Performance Improvement in Influencing Quality Healthcare
To be a significant performance improvement and more so in healthcare, leadership must be at the forefront of this progress. The type of leadership dictates the possible outcomes of events in healthcare. The most important aspect of the results should be in the quality of delivery of the services. In most settings, healthcare workers have a positive attitude concerning quality improvement compared to their organizations’ leadership. The leaders and managers at the helm of organizations always face the bulk of the task in ensuring overall quality improvements (Drew & Pandit, 2020). Their juniors, however, find managers as authoritative and view them in a negative light in the majority of instances.
Typically, the other factor that strongly relates to the quality of health outcomes is the system set up. How any particular system approaches its issues, and in this context, healthcare delivery, determines the extent to which changes can be achieved. Generally, the ability to improve in performance heavily relies on multiple factors that include: organization culture, learning capacity, the capability of improvement, among others. (Rahimi, 2015). In most instances, achieving significant milestones in the optimization of performance requires a great deal of time. Setting up successful operations and working towards profitability will require a lot of focused energy (Drew & Pandit, 2020). Other times, however, radical shifts in how leadership and management are carried out might result in short-term gains and optimum performance from workers in any given setting.