1. Evolution of Healthcare Leadership Standards
American College of Healthcare Executives (ACHE) recognized the critical and urgent need to identify and organize a system of administrative practice standards in the field of healthcare management.
Initial discussions and investigation began in the mid 1990s.
Recognition that the healthcare industry was fast becoming too complex and involved to rely on commonly held beliefs of management and leadership
Major questions emerged in this initial conceptual phase: 1. how should valid standards be determined; 2. would these standards be generic or discipline specific; 3. are there common standards for other healthcare professionals beyond the membership of ACHE?

2. Initial Decisions
It quickly became clear that other professional associations in healthcare management faced the same pressures and had the same set of mandates as those of American College (ACHE). It also become clear that such an enterprise would require shared resources, commitment, and expertise from other organizations similar to ACHE in their purpose and mission. In 2002 the Healthcare Leadership Alliance was formed to undertake this project.
American American American Healthcare Healthcare Medical
College of Association of Organization Financial Information Group
Executives Physician of Nurse Management and Manage Management
Leadership Executives Association ment Systems Association
Society

3. Healthcare Leadership Alliance (HLA)
HLA is a consortium of premier professional healthcare administrative associations representing over 140,000 professional managers in the healthcare industry. Purpose: to represent broad administrative roles across hospital administration, medical practice administration, nursing administration, healthcare financial management, and healthcare information management Charter: to develop a directory of administrative competencies common to all healthcare professionals

4. HLA Directory
In 2005 the first directory of competencies in healthcare administration was published:
Contained 232 competencies common to all healthcare professionals
68 additional competencies were added as specific to certain disciplines in healthcare management
Forms of psychometric research such as job analysis were used to identify the competencies
Competencies were grouped into 5 domains:
1. Communication and relationship management
2. Leadership
3. Professionalism
4. Knowledge of healthcare environment
5. Business skills and knowledge

5. Competency Directory Organization
Five areas of information are presented for each competency:
Domain is one of 5 broad categories into which all
competencies are grouped
Cluster is a subcategory within a domain that further
Identifies what aspect of health administration a competency
represents
Association is one of the six professional organizations that
makeup the consortium of HLA
Summarize the topic areas covered in the competency
statements
Set of skills, knowledge, and abilities that are generic and
transcend organizational settings
Domain
Cluster
Association
Keyword
Competency

6. Directory Example Domain Cluster Association Keyword Competency
Communication Relationship ACHE Collaboration Build
and Management collaborate
Relationship relationships
Management
The current directory published in 2015 contains 802 competency statements all representing one of the five domains

7. Dye/Garman : Critical Competencies for Health Care Executives
A year after the first HLA Directory was published, Carson Dye and Andrew Garman developed a list of 16 competencies they believed were essential for managers and executives in healthcare. Their goal was to supplement the work that was being done by the Healthcare Leadership Alliance.
Live by personal convictions Develop teams
Possess emotional intelligence Energize staff
Be visionary Generate informal power
Communicate vision Build consensus
Earn loyalty and truth Make decisions
Listen like you mean it Drive for results
Give feedback Stimulate creativity
Mentor others Cultivate adaptability

8. National Center for Healthcare Leadership (NCHL)
Between 2005 and 2010 NCHL developed its own competency model for leadership development for healthcare administrators
Respond to the growing calls for healthcare reform notably done through the Institute of Medicine’s seminal reports: To Err is Human (1999) and Crossing the Quality Chasm (2001)
Based on the critical thinking of top theorists, researchers, and practitioners in the field
Designed to address the future trends of health in the 21st century
Competency model identified three major competency categories: Transformation, Execution, People
A total of 26 individual competencies were clustered in these 3 major competency categories

9. NCHL Competency Model Transformation Execution People
Achievement orientation
Analytical thinking
Community orientation
Financial skills
Information seeking
Innovation thinking
Strategic thinking
Accountability Change leadership
Collaboration Communication skills
Impact/influence IT management
Initiative Organizational awareness
Project managt Performance measurement
Process managt Organizational developt. d
Human resource management
Interpersonal understanding
Professionalism
Relationship building
Self confidence
Self development
Talent development
Team leadership

10. Interconnection and Interdependence
There are common themes that run throughout all of these healthcare management and administrative competency collections.
In 2015 ACHE developed what it called its “Emerging Leadership Competencies” that pulled together these interconnected themes.
All leadership practice needs to be visionary and adaptive
Building loyalty and trust is essential for quality management and leadership
Healthcare administrators must constantly engage in self-mastery and lifelong learning
Strategic thinking is paramount for success
All administrative functions need to be done with masterful execution