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The following discussion comes from your week eight (8) readings. Outside research to address these issues is encouraged. Please remember to provide attribution for your learning. 

Reading – Epilogue: Ten Concepts for Effective Leadership

Professional Development Plan Examples — Department of Agricultural Economics, Sociology, and Education (psu.edu)


Prompt:  Being affiliated, involved, and credentialed with a professional organization – relevant to your career field – is important for professional growth and development and can open the door for career opportunities.  There are several professional organizations that offer certification in healthcare management and administration.  For example, the competency model used to develop your program of study was developed in part by the American College of Healthcare Executives (ACHE), one of the premier professional organizations dedicated to helping leaders in healthcare excel and offers board certification in healthcare management. 

For this discussion, research a professional organization that offers certification or credentialing for healthcare professionals that interests you.  Provide a brief overview of the organization to include the requirements for certification. Explain why you are interested in the organization and describe the benefits that the organization’s certification provides and how it can help you in your professional career.  

Examples of professional organizations that provide certification include, but are not limited to the American College of Healthcare Executives, Healthcare Financial Management Association, Medical Group Management Association, American Association of Healthcare Administrative Management, Professional Association of Healthcare Office Management, American Health Information Management Association, Society for Human Resource Management, and the National Association for Healthcare Quality. 

Leadership Competencies for Health Services Managers 1

Leadership Competencies for
Healthcare Services Managers

2 Leadership Competencies for Health Services Managers

This document is the result of a global consortium for healthcare management that has work extensively
between January 2013 and June 2015.

The following organization have participated in the consortium set up by The International Hospital Federation:

 American College of Healthcare Executives
 Australasian College of Health Service Management
 Canadian College of Health Leaders
 European Association of Hospital Managers
 Federacao Brasileira de Administradores Hospitalares
 Federacion Andina y Amazonica de Hospitales
 Federacion Latinoamericana de Hospitales
 Health Management Institute of Ireland
 Hong Kong College of Healthcare Executives
 International Health Services Group
 International Hospital Federation
 Jamaican Association of Health Services
 Management Sciences for Health
 Pan American Health Organization
 Sociedad Chilena de Administradores en Atención Médica y Hospitalaria
 Taiwan College of Healthcare Managers
 Tropical Health and Education Trust – Partnership for Global Health
 University of the West Indies

All the participants from these institutions have built up a consensus to promote the foundation of healthcare
management professionalization supported by universally recognized competencies that will enhance health
care to the people.

In addition more than one hundred healthcare professionals and academics have contributed in the written
open review process as well as by providing inputs during the presentations made at several occasions during
the period 2013-2015. Their contribution is fully recognized and appreciated.

This document is covered by an open source copy right. Anyone may copy, distribute or reuse the content of the
document, as long as the author and original source are properly cited and that no commercial use of it is made.

Copyright © 2015 by the International Hospital Federation

Leadership Competencies for Health Services Managers 3

Global Consortium for
Healthcare Management

Professionalization

“The science of medicine is thousands of years old. The
discipline of management sciences, which includes the
study of leadership, is less than 100 years old. The

management sciences applied to health care are still in
their infancy.”1

The leaders of organizations representing government,
the private sector, healthcare associations, and academic
institutions have come together to raise the recognition
of professional management in healthcare, by developing
a core competencies directory for healthcare leaders with
the input of a diverse group of multilateral healthcare
organizations. The shared aim of all participants is
professionalizing the leadership and management of
health systems to improve patient care globally.

To further promote this shared aim and enhance
leadership and management practices in healthcare,

these leaders have created a Global Consortium for
Healthcare Management Professionalization2 that is
recognized and supported by International Hospital
Federation members.

of resources. The professionalization of management of
healthcare organizations enhances efficiency and helps to
ensure the best use of limited resources.

As the healthcare portion of nations’ GDP continues to
increase, the pressure for enhanced management
capacity will continue to grow. In addition, as healthcare
management is recognized as a profession, people will
be attracted to the profession. The profession will have a
greater voice in society and will be increasingly relevant to
achieve improved patient and population health outcomes.

