Healthcare Leadership: Leading for Creativity, Innovation, and Performance by Changing Organizational Culture in Healthcare Leading for Organizational Innovation and Performance

Main Article Content

Jijo Paul, Ph.D., M.Phil., E.MBA., MS. http://orcid.org/0000-0003-1339-4718

Abstract

Leadership is one of the critical factors for organizational creativity, innovation, and performance. Organizational culture is a significant strategic element that stimulates creativity, innovation, and performance to strengthen the organization and compete. This study aims to investigate and understand the leading role of leadership in creativity, innovation, and organizational performance to foster team performance. Since workplace culture and employee attitudes are vital predictors of organizational innovation and performance, looking deep into leadership roles improves organizational performance by enhancing work culture in healthcare.


Innovation sessions provide great opportunities to redesign solutions and encourage divergent thinking in teams, and these innovations dramatically depend on the leaders and the team's psychological safety. Teams' innovative ideas should be recognized/ consistently rewarded and encouraged to work flexibly to bring creative ideas forward for further innovations. Organizational performance reports should address goal policies and management limitations; a balanced scorecard method could help leaders balance various pressing parameters. Institutional goals are foundational building blocks to achieve its mission and vision; setting up, aligning, and tracking enables the department to work towards a single objective by contributing everyone to the project for growth. Breaking down goals into smaller pieces helps leaders stay on track, identify team members meeting key results, and measure progress toward a goal.


An easy way to diagnose organizational culture is by conducting an institutional survey, which reflects the inner mind of the organization and workplace culture. An organizational culture begins with excellent mission and vision statements guiding leaders to values and objectives. The timeline setup for goals supports the leaders in managing and achieving goals on time, and regular monitoring is suggested to track progress. Demarcating and applying metrics to milestones support progress tracking, and the goal reports identify the organization's vision for growth and expansion. Excellent leaders are desired to promote organizational creativity and innovation to improve organizational performance by enhancing work culture in healthcare.

Keywords: Healthcare, leadership, creativity, innovation, organizational performance, culture, radiology, oncology

Article Details

How to Cite
PAUL, Jijo. Healthcare Leadership: Leading for Creativity, Innovation, and Performance by Changing Organizational Culture in Healthcare. Medical Research Archives, [S.l.], v. 12, n. 10, oct. 2024. ISSN 2375-1924. Available at: <https://esmed.org/MRA/mra/article/view/5909>. Date accessed: 05 dec. 2024. doi: https://doi.org/10.18103/mra.v12i10.5909.
Section
Review Articles

References

1. Hughes DJ, Lee A, Tian AW, et al. Leadership, creativity, and innovation: A critical review and practical recommendations. The Leadership Quarterly. 2018; 29(5):549-569

2. Lee A, Legood A, Hughes D, et al. Leadership, creativity and innovation: a meta-analytic review. European Journal of Work and Organizational Psychology. 2020;29(1):1-35

3. Paul J. Role of strategic leaders in unexpected healthcare crisis management. Medical Research Archives. 2024. https://doi.org/10.18103/mra.v12i4.5345

4. Huang Z, Sindakis S, Aggarwal S, et al. The role of leadership in collective creativity and innovation: Examining academic research and development environments. Front. Psychol. 2022;13:1060412

5. Mehraein V, Visintin F, Pittino D. The dark side of leadership: A systematic review of creativity and innovation. Int J Manag Rev. 2023;25:740-767

6. Nandasinghe G. Leadership and organization performance: A Review on theoretical and empirical perspectives. Global Journal of Management and Business Research. 2020; 20(4):41

7. Nguyena NP, Hang NTT, Hiep N, et al. Does transformational leadership influence organisational culture and organisational performance: Empirical evidence from an emerging country. IIMB Management Review. 2023;35:382–392

8. Scott T, Mannion R, Davies HTO, et al. Implementing culture change in health care: theory and practice. Int J Qual Health Care. 2003;15(2):111-8

9. Tsai Y. Relationship between organizational culture, Leadership behavior and job satisfaction. BMC Health Serv Res. 2011;14:11:98.

