TITLE

Setting the Stage for a Business Case for Leadership Diversity in Healthcare: History, Research, and Leverage

AUTHOR(S)
Dotson, Ebbin; Nuru-Jeter, Amani
PUB. DATE
January 2012
SOURCE
Journal of Healthcare Management;Jan/Feb2012, Vol. 57 Issue 1, p35
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
Leveraging diversity to successfully influence business operations is a business imperative for many healthcare organizations as they look to leadership to help manage a new era of culturally competent, patient-centered care that reduces health and healthcare disparities. This article presents the foundation for a business case in leadership diversity within healthcare organizations and describes the need for research on managerial solutions to health and healthcare disparities. It provides a discussion of clinical, policy, and management implications that will help support a business case for improving the diversity of leadership in healthcare organizations as a way to reduce health and healthcare disparities. Historical contexts introduce aspects of the business case for leveraging leadership diversity based on a desire for a culturally competent care organization. Little research exists on the impact that the role of leadership plays in addressing health disparities from a healthcare management perspective. This article provides practitioners and researchers with a rationale to invest in leadership diversity. It discusses three strategies that will help set the stage for a business case. First, provide empirical evidence of the link between diversity and performance. Second, link investments in diversity to financial outcomes and organizational metrics of success. Third, make organizational leadership responsible for cultural competence as a performance measure. In order to address health and healthcare disparities, collaborations between researchers and practitioners are necessary to effectively implement these strategies.
ACCESSION #
71120237

 

Related Articles

  • MPS TO CONSIDER IMPACT OF PRIVATISATION AND TRANSATLANTIC AGREEMENT ON NHS.  // Nursing Standard;9/17/2014, Vol. 29 Issue 3, p8 

    A group of influential MPs is set to examine the impact of privatisation in the NHS as part of an inquiry into spending on health.

  • Educate, Communicate, Inspire. Santamour, Bill // H&HN: Hospitals & Health Networks;Nov2012, Vol. 86 Issue 11, p10 

    In this article the author reflects on the effect the results of the 2012 U.S. presidential election may have on the U.S. health care system and on U.S. hospitals. The views that several U.S. hospital executives, including Britt Berrett of Texas Presbyterian Hospital, Mary Starmann-Harrison of...

  • Equity of Care toolkit.  // H&HN: Hospitals & Health Networks;May2015, Vol. 89 Issue 5, p14 

    The article reports on the free how-to guide released by the American Hospital Association (AHA) to help speed up the removal of health care disparities and ensure that hospital leadership reflects diversity in the community.

  • Hospital Operations Management.  // H&HN: Hospitals & Health Networks;Aug2013, Vol. 87 Issue 8, p50 

    The article presents a transcript of a panel discussion which was held on May 15, 2013 in Chicago, Illinois to discuss the challenges of reducing wait times in medical care and featured a panel of hospital executives and experts, including Barry Graf of Virtua Health, William Lovejoy of the...

  • 'Never regretted' becoming CEO: Denver Health's Gabow plans to retire in September. Robeznieks, Andis // Modern Healthcare;11/7/2011, Vol. 41 Issue 45, p17 

    The article announces that Denver Health chief executive officer (CEO) Patricia Gabow will be retiring in September 2011.

  • Lean works, but execs balk.  // H&HN: Hospitals & Health Networks;Sep2012, Vol. 86 Issue 9, p16 

    A letter to the editor is presented in response to the article "Goodbye Best Practice, Hello Lean" by Haydn Bush, which appeared in the August 9, 2012 issue of the newsletter "H&HN Daily".

  • 6 STRATEGIES For Managing Technology Change.  // H&HN: Hospitals & Health Networks;Jul2012, Vol. 86 Issue 7, p74 

    The article discusses six strategies, including informally networking with other health care providers, moving into program management and encouraging staff to become certified in new software, which hospital executives can use to help manage technology change within their facilities.

  • What - and Whom - We Leave Behind. Santamour, Bill // H&HN: Hospitals & Health Networks;May2013, Vol. 87 Issue 5, p10 

    In this article the author offers his opinions on advances which have been seen in health care in the U.S. and on health care reform in the U.S. and its impact on the U.S. health care system. Information on an article within the issue that is concerned with an expected decline of leaders in U.S....

  • Culture change starts with leaders.  // Hospital Case Management;May2011, Vol. 19 Issue 3, p47 

    In the article, Assad Sayah, chief of emergency medicine for the Cambridge (MA) Health Alliance in Boston, Massachusetts, emphasizes the critical role played by culture change in improving the patient flow at the system and notes that culture change should start from the leadership.

Share

Read the Article

Courtesy of NEW JERSEY STATE LIBRARY

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics