Susan D. Ohnmacht, MSN, MS, RN, NEA-BC, is associate chief nursing officer and director of critical care at Sibley Memorial Hospital/Johns Hopkins Medicine. She is a doctoral student in health administration at the University of Phoenix and is accountable for clinical practice, patient safety, service excellence, and leadership development. She can be reached at firstname.lastname@example.org.
The value of developing frontline leaders in health care
Article first published online: 26 APR 2012
Copyright © 2012 Bridgepoint Education, Inc. and Wiley Periodicals, Inc.
Journal of Psychological Issues in Organizational Culture
Volume 3, Issue 1, pages 61–69, April 2012
How to Cite
Ohnmacht, S. D. (2012), The value of developing frontline leaders in health care. J of Psych Issues in Org Culture, 3: 61–69. doi: 10.1002/jpoc.20090
- Issue published online: 26 APR 2012
- Article first published online: 26 APR 2012
The complexity of today's health care environment requires leaders to develop a coordinated strategy to promote organizational sustainability and maintain a competitive advantage in the workplace. Strong leaders provide the backbone for successful organizations (Patterson, 2009; Squazzo, 2009). A leadership preparedness strategy focused on the development of future leaders facilitates a seamless leadership transition when planned or unexpected turnover occurs (Carriere, Muise, Cummings, & Newburn-Cook, 2009; Jones, 2010; Squazzo, 2009). The challenge faced by executive health care leaders is the ability to manage talent effectively and meet the strategic business objectives of the health care organization by building a talent pool of future leaders (Silzer & Church, 2009). Experiential learning and relationship learning support the professional growth and development of frontline leaders. One example of a structured program, blending experiential and relationship learning for developing high potentials, is the Frontline Nursing Leadership (FNLP) program, developed and facilitated by The Advisory Board Company (TABC; 2009). Health care organizations have a responsibility to cultivate tomorrow's leaders by mitigating and neutralizing barriers to professional development and establishing a comprehensive framework for the development of high-potential employees (Squazzo, 2009).