10. Dextras-Gauthier J, Gilbert MH, Dima J, et al. Organizational culture and leadership behaviors: is manager's psychological health the missing piece? Front Psychol. 2023; 28:14:1237775

11. Srimulyani VA, Hermanto YB. Organizational culture as a mediator of credible leadership influence on work engagement: empirical studies in private hospitals in East Java, Indonesia. Humanit Soc Sci Commun. 2022;9(1):274

12. Linnander E, McNatt Z, Boehmer K, et al. Changing hospital organisational culture for improved patient outcomes: developing and implementing the leadership saves lives intervention. BMJ Qual Saf. 2021; 30(6):475-483

13. Curry LA, Spatz E, Cherlin E, et al.. What distinguishes top-performing hospitals in acute myocardial infarction mortality rates? A qualitative study. Ann Intern Med 2011;154(6):384–90.

14. McFadden KL, Stock GN, Gowen CR. Leadership, safety climate, and continuous quality improvement: impact on process quality and patient safety. J Nurs Adm. 2014;44(10):S27-37

15. Singer S, Lin S, Falwell A, et al.. Relationship of safety climate and safety performance in hospitals. Health Serv Res 2009;44(2):399–421.

16. Taylor N, Clay-Williams R, Hogden E, et al.. High performing hospitals: a qualitative systematic review of associated factors and practical strategies for improvement. BMC Health Serv Res. 2015;24:15:244.

17. Acar OA, Tarakci M, van Knippenberg D. Creativity and innovation under constraints: A Cross-disciplinary integrative review. Journal of Management. 2019;45(1):96-121

18. Zhang X. Incremental innovation: Long-term impetus for design business creativity. Sustainability. 2022;14(22):14697

19. Paul J, Chacko A, Saccomandi P, et al. Effect of diagnostic cone-beam computed tomography protocols on image quality, patient dose, and lesion detection. Phys Med. 2016;32(12):1575-1583

20. Paul J, Schell B, Kerl JM, et al. Effect of contrast material on image noise and radiation dose in adult chest computed tomography using automatic exposure control: a comparative study between 16-, 64- and 128-slice CT. Eur J Radiol. 2011;79(2):e128-32

21. Paul J, Krauss B, Banckwitz R, et al. Relationships of clinical protocols and reconstruction kernels with image quality and radiation dose in a 128-slice CT scanner: study with an anthropomorphic and water phantom. Eur J Radiol. 2012;81(5):e699-703

22. Paul J, Chacko A, Farhang M, et al. Ultrafast cone-beam computed tomography: a comparative study of imaging protocols during image-guided therapy procedure. Biomed Res Int. 2015;2015:4 67850. https://doi.org/10.1155/2015/467850

23. Paul J, Mbalisike EC, Vogl TJ. Radiation dose to procedural personnel and patients from an X-ray volume imaging system. Eur Radiol. 2013;23 (12):3262-70

24. Paul J, Jacobi V, Farhang M, et al. Radiation dose and image quality of X-ray volume imaging systems: cone-beam computed tomography, digital subtraction angiography and digital fluoroscopy. Eur Radiol. 2013;23(6):1582–93

25. Kim M, Beehr TA, Prewett MS, et al. Employee responses to empowering leadership: A meta-analysis. Journal of Leadership & Organizational Studies. 2018;25(3):257-276

26. Pierce E. A balanced scorecard for maximizing data performance. Front Big Data. 2022;5:821103.

27. Tawse A, Tabesh P. Thirty years with the balanced scorecard: What we have learned. Business Horizons. 2023;66:123-132

28. Kosklin R, Lammintakanen J, Kivinen T. Knowledge management effects and performance in health care: a systematic literature review. Knowledge Management Research & Practice. 2023; 21(4):738–748

29. Paul J. Innovative healthcare digital transformations during and after the COVID-19 pandemic crisis. Medical Research Archives. 2024. https://doi.org/10.18103/mra.v12i5.5297

30. Huebner LA, Zacher H. Following up on employee surveys: A conceptual framework and systematic review. Front Psychol. 2021;12:801073