The evidence is convincing that the efficient and effective
use of resources and the quality of healthcare services
provided is improved by enhancing the management
capacity of individual leaders and teams.

Yet, healthcare organizations face two key barriers to
realizing the benefits of professional management. The
first is the lack of adequate management preparation in
the training of many healthcare leaders. The second is the
fact that the role of healthcare manager is not recognized
as a profession in all countries.

To professionalize healthcare management and produce
highly competent managers, the Consortium’s collective
work to date has identified the need to focus on six
critical areas: accountability and transparency, service
improvement, educational standards, integrity, a
commitment to share leading practices, and equity in
access to and delivery of care.

The Need for the
Professionalization of

Healthcare Management

The Call to Action

Ministries of health recognize that delivering quality
healthcare is dependent on the efficient and effective use

1 Management Sciences for Health “Occasional Papers” NO. 4
(2006)
2 International Hospital Federation, Pan American Health
Organization, American College of Healthcare Executives, Australasian
College of Health Service Management, Canadian College of Health
Leaders, Taiwan College of Healthcare Managers, Health Management
Institute of Ireland, European Association of Hospital Managers,
Jamaican Association of Health Services, Management Sciences for
Health, International Health Services Group, THET Partnership for Global
Health, Sociedad Chilena de Administradores en Atención Medica y
Hospitalaria,Federación Andina y Amazónica de Hospitales, Federacion
Latinoamericana de Hospitales, University of the West Indies, Federacao
Brasileirade Administradores Hospitalares, Hong Kong College of
Healthcare Executives

The Global Consortium for Healthcare Management
Professionalization is urgently calling on governments
and the international health community to recognize that
healthcare performance and improvement are significantly
dependent on the existence and quality of professional
management of healthcare organizations.

Healthcare professionals should:

• Display ethical, just and equitable behavior at all times

• Commit to active, lifelong learning of sound
management and leadership practices and
demonstrate those management and leadership
practices in the execution of their daily responsibilities

4 Leadership Competencies for Health Services Managers

• Serve as a resource for training less-senior healthcare
managers

• Commit to improve the health of populations and
individuals

• Acknowledge healthcare management associations as
the governing bodies in the field, and accept their
rules, regulations and codes of conduct

The Consortium also calls for the adoption of the Global
Healthcare Management Competency Directory as
the initial basis for healthcare management development
frameworks and programs, for use by academic
institutions and relevant licensing and accrediting
bodies.

The Consortium advocates for the formation and
strengthening of professional organizations for healthcare
managers, which provide the infrastructure for effective
healthcare management practices to become pervasive,
thus improving health outcomes and optimizing resource
utilization. Departments of health at the country level are
urged to actively support the development of professional
healthcare management organizations.

The Consortium recognizes that the competency

framework must remain flexible and needs to be adapted
to the specific circumstances of each country. Accordingly,
the competencies identified in the directory may be
adapted to ensure their relevance in the local context.

Recognizing the need for greater progress in the ongoing
effort to build professional healthcare management
capacity, the members of the Consortium agree that the
following measures should be implemented according to
national circumstances and needs:

• Adoption of the Global Healthcare Management
Competency Directory to inform and align
healthcare management development programs at
all levels of undergraduate, postgraduate and ongoing
education and professional development.

