.
This model is also a very effective model for leadership assessment. It is a construct that is well organized and focuses on 4 major performance areas. These areas include very specific criteria that help to measure overall leadership development and performance. This allows for an accurate assessment of the leaders abilities and core competencies.
These models are similar in that they are both very specific in what they are assessing. They are very well organized. Each has valid areas of assessment that are known to produce accurate results. They thoroughly examine a leaders core competencies and they both adhere to the global competency directory for leadership in healthcare.
What is the global competency directory? What is it for? In 2013, the leaders of organizations1 representing government, the private sector, healthcare associations, and academic institutions met to respond to the challenge of raising the recognition of and promoting the professionalization of healthcare management globally by developing a Global Competency Directory. The group that created it was called the Global Consortium for Healthcare Management Professionalization. The purpose for its creation was to establish a globally recognized benchmark for healthcare leadership performance and improvement.
The differences between the two are fairly obvious. While they are both able to produce results through leadership development, the way they achieve those results is somewhat different. Leadership development: process and approach focuses more on operations, planning and strategy development, and achieving results, while health leadership competency model 3.0 focuses more on leadership development, relations, accountability, and communication.
I think that the Leadership development: process and approach model is more appropriate for the medical environment. Healthcare systems are complex with many moving parts. This leadership model includes more evaluation measures than the health leadership competency model. The evaluation measures are more focused and specific. And finally, it is results driven. In order to effectively ensure that leadership is performing at an optimal level, it is essential that all metrics used for evaluation are geared toward a specific goal. The more specific that assessment, the more likely it is to produce the desired results.