31. Ferreira DC, Vieira I, Pedro MI, et al. Patient satisfaction with healthcare services and the techniques used for its assessment: A systematic literature review and a bibliometric analysis. Healthcare (Basel). 2023;11(5):639

32. Cakir FS, Adiguzel Z. Analysis of leader effectiveness in organization and knowledge sharing behavior on employees and organization. Sage Open. 2020;10(1)

33. Paul J. Healthcare leadership: Leading organizational change management for radiation oncology practices. Medical Research Archives. 2024 https://doi.org/10.18103/mra.v12i9.5786

34. Cardarelli R, Slimack M, Gottschalk G, et al. Translating provider and staff engagement results to actionable planning and outcomes. J Patient Exp. 2020; 7(4):534–540

35. Qin X, Wang BL, Zhao J, et al. Learn from the best hospitals: a comparison of the mission, vision and values. BMC Health Serv Res. 2023;23:792.

36. Warrick DD. What leaders need to know about organizational culture. Business Horizons. 2017; 60(3):395-404

37. Paul J. Navigating strategic change process in healthcare organizations during unexpected crisis. Medical Research Archives. 2024. https://doi.org/10.18103/mra.v12i3.5213

38. Molz R. How leaders use goals. Long Range Planning. 1987;20(5):91-101

39. Berardi R, Morgese F, Rinaldi S, et al. Benefits and limitations of a multidisciplinary approach in cancer patient management. Cancer Manag Res. 2020;12:9363-9374.

40. Pervaiz S, Li G, He Q. The mechanism of goal-setting participation's impact on employees' proactive behavior, moderated mediation role of power distance. PLoS One. 2021;16(12): e0260625.

41. Paul J. What do medical physicists do? Leadership and challenges in administration and various business functions. Adv Radiat Oncol. 2022;7(6):100947.

42. Paul J. Strategies for effective crisis management in healthcare systems: Patient safety and lessons learned. Medical Research Archives. 2024. https://doi.org/10.18103/mra.v12i7.5424

43. Cone EB, Marchese M, Paciotti M et al. Assessment of time-to-treatment initiation and survival in a cohort of patients with common cancers. JAMA Netw Open. 2020;3(12): e2030072.

44. Graber ML. Taking steps towards a safer future: Measures to promote timely and accurate medical diagnosis. Am J Med. 2008;121(5):S43-6

45. Nass SJ, Cohen MB, Nayar R, et al. Improving cancer diagnosis and care: Patient access to high‐quality oncologic pathology. Oncologist. 2019;24 (10):1287-1290.

46. Reblin M, D’Almeida H, Barrios-Monroy V, et al. Training cancer caregiver navigators: experiences from implementing the eSNAP and caregiver navigator intervention. Support Care Cancer. 2022;30(12):10263-10272

47. Patel MI, Sundaram V, Desai M, et al. Effect of a lay health worker intervention on goals-of-care documentation and on health care use, costs, and satisfaction among patients with cancer - A randomized clinical trial. JAMA Oncol. 2018;4 (10):1359-1366

48. Goodwin N. Understanding integrated care. Int J Integr Care. 2016;16(4):6

49. Hedges JR, Soliman KFA, Southerland WM, et al. Strengthening and sustaining inter-institutional research collaborations and partnerships. Int J Environ Res Public Health. 2021;18(5):2727

50. Petersen LA, Woodard LD, Urech T, et al. Does pay-for-performance improve the quality of health care? Ann Intern Med. 2006;145(4):265-72

51. van der Hoek M, Groeneveld S, Kuipers B. Goal setting in teams: Goal clarity and team performance in the public sector. Rev Public Pers Adm. 2018;38(4):472-493.

52. Höpfner J, Keith N. Goal missed, self hit: Goal-setting, goal-failure, and their affective, motivational, and behavioral consequences. Front Psychol. 2021;12:704790

53. Al-Aidaros HAA, Mazni O. Software project management approaches for monitoring work in progress – A review. Journal of Engineering and applied sciences. 2017;12(15):3851-57