Academic medical centers (AMCs) require department administrators to work not only within the university environment but also run a clinical practice. This qualitative, phenomenological study specifically asked the question to AMC clinical department administrators of what competencies are most relevant to successful job completion as the administrators meet the dual missions of the university and clinical practice. The Healthcare Leadership Alliance (HLA) listed almost 300 competencies in five domains that leaders in health care often possess. Emotional intelligence and social intelligence were also discussed as factors influencing leadership success. Clinical department administrators with at least eight years experience in the AMC environment participated from AMCs in Florida and Texas. Exploration of their perceptive responses was meant to facilitate further academic understanding of leadership competencies and may guide future hiring practices of health care administrative leadership. The results of the research concluded that AMC clinical department administrators rely heavily on social “soft skills.” Soft skills are not as easy to measure as concrete business skills and many institutions disregard the importance of these competencies when choosing effective clinical department administrators. A new model should be created emphasizing social competencies that helps organizations hire effective leaders and helps individuals seeking such positions develop the competencies necessary for the leadership position.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 73/10(E), Dissertation Abstracts International|
|Subjects:||Management, Health care management|
|Keywords:||Academic medical centers, Clinical departments, Leadership competencies|
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