• Customization and incorporation of each of the
competency requirements into formal credentialing
systems, which should be based on independent
evaluation and evidence of demonstrated
competencies

• Formal recognition at the national level of healthcare
management as a profession

• Implementation of merit-based career advancement
along with a career path for healthcare managers and
leaders

• Recognition of healthcare managers’ professional
associations as key stakeholders for policy dialogue
related to leadership and management and for the
advancement of the profession

Competency Domains and
Sub‐domains

The competencies in the Competency Directory are
derived from those in the Healthcare Leadership
Alliance (HLA) Competency Directory.3 The HLA
competencies were developed from job analysis surveys
conducted to determine the relevant tasks typically
performed by healthcare managers regardless of work
setting or years of experience. The global competencies
have been validated by the organizations that
contributed to the Competency Directory and represent
documented skills and abilities of thousands of
healthcare managers from a variety of settings. The
Competency Directory may be used to show the depth
and breadth of knowledge healthcare managers need to
know to ensure that their organizations and the
healthcare system are operating effectively in providing
optimal care to the population served.

Figure 1

3 In addition to the American College of Healthcare Executives,
other members of the Healthcare Leadership Alliance (HLA) are
American Association for Physician Leadership, American Organizations
of Nurse Executives, Healthcare Financial Management Association,
Healthcare Information and Management Systems Society and the
Medical Group Management Association

Leadership Competencies for Health Services Managers 5

In the Competency Directory, the competencies are
categorized into five critical domains: Leadership,
Communication and Relationship Management,
Professional and Social Responsibility, Health and
Healthcare Environment, and Business. The Definitions
of the domains are as follows:

1. Leadership

The ability to inspire individual and organizational
excellence, create a shared vision and successfully manage
change to attain an organization’s strategic ends and
successful performance. Leadership intersects with the
other four domains.

2. Communication and Relationship
Management
The ability to communicate clearly and concisely with
internal and external customers, establish and maintain
relationships, and facilitate constructive interactions with
individuals and groups.

3. Professional and Social Responsibility

The ability to align personal and organizational conduct
with ethical and professional standards that include a
responsibility to the patient and community, a service
orientation, and a commitment to lifelong learning and
improvement.

Figure 2

4. Health and the Healthcare Environment

The understanding of the healthcare system and the
environment in which healthcare managers and providers
function.

5. Business

The ability to apply business principles, including systems
thinking, to the healthcare environment.

The Competency Directory can be used in a variety of
ways. Figure 2 shows some of the key stakeholders and
their possible uses of the Competency Directory.

Healthcare managers should demonstrate competence in all

five domain areas. As you work your way through the
Directory, the Consortium hopes you will find it valuable on
your path of lifelong professional education. Please share the
tool with other healthcare managers, government agencies,
academicians and others to help support the international
recognition of the healthcare management profession. For
more information on this Directory, contact the International
Hospital Federation at
http://www.ihf-fih.org/.

Work together to

positively impact

patient care

through

heightened

leadership

capability and

increased

recognition for the

profession of

healthcare

management

6 Leadership Competencies for Health Services Managers

Global Healthcare Management Competency Directory

1. Leadership Competencies:
A. Leadership Skills and Behavior

• Articulate and communicate the mission, objectives
and priorities of the organization to internal and
external entities

• Incorporate management techniques and theories into
leadership activities

• Analyze problems, promote solutions and encourage
decision making

B. Engaging Culture and Environment

• Create an organizational climate built on mutual trust,
transparency and a focus on service improvement that
encourages teamwork and supports diversity

• Encourage a high level of commitment from employees
by establishing and communicating a compelling
organizational vision and goals

• Hold self and others accountable to surpass
organizational goals

C. Leading Change

• Promote ongoing learning and improvement in the
organization

• Respond to the need for change and lead the change
process

D. Driving Innovation

• Encourage diversity of thought to support innovation,
creativity and improvement

2. Communications and Relationship
Management Competencies:
A. Relationship Management

• Demonstrate effective interpersonal relationships
and the ability to develop and maintain positive
stakeholder relationships

• Practice and value transparent shared decision making
and understand its impacts on stakeholders (internal
and external)

• Demonstrate collaborative techniques for engaging
and working with stakeholders

B. Communication Skills and Engagement

• Exercise cultural sensitivity in internal and external
communication

• Demonstrate strong listening and communication skills

• Present results of data analysis in a way that is factual,
credible and understandable to the decision makers

