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The Future of Health
Leadership and Management
Dr. Louise Horstmanshof:
Postgraduate Framework Lead
School of Health and Human Sciences
online.scu.edu.au 1300 589 882
• Leadership in Health
• Management in Health
• Changing Nature of Healthcare
• Challenges & Policy Drivers
• Professional Capabilities
• Technology’s Impact on Leadership & Management
Roles
• Preparing for an Unknown Future
Overview
Leadership
• Recognised in health for its complexity and its
purposes
• Health leaders strive to improve clinical and QOL
indicators, and the wellbeing of the health system
• Affects ‘people, their satisfaction, trust in
management, commitment, individual and team
effectiveness and the culture and climate of the
organisations’.
• Plays a pivotal role in mobilising people to a central
goal.
Source: Health Workforce Australia (2013) Health LEADS Australia: the Australian Health Leadership
Framework
Leadership in Health
Leadership action is relational; the emphasis is on
building shared understandings to enable change with
challenging issues.
Source: HETI Health Leadership Framework 2013
"Leaders are made, they are not born. They
are made by hard effort, which is the price
which all of us must pay to achieve any
goal that is worthwhile."
Vince Lombardi
Management in Health
Management action focuses on explicit, relatively
concrete phenomena (such as structures, processes and
measures), on task-related action at points in time and is
based in relevant authority.
Source: HETI Health Leadership Framework 2013
Changing Nature of Healthcare
• Importance of health literacy and prevention
• A move from acute care to primary healthcare
• A move from hospital based care to community care
• Demand for integrated team based care
• Impact of technology and AI, E-health, Telehealth
• Importance of building a portfolio of transferable skills
• Portability of skills between roles
• Generalist vs Specialists
Challenges
• Ageing population
• Longevity – age related diseases – Dementia &
Alzheimer’s disease
• Living Longer, Living Better
• Ageing in Place
• National Disability Insurance Scheme (NDIS)
• Hospital in the Home
• Rise in chronic diseases – arthritis, asthma, back
pain, cancer, cardiovascular disease, chronic
obstructive pulmonary disease, diabetes and mental
health conditions
Major Policy Initiates Driving Demand
for New Service Delivery Models
• Integrated joined up care
• Patient/client/family focused
• Inter-professional team based delivery
• Innovative use of new and old technology
• Collaboration across private and public sectors
• Commissioning of services
Professional Capabilities for
Leadership
• Personal capabilities
• Self-awareness and regulation
• Decisiveness
• Commitment
• Interpersonal capabilities
• Influencing
• Empathising
• Cognitive capabilities
• Diagnosis
• Strategy
• Flexibility and responsiveness
12 Top-ranking Capabilities for
Success
1. Being able to organise work and manage
time effectively (GSK)
2. Wanting to produce as good a job as
possible (P)
3. Being able to set and justify priorities (C)
4. Being able to remain calm under pressure
or when things go wrong (P)
5. Being willing to face and learn from errors
and listen openly to feedback (P)
6. Being able to identify the core issue from
a mass of detail in any situation (C)
Source: Research compiled by Emeritus Professor Geoff
Scott
Code
GSK – generic skills &
knowledge;
P – personal capability;
IP – interpersonal capability
C – cognitive capability
12 Top-ranking Capabilities for
Success
7. Being able to work with senior staff without
being intimidated (IP)
8. Being willing to take responsibility for
projects & how they turn out (P
9. Being able to develop and contribute
positively to team-based projects (IP)
10.A willingness to persevere when things
are not working out as anticipated (P)
11.The ability to empathise and work
productively with people from a wide
range of backgrounds (IP)
12.Being able to develop and use networks
of colleagues to help solve key workplace
problems (IP)
Source: Research compiled by Emeritus Professor Geoff
Scott
Code
GSK – generic skills &
knowledge;
P – personal capability;
IP – interpersonal capability
C – cognitive capability
Characteristics for Success in Health
Leadership
• Foundation in Health Sciences
• Experience and willingness to work with other Disciplines
• Understanding of Role of Research and Evidence Based
Practice
• Ability to use Critical Thinking and Critical Reasoning
• Ability to synthesise information and extrapolate ideas
• Openness to ideas and eagerness for life long learning
• Self motivated, self aware, self regulated
• Resilient – works towards mastery rather than performance
• Ability to give and receive constructive feedback
• Collaborative and adaptable
Preparing for an unknown future
Healthcare is Australia’s largest industry. It’s growing and
it’s also changing. We’re preparing in many ways for an
unknown future. We’re living longer but we also want to
live better.
The challenge for the health industry is in planning for,
responding to and effectively managing change in
a complex and busy environment.
“We’re going to have to be more innovative, more flexible
… and we need leadership … people who are open to
opportunity, people who can look at data, look at
systems, be critical about them, make decisions about
them and lead others”.
Technology and Health
• Artificial Intelligence (AI)
• Watson Health AI
• Big Data Mining
• DeepMind apps for healthcare professionals alerting to
emergencies and risks
• Use of AI in Health set to increase 10x in next 5 years
• E-Health
• Telehealth
The Future of Work
• Three economic forces: automation, globalisation and
collaboration
• You need a set of transferrable enterprise skills!
• Demand for digital skills, critical thinking, creativity and
presentation skills
• A shift in focus from jobs to skills and job clusters
• Choose a job cluster and develop those skills
• Likely to make 17 changes in employers across five
different careers
Source: Foundation for Young Australians’ New Work Order Report 2016
Seven New Job Clusters in Australia
• Generator cluster – require high level of interpersonal interaction
• Coordinator cluster – administrative and behind-the- scenes
process
• Artisan cluster – manual tasks related to construction and
production, maintenance or technical customer service
• Designer cluster – skills and knowledge of science, mathematics
and design
• Technologist cluster – understanding and manipulation of digital
technology
• Carer cluster – seek to improve the mental or physical health or
well-being of others, including medical care and personal
• Informer cluster – providing information, education or business
services
Future Prospects & Skills Most In-
demand
The Carers - interaction skills, problem solving and
organisational skills (team work, research, planning, time
management)
The Informers – interaction skills, problem solving and
detail-orientation skills (communication skills, digital
literacy, research)
The Technologists - interaction skills and detail-
orientation skills (planning, quality assurance, project
management)
online.scu.edu.au 1300 589 882
• Think of the skills sets you may need
• Consider flexibility, adaptability and
transferability
• Develop your personal, interpersonal and
cognitive capabilities
• Consider job clusters where you could use your
skills and talents
• Be open to opportunity, change and life-long
learning
• Be the leader you would like to work for.
Key Takeaways
Continue learning
with
Southern Cross
University Online
Master of Healthcare Leadership | MBA (Health Services Management)
Contact us
online.scu.edu.au
1300 589 882