"Ways to Survive Your Medical Staff Presidency" is a great example of a paper on the health system. There are several challenges faced by physician leaders in their attempts to “ lead” physicians toward a common vision of healthcare performance. One of the challenges faced by physician leaders is their changing role not only as a physician with clinical expertise but also as someone who is accountable for the performance of the other physicians (Xirasagar, 2009). Another challenge that physician leaders face is that even with a title such as a medical director, they still have to relate with the other physicians as their peers and not as subordinates, as this is in line with the medical professional code (Xirasagar, 2009). One other challenge faced by physician leaders is that they should learn to be “ political” (Borden, 2009). This means that as a physician leader, he is expected to be on the side of the administration; thus, he is perceived as someone not on the side of the other physicians (Borden, 2009). Physician leaders therefore sometimes find it difficult to strike a balance between the two sides. 2.
Applied Administrative Leadership The Board’ s practice selected is the composition of board members from the community with numerous apparent conflicts of interest. The problem with this practice is that the judgment of the board members on decisions to be made will be compromised because of some personal considerations. Loan transactions are done without board approval simply because the lender is also a board member. This practice greatly jeopardizes the financial situation of the company because no actual review is done. Another problem with the existence of conflicts of interest is that confidential information may be shared with a third party, which does not necessarily benefit AHERF but may benefit the board member on a personal basis.
Borden, J. P. (2009). Five ways to survive your medical staff presidency. Physician Executive, 46-49.
Xirasagar, S. (2009). Chapter 18 - Physician leadership and development. In J. J. (ed.), Health Organizations: Theory, Behavior, and Development (pp. 331-347). Sudbury, MA: Jones & Bartlett Learning.