• Prepare and deliver business communications such as
meeting agendas, presentations, business reports and
project communication plans

• Demonstrate understanding of the function of media
and public relations

C. Facilitation and Negotiation

• Manage conflict through mediation, negotiation and
other dispute resolution techniques

• Demonstrate problem solving and problem-solving
skills

• Build and participate in effective multidisciplinary teams

3. Professional and Social Responsibility
Competencies:
A. Personal and Professional Accountability

• Advocate for and participate in healthcare policy
initiatives

• Advocate for rights and responsibilities of patients and
their families

• Demonstrate an ability to understand and manage
conflict-of-interest situations as defined by
organizational bylaws, policies and procedures

• Practice due diligence in carrying out
fiduciary responsibilities

• Commit to competence, integrity, altruism and the
promotion of the public good

• Promote quality, safety of care and social commitment,
in the delivery of health services

B. Professional Development and Lifelong Learning

• Demonstrate commitment to self-development
including continuing education, networking, reflection
and personal improvement

C. Contributions to the Profession

• Contribute to advancing the profession of healthcare
management by sharing knowledge and experience

• Develop others by mentoring, advising, coaching and
serving as a role model

• Support and mentor high-potential talent within both
one’s organization and the profession of healthcare
management

D. Self‐Awareness

• Be aware of one’s own assumptions, values,
strengths and limitations

• Demonstrate reflective leadership by using self-
assessment and feedback from others in decision
making

E. Ethical Conduct and Social Consciousness

• Demonstrate high ethical conduct, a commitment to
transparency and accountability for one’s actions

Leadership Competencies for Health Services Managers 7

• Use the established ethical structures to resolve ethical
issues

• Maintain a balance between personal and professional
accountability, recognizing that the central focus is the
needs of the patient/community

3. Health and Healthcare Environment
Competencies:
A. Health Systems and Organizations

• Demonstrate an understanding of system structure,
funding mechanisms and how healthcare services are
organized

• Balance the interrelationships among access, quality,
safety, cost, resource allocation, accountability, care
setting, community need and professional roles

• Assess the performance of the organization as part of
the health system/healthcare services

• Use monitoring systems to ensure legal, ethical, and
quality/safety standards are met in clinical,
corporate and administrative functions

• Promote the establishment of alliances and
consolidation of networks to expand social and
community participation in health networks, both
nationally and globally

B. Health Workforce

• Demonstrate the ability to optimize the healthcare
workforce around local critical workforce issues, such
as shortages, scope of practice, skill mix, licensing and
fluctuations in service

C. Person‐Centered Health

• Effectively recognize and promote patients and their
family’s/caregiver’s perspectives in the delivery of care

• Include the perspective of individuals, families and
the community as partners in healthcare decision-
making processes, respecting cultural differences and
expectations

D. Public Health

• Establish goals and objectives for improving health
outcomes that incorporate an understanding of the
social determinants of health and of the
socioeconomic environment in which the organization
functions

• Use vital statistics and core health indicators to guide
decision making and analyze health trends of the
population to guide the provision of health services

• Manage risks, threats, and damage to health during
disasters and/or emergency situations

• Evaluate critical processes connected with the
public health surveillance and controls systems and

communicate relevant surveillance information to
increase response to risks, threats, and damage to
health

• Recognize the local implications of global health events
to understand global interconnectivity and its impact
on population health conditions

5. Business Competencies:

A. General Management

• Demonstrate knowledge of basic business practices,
such as business plans, contracting, and project
management

• Collate relevant data and information, and analyze
and evaluate this information to support or make
an effective decision or recommendation

• Seek information from a variety of sources to support
organizational performance, conduct needs analysis
and prioritize requirements

B. Laws and Regulations

• Abides by laws and regulations applicable to the work
of the organization

C. Financial Management

• Effectively use key accounting principles and
financial management tools, such as financial plans
and measures of performance (e.g., performance
indicators)

