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Running head: A LEARDERS APPROACH TO FUTURE HEALTHCARE LEADERS

A Review of Ronald G. Spaeths Approach on Future Healthcare Leaders Lisa Martinez Kaplan University

A LEADERS APPROACH TO FUTURE HEALTHCARE LEADERS Abstract In recent years, healthcare leaders and medical experts have expressed concerns about tough challenges ahead for healthcare and its leaders. While most agree that the issue warrants attention, consensuses divide around how to respond to the problem. The purpose of this paper is to summarize, explore and analyze Dr. Kyle Glaziers article on Ronald G. Spaeths philosophies on healthcare, and examine Spaeths authority on business and healthcare through his education and works. His business theories in management branch from a human relations

approach which accounts for much of his success in healthcare to express his methods. He states that healthcare institutions have shifted more like running a business and that young healthcare leaders should already have a strong background in business. This examination on his methods of leadership will point out the limitations of healthcare institutions and suggest ideas for an allinclusive solution that combines administrator and physician working together to this complex problem.

A LEADERS APPROACH TO FUTURE HEALTHCARE LEADERS A Review of Ronald G. Spaeths Approach on Future Healthcare Leaders Ronald G. Spaeth, FACHE, has the experience as a faculty, member, president and chief executive of different types of institutions and systems. He is the recipient of the American College of Healthcare Executives 2005 Gold Medal Award, an honor conferred on outstanding healthcare leaders for their contributions to the field. He earned his undergraduate degree at Western Reserve University in Ohio and obtained a masters in business administration degree from the University of Chicago in Illinois. From 1972 through 1983, he served Evanston Hospital in various roles and served as the president and chief executive officer for Highland Park Hospital from 1983 through 2002. He also served on various boards which deal directly with hospital accreditation and health care associations (Grazier, 2005). Spaeth accomplishment as a leader in healthcare is indicative of his success in leadership. After reading his position and thoughts on healthcare, his methods of management originate from a human relations movement school of management theory which emphasizes in the need to involve employees in decision making and stresses that employees must also have skills that should be chosen to further the organizations goal (Dune, 2010). He states that it is crucial in healthcare to find the best and brightest professionals, work with them on the strategic

plans and goals of the organization, ensure that they are able to achieve their goals, and then stay out their way. He articulates on the dangers of micromanaging and how it is real limiting for people who have developed significant talent and skill sets. The diversity of individuals is the key to operational success therefore; recruiting employees from outside of healthcare is a ground-breaking approach to past and current success. It is clear that Spaeths school of management stems from the human relations management theory. He understands the positive relationship between people and the job at hand and that its imperative for individual

A LEADERS APPROACH TO FUTURE HEALTHCARE LEADERS independence while still recognizing the need for human interaction and relations (Grazier, 2005). Ronald G. Spaeth career path has given him different views on issues in healthcare and

therefore giving him a broad understanding of healthcare business. One of the biggest challenges today, he states is the changing structure of health care and a declining work. The declining workforce is seeing stress on the worker as the skilled and educated employee doesnt want to work more than eight hours or on the week-ends in a 7- days- a- week, 24- hours- a- day hospital setting. Another major issue is that hospitals are becoming more specialized where top dollar reimbursement can be achieved which leaves a gap in the traditional services. Lastly, the issues of senior leaders not spend enough time mentoring younger leaders (Grazier, 2005). He states that an important part of his career came from his association with mentors and he truly learned and grew because of them. The solutions proposed by Spaeth emphasize on the importance of hiring individuals entering healthcare having sufficient financial insight so they are not learning finances on the job and can concentrate mainly in relations with people. He accentuates that leaders are individuals who are born as leaders because their personality allows them to relate well with others and encourage others to get the job done. But, then states leadership qualities can be taught as well. . Another vital factor he brings up in the article is the relationship between administrator and physician, the significance of respecting, empathizing with physicians and assisting them to make them as efficient as they need to be in their field and healthcare issues and finally, finding a plan that will appeal to employees to work beyond their eight hours, if working for a hospital that requires skilled employees to work around the clock (Grazier, 2005).

A LEADERS APPROACH TO FUTURE HEALTHCARE LEADERS The article on Ronald G. Spaeth has great advice for young leaders in healthcare. His philosophies and theories on leadership seem reasonable and logical. I really enjoyed when he pointes out the importance to respect and work with the physicians in order to improve the institutions goal as a team. The idea of senior leaders mentoring younger leaders is exceptional and ideal. The notion of hiring people with a strong financial background is effective and very practical in healthcare. Time seems to be an issue today in healthcare, therefore having to learn finances on the job seems counterproductive. The greatest lesson taken form this article is the

fact that I have never really thought of healthcare as a business until recently and the significance to think like a business person is an effective way of thinking in order to lead a team and develop a strategic plan that allows both administrator and physician to work together for a common goal.

A LEADERS APPROACH TO FUTURE HEALTHCARE LEADERS Reference Dunn, R. (2010). Healthcare management. (9th ed.). Chicago, IL: Healthcare Administration press. Grazier, K. L. (2005). Interview with roanld g.spaeth,fashe,president,evanston northwestern healthcare foundation, northbrook, illinois. Journal of health management, May-June, Retrieved from http:www.thefreelibrary.com/interview with Ronald g. Spaeth, Fashe, president, Evanston...-a0133050320