1114237 – Jones & Bartlett Learning ©

properly, leaders tend to spend the majority of their time
communicating and aligning with outside groups that
can benefit their organizations (partners, community,
vendors) or influence them (government, public
agencies, media). See FIGURE 2-1. There is crossover
between leaders and managers across the various
areas, though a distinction remains for certain duties
and responsibilities.

FIGURE 2-1 Leadership and Management Focus

Usually the top person in the organization (e.g., Chief
Executive Officer, Administrator, Director) has full and
ultimate accountability. This type of leader may be

1114237 – Jones & Bartlett Learning ©

dictated by the current conditions faced by the
organization. A more strategic leader, who defines
purpose and vision and aligns people, processes, and
values, may be needed. Or, a network leader, who could
connect people across disciplines, organizational
departments, and regions, may be essential. Whichever
type surfaces, there will be several managers reporting
to this person, all of whom have various functional
responsibilities for different areas of the organization
(e.g., Chief Nursing Executive, Physician Director, Chief
Experience Officer). These managers can certainly be
leaders in their own areas, but their focus will be more
internal within the organization’s operations. They are the
operational leaders of the organization. Together, these
three types of leaders/followers produce an
interdependent leadership system, a team which will
prove more high performing in the current health care
field (Maccoby, Norman, Norman, & Margolies, 2013).

Leaders have a particular set of competencies that
require more forward thinking than those of managers.
Leaders need to establish a mission and set a vision or
direction for the organization. They need to be able to
motivate their employees, as well as other stakeholders,
so the business continues to exist and, hopefully, thrive
in periods of change. No industry is as dynamic as
health care, with rapid change occurring due to the
complexity of the








1114237 – Jones & Bartlett Learning ©

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