• Use principles of project, operating and capital
budgeting

• Plan, organize, execute and monitor the resources of
the organization to ensure optimal health outcomes
and effective quality and cost controls

D. Human Resource Management

• Provide leadership in defining staff roles and
responsibilities, developing appropriate job
classification/grading systems and workforce planning

• Effectively manage departmental human resource
processes, including scheduling; performance
appraisals; incentives; staff recruitment; selection and
retention; training and education; motivation, coaching
and mentoring; and appropriate productivity measures

E. Organizational Dynamics and Governance

• Demonstrate knowledge of governmental, regulatory,
professional and accreditation agencies

• Effectively apply knowledge of organizational systems
theories and behaviors

• Interpret public policy, legislative and advocacy
processes within the organization

8 Leadership Competencies for Health Services Managers

• Manage within the governance structure of the
organization

• Create and maintain a system of governance that
ensures appropriate oversight of the organization

• Demonstrate knowledge of the role of leadership
within governance structure

F. Strategic Planning and Marketing

• Lead the development of key planning documents,
including strategic plans, business service plans and
business cases for new services

• Plan for business continuity in the face of potential
disasters that could disrupt service delivery

• Develop and monitor operating-unit strategic
objectives that are aligned with the mission and
strategic objectives

• Apply marketing principles and tools to develop
appropriate marketing to the needs of the community

• Evaluate whether a proposed action aligns with the
organizational business/strategic plan

G. Information Management

• Use data sets to assess performance, establish targets,
monitor indicators and trends, and determine if
deliverables are met

• Ensure that applicable privacy and security
requirements are upheld

• Ensure optimal use of information and trend analysis
within the organization through the use of business
intelligence, information management, clinical, and
business systems

• Promote the effective management, analysis and
communication of health information

H. Risk Management

• Effectively use risk management principles and
programs, such as risk assessment and analysis and risk
mitigation

I. Quality Improvement

• Develop and implement quality assurance, satisfaction,
and patient safety programs according to national
initiatives on quality and patient safety

• Develop and track indicators to measure quality
outcomes, satisfaction and patient safety, and plan
continuous improvement

J. Systems Thinking

• Demonstrate an understanding of the
interdependency, integration, and competition among
healthcare sectors

• Connect the interrelationships among access,
quality, cost, resource allocation, accountability and
community need

K. Supply Chain Management

• Effectively manage the supply chain to achieve
timelines and efficiency of inputs, materials,
warehousing, and distribution so that supplies reach
the end user in a cost-effective manner

• Adhere to procurement regulations in terms of
contract management and tendering guidelines

• Effectively manage the interdependency and logistics
of supply chain services within the organization

Leadership Competencies for Health Services Managers 9

10 Leadership Competencies for Health Services Managers

Appendix: History and

Process of
Collaboration

1. Work has been accomplished within individual coun-
tries on identifying needed competencies for health-
care leaders. In the United States, the Association
of University Programs in Health Administration and
the Commission on Accreditation of Healthcare Man-
agement Education have been leaders in identifying
competencies and developing healthcare executives
from a University education perspective. In the United
Kingdom, the Institute of Healthcare Management and
the London School of Economics have been working to
promote the profession of healthcare management
and support individual healthcare managers. Canada’s
and Australia’s initiatives have supported the
development of healthcare leaders. As these examples
show, the Global Consortium for Healthcare
Management Professionalization is not the only entity
working to make a difference in this field. However the
Consortium is uniquely positioned to make a global
contribution to identifying needed competencies for
healthcare leaders as a result of its international
makeup. The variety of efforts that are currently under
way also show that there is a growing recognition of
the importance and urgency to identify needed
competencies for healthcare leaders on a global scale.

2. Despite the benefits, challenges persist in professional-
izing healthcare management. Less fragmentation in
addressing this issue is needed, and the case for
support requires a more objective presentation of the
benefits. Governments are encouraged to recognize
the potential impact of professionalizing healthcare
management and the need for urgency in achieving this
objective. As nations strive to address the issues of
outcomes, access, resources, globalization and
complexity, the objective of professional healthcare
management will be increasingly pressing.

