Healthcare leaders know about change. The need to adapt – as individuals, as organizations and as an industry – is obvious. What is less apparent are the leadership skills that are most important in today’s uncertain and complex environment.

For decades, US-based healthcare providers, insurance companies, pharmaceutical and device firms have been operating in a shifting landscape. Advances in technology and new standards of care, new business models, a growing population and changing demographics have propelled ongoing change in the healthcare sector. Regulation, access to care, cost pressures and legal and ethical considerations add to the complexity, as does healthcare reform. In this context, it can be difficult to know if organizations have the leadership talent they need to set direction, create alignment and gain commitment among employees, partners and stakeholders as they seek to provide safe, highquality patient care.

To help our healthcare clients better understand and focus the development of leaders, CCL analyzed leadership effectiveness data from nearly 35,000 people working in the field.

This report shares the details of the study, introduces CCL’s healthcare leadership framework and offers strategies for developing leaders.

Contributors to This Paper:

Tracy Enright Patterson, Heather Champion, Henry Browning, Deborah Torain, Courtney Harrison, Joan Gurvis, John Fleenor and Michael Campbell

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