Bridging worldviews: Toward a common model of leadership across the health professions

This study was pursued to revise and revalidate a widely used health sector leadership competency model and assess its potential for providing greater interoperability across the professions. Methodology/Approach Using the National Center for Healthcare Leadership’s interprofessional competency model Version 2.1 as the starting point, we developed a revised and revalidated model in four phases: (a) we completed a future scan using methods described in Garman et al. [Garman, A. N., Johnson, T. J., & Royer, T. (2011). The future of healthcare: Global trends worth watching. Chicago, IL: Health Administration Press.]; (b) we collected behavioral event interview data from pairs of leaders representing different organizational and performance levels, using methods developed by Boyatzis [Boyatzis, R. E. (1982). The competent manager: A model for effective performance. New York, NY: John Wiley & Sons.]; (c) we conducted a validity study via electronic survey of 145 working managers and calculated content validity ratios using methods described by Lawshe [Lawshe, C. H. (1975). A quantitative approach to content validity. Personnel Psychology, 38(4), 563–575.]; and (d) we used natural language processing to assess the extent to which existing leadership models in the health professions will crosswalk to the new model. Findings All competencies in the revised model successfully met criteria for validity. The revised model also successfully crosswalked against, on average, 85% ...
Source: Health Care Management Review - Category: American Health Tags: Online Only Source Type: research