Journal of Healthcare Management - July/August 2014 - (Page 247)

I M ple Mentng H ealtHcare r efor M leadership game is won or lost: It is not enough for a leader simply to understand the effect of emotions on his style; he must move from internal (and unseen) emotion to external behavior-what people see, hear, and respond to. Self-Awareness Emotional and behavioral intelligence (EQ/BQ) starts with self-awareness, or an objective understanding of one's emotional and behavioral wiring. Self-awareness requires recognition and acceptance of the effect that an individual's behavior has on others so that the individual can then mitigate those undesired effects. Social Awareness But self-awareness is only the beginning. The EQ/BQ leader must also be socially aware. That is, she must understand the behavioral attributes and needs of the people she leads. In today's change-oriented healthcare environment, it is critical that healthcare leaders understand (be socially aware of ) the behavioral makeup of their organization's employees. One way by which to accomplish this critical task is to use a strongly validated 4-dimensional psychometric instrument. Such tools, when utilized properly, can accurately identify which individuals may be more affected by change than others. In fact, anecdotal evidence gathered by us over the past 12 years working with provider organizations of all sizes indicates that the preponderance of mid- to lower-level hospital and health system employees can be characterized as strongly change resistant. These are often individuals who * are sensitive to needs of other people (helpers), which is why they chose a career in healthcare; * prefer to follow rather than lead; * can be very uncomfortable with change, especially when pushed to conform or adapt quickly; * often mask their true feelings to avoid conflict or confrontation; * prefer a structured, organized, and predictable work environment; and * want to do things "right" and require a suitable amount of time to do so. The leader who implements the changes driven by the ACA without taking into consideration the behavioral needs of his employees will likely encounter resistance, confusion, and a demoralized workforce (Lazarus, 2013). Such individuals can needlessly complicate or hinder these efforts. By embracing an EQ/BQ approach to leadership, executives can mitigate many of the difficulties associated with change and foster an organizational culture of support, empathy, and shared success. When leaders drive emotions and behaviors positively, they bring out the best in the people who follow them. 247

Table of Contents for the Digital Edition of Journal of Healthcare Management - July/August 2014

Journal of Healthcare Management - July/August 2014
Contents
Interview With Charles R. Evans, FACHE, President of the International Health Services Group and Senior Advisor at Jackson Healthcare
The Most Effective Leadership Style for the New Landscape of Healthcare
Exploring Obstacles to Success for Early Careerists in Healthcare Leadership
Decisions Through Data: Analytics in Healthcare
Sustainable Competitive Advantage for Accountable Care Organizations
Hospital Characteristics Associated With Achievement of Meaningful Use
The Effect of Professional Culture on Intrinsic Motivation Among Physicians in an Academic Medical Center
Abstract from the Academy of Management

Journal of Healthcare Management - July/August 2014