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Leadership and Quality Improvement Initiatives

The article “How Hospital can Help their Future Leaders Succeed” by Kelly Gooch and Nika Schoonover (2022) clearly illustrates how Management in healthcare organizations when the ratio of workload compared to staffing. This has been attributed to the healthcare industry facing worker shortages, facility closures and lapses, and catalyzing service cuts. This is in line with the calls for transformational change in hospital quality programs; there is a need for leaders to adapt to their current environment (Coles et al., 2020). This is because by better understanding the current organization situation, it is easy to propose and implement interventions to improve leadership participation and planning for future leaders in hospital quality improvement initiatives.

The Level of Management Implementing Initiative

The management level that will implement the initiative is healthcare managers. This is because healthcare managers oversee the administration of the healthcare system. They understand healthcare sector complexities and work with other healthcare providers to ensure that the organization function properly. The functions include strategic planning, policy-making, budgeting and administrative personnel training and professional development. The managers must run the hospital despite their challenges by adopting management tips.


The challenge in this article is planning for future healthcare leaders to help to establish strategies in healthcare due to low personnel or staffing challenges and an increased number of employees and executive exist (Gooch & Schoonover, 2022). Due to the ageing workforce in healthcare, the increase in population, high rates of diseases and the outbreak of COVID-19, the healthcare industry is faced with a workers shortage and a significant workload. This problem is one of the most significant in the healthcare industry because it hinders the facility’s operation, affecting the delivery of care.

Goals of Quality Improvement Initiative

The objective of the quality improvement initiative is to ensure that despite staffing issues, the organization can run their operation smoothly (Gooch & Schoonover, 2022). Also, the aim is to ensure that the shortage in staff corresponds to the workload. The quality improvement initiative also aims to ensure that workers are managed even if they are spread thin until recruiting other employees becomes an option. Hospitals are helping their future leaders to also succeed in improving patient outcomes and acquiring effectiveness in medical care delivery (Gooch & Schoonover, 2022). It is also to reduce healthcare costs, as hiring more workers will increase the wage bill, increasing the cost of service provision.

Statistical Tool used to Measure Quality Improvement.

The statistical technique utilized to quantify quality advancement is sample size determination. It is the best tool as it examines the information from statistical methods. In most cases, the data set is usually enormous, which makes it hard to gather exact information for every aspect of the data set (Shuster, 2019). The hospital chief executive officers who act as mass data were taken and shrunk to more minor data set that is more manageable and understandable. This is to fit the low staffing variables. In addition, most of the quality improvements with massive data utilize sample size determination to provide quality initiatives.

The results from the Improvement initiative

The improvement initiative developed 50% to 70% of their talent internally and marketed for specific skill gaps they were aspiring to expand externally to improve care quality across the organization. In addition, upon analyzing the patient population they attend, the organization found that it is not all about diversity but ensuring that the community is served. They also found that most people focus on the role they conducted.

How the Management could have handled Better

The Management tried to handle the challenge they were facing, particularly structural barriers. However, there should have made some changes to achieve the best outcomes. In order to help future leaders succeed, it is essential to introduce training programs and interventions that mainly train the upcoming leaders on management skills or tips and how to deal with complexities associated with the health industry. Mentorship and sponsorship programs are also significant as they help develop the individual into a competitive leader. Young leaders require support from individuals with skills, knowledge and experience in the healthcare industry. It is also important to consider inclusion and diversity when preparing future leaders to reduce disparities. The organization could have also helped the young leaders adapt to challenging situations, such as managing employees who feel exhausted due to their number and high workload. According to Kayser (2022), the skills include prioritizing consistently, being honest, communicating priorities upward and resetting expectations with stakeholders.

Impact of the Outcomes on the Organization

The outcomes positively affected the organization, such as enhancing patient outcomes. Patient care and outcomes in the organization have significantly improved because they focus on the retention of the executive and succession plans that help manage the delivery of quality care. For instance, sponsorship programs allow the organization to provide equal services to healthcare providers and patients. Primarily, a quality improvement initiative results in improved patient outcomes, safety and quality care and acquisition effective in medical care provision.

Take-away from the Article

As a healthcare leader, I have learned a few aspects from this article. The first aspect is that it is essential to pay attention to executive retention because it affects how succession planning becomes rigorous and consistent in how different leadership approaches are processed. Therefore, paying high-potential leaders to retain them is essential because it indicates that as a leader, you should be more intentional concerning development opportunities and exposure throughout an organization. The second aspect is that the more significant dimension a healthcare system should take is looking at a whole organization by consistently recognizing and retaining talents so that succession can move from senior leaders to future leaders. This is because it is necessary to understand the gaps to retain the right mentors to train upcoming leaders. The last aspect is analyzing the population I am serving. This is because patients prioritize every healthcare provider, particularly positive healthcare outcomes.


Positive leadership can be applied in the workplace to improve healthcare quality goals by ensuring that leaders have core competencies that enable them to conduct their responsibilities successfully. These competencies include self-awareness, self-belief, improvement drive, self-management and personal integrity (Boguslavasky et al., 2019). Providing leadership for enhancement at all levels of complexities, that is, thinking strategically and having the technical capacity and capability to lead improvement. By identification of priorities, positive leadership can be applied to quality improvement. Positive leadership also sets direction or plans for an organization to move forward by seizing the future. Additionally, embracing and managing ambiguity and intricacy in the workplace improves healthcare quality objectives (Boguslavasky et al., 2019). Also, it is easy to enhance healthcare quality objectives by applying a solid commitment to making service performance and determination to achieve positive outcomes.


Boguslavasky, V., Gutierrez, R. & Holschneider, S. ( 2019). Effective Leadership for Quality Improvement in Health Care: A Practical Guide. Chevy Chase, MD: University Research Co, LLC

Coles, E., Anderson, J., Maxwell, M., Harris, F. M., Gray, N. M., Milner, G., & MacGillivray, S. (2020). The influence of contextual factors on healthcare quality improvement initiatives: a realist review. Systematic Reviews9(1), 1–22.

Gooch, K. & Schoonover, N. ( 2022, October 19). How hospitals can help their future leaders succeed—Retrieved October 24, 2022, from

Kayser, A. (2022, October 17). 6 management tips for when staffing is low, and workload is high. Retrieved October 24, 2022, from,

Shuster, J. J. (2019). CRC handbook of sample size guidelines for clinical trials. CRC Press.


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