3. The work of the Consortium began in 2012 with a
cross- walk of current healthcare management
competency frameworks from around the world.
These competency models include: USA’s Healthcare
Leadership Alliance competency model, Canada’s
LEADS leadership framework supported by the
Canadian College of Health Leaders and the LEADS
Collaborative partnership, Australia’s competency
model developed by Health Workforce Australia and
supported by the

Australasian College of Health Service Management,
the United Kingdom’s competency model developed
by the National Health Service and the Regional Core
Competency Framework for Public Health, and the
emerging countries competency model developed by
Management Sciences for Health for USAID.

4. The Consortium was established to support
professionalizing healthcare management and to
enhance training for healthcare leaders by:

• creating an internationally agreed-upon set of core
competencies for healthcare managers,

• encouraging the use of this framework as a tool to
intensify the training, employment and promo-
tion of healthcare managers,

• promoting the development of long-term career
pathways for healthcare managers,

• promoting peer control and development of
healthcare managers through the formalization and
acceptance of healthcare management associations
within countries and regions.

5. The first in-person meeting was hosted by the Pan
American Health Organization (PAHO) in Washington
DC, in January 2013. The focus of this meeting was to
achieve agreement on fundamental competencies
needed for healthcare service executives, the target
audience for the framework; the appropriate range of
competencies; and how and by whom the
competencies should be assessed. In March, 2013, the
Consortium adopted its guiding principles, and in May,
2013 the members agreed on an initial competency
framework. The Consortium was then formalized and
the initiative was launched in June, 2013. The second
half of 2013 was spent validating the initial version of
the Competency Directory. In November and
December 2013, a survey was sent to experts in a
variety of healthcare management settings and in
locations throughout the world, who reviewed the
Directory and gave feedback.

6. In January 2014, a second meeting was hosted by
PAHO in Washington, DC, to review the survey results
and create an updated version of the Competency
Directory. The focus of this second meeting was to
utilize the diverse perspectives of 22 individuals from
15 countries to work together to gain consensus on
the key competencies needed for healthcare execu-
tives from a larger directory framework of more than
300 statements. The Consortium worked to finalize and
validate a list of competencies and to ensure the
competency model is applicable to healthcare leaders
on a global level.

Leadership Competencies for Health Services Managers 11

7. In January 2015, a third meeting was hosted by PAHO
in Washington, DC to review the updated Competency
Directory, move forward with the call to action and
develop a communication plan. The Competency
Directory was approved by the Consortium, which was
renamed the Global Consortium for Healthcare
Management Professionalization.

8. The Competency Directory resulted from consensus
building among the largest possible representation of
healthcare management associations and groups in the
world. It is a cornerstone for enhancing the profes-
sionalization of healthcare managers. It will serve as
a universal reference that can be customized in each
country to advance the credentials of healthcare
leaders.

9. The Competency Directory is a first step of an
ambitious initiative to professionalize healthcare
management, and therefore the Global Consortium
for Healthcare Management Professionalization is
putting forward a call to action to further mobilize all
key stakeholders in the health arena.

12 Leadership Competencies for Health Services Managers

American College of Healthcare Executives
Australasian College of Health Service Management
Canadian College of Health Leaders
European Association of Hospital Managers
Federacao Brasileira de Administradores Hospitalares
Federacion Andina y Amazonica de Hospitales
Federacion Latinoamericana de Hospitales
Health Management Institute of Ireland
Hong Kong College of Healthcare Executives
International Health Services Group
International Hospital Federation
Jamaican Association of Health Services
Management Sciences for Health
Pan American Health Organization
Sociedad Chilena de Administradores en Atención Médica y
Hospitalaria
Taiwan College of Healthcare Managers
Tropical Health and Education Trust – Partnership for Global Health
University of the West Indies

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