Journal Review

Journal Review

Out of all journals relating to health leadership, administration, and management that I have selected from the University Library, I am more interested in the Journal of Healthcare Leadership. Mainly, this is because the journal focuses on literature relating to the efficiency and success of contemporary healthcare, which primarily depends on the competence, teamwork, skills, and experiences of both healthcare professionals and underlying leadership skills (Dove Press, n.d., para. 1). The journal acknowledges that numerous factors determine the level at which healthcare is delivered. Some of these factors include healthcare markets, technology and research, and changes in health and welfare concepts. Notably, the journal considers dynamic leadership as the driving force behind necessary and successful transformations.

Again, the Journal of Healthcare Leadership interests me because it is peer-reviewed and has an international presence. It focuses on the leadership required for healthcare professions. Notably, “the publication strives to amalgamate current and future healthcare professionals and managers by providing key insights into leadership progress and challenges to improve patient care” (Dove Press, n.d., para. 1). Again, the publication aspires to provide insights to primary decision-makers and other healthcare professionals with a desire to lead or manage healthcare-related organizations. Mainly, the journal does this by striving to connect healthcare professionals with the same ambition and giving wisdom to professionals working in other industries. Overall, the journal invites healthcare professionals and other affiliated people, such as doctors, nurses, healthcare managers, medical students, and other allied healthcare professionals, to contribute to the public of literature in the field leadership in healthcare.

Kalaitzi et al. (2019), Jonasson et al. (2019), and Dorji et al. (2019) research studies are the most recent article published in the Journal of Healthcare Leadership. Notably, their content or the premise of three articles relate closely to the objective of the journal. Dorji et al. (2019) research study, for instance, focuses on the identification of needed management competencies, strategies, and current competency levels to improve management competencies of primacy health care managers in Bhutan. Health care management Bhutan is characterized by inadequate competences as well as limited skills to solve underlying problems.

Kalaitzi et al. (2019) research study review gendered barriers associated with sociocultural attributes in Greece and Malta that women encounter in their quest for leadership in healthcare. Like many other countries, Greece and Malta experience a high gender employment gap and leadership in the healthcare system and other sectors. Jonasson et al. (2019) research study, on the other hand, analyses complex ethical responsibilities that health care managers encounter in elderly healthcare facilities. In particular, these ethical responsibilities relate to their decisions regarding the needs and preferences of older people and creating a balance among conflicting interests, demands of relatives of older people, and the work environment of providing nursing and other forms of health care.

This research on leadership applies to my work in clinical research settings in numerous ways. From the study, for instance, I have learned that a healthcare manager, administrator, or leader should have particular competences and skills to navigate over complexities associated with healthcare provision by providing practical solutions. Again, the research has taught me that leadership in healthcare facilities is complicated because a leader or manager faces ethical dilemmas associated with patient demands and mandated healthcare procedures and codes. Finally, from this research, I have learned that women in healthcare leadership encounter more problems than men because of the gendered barriers in society.

References

Dorji, K., Tejativaddhana, P., Siripornpibul, T., Cruickshank, M., & Briggs, D. (2019). Leadership and management competencies required for Bhutanese primary health care managers in reforming the district health system. Journal of Healthcare Leadership, 11, 13-21.

Dove Press. (n.d.). Journal of healthcare leadership. https://www.dovepress.com/journal-of-healthcare-leadership-journal

Jonasson, L.-L., Sandman, L., & Bremer, A. (2019). Managers’ experiences of ethical problems in municipal elderly care: a qualitative study of written reflections as part of leadership training. Journal of Healthcare Leadership, 11, 63-74.

Kalaitzi, K., Czabanowska, K., Azzopardi-Muscat, N., Cuschieri, L., Petelos, E., Papadakaki, M., Babich, S. (2019). Women, healthcare leadership, and societal culture: a qualitative study. Journal of Healthcare Leadership, 11, 43–59.