Leadership in Human Resource and Critical Care Departments

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Healthcare administrators use a wide range of resources, knowledge, and tools to improve patient satisfaction (Chagolla, Keats, & Fulton, 2013). They can also consider various concepts in healthcare practice whenever supporting the diverse needs of their clients and followers. The concept of collaboration has been supported by many nursing and healthcare professionals because it can result in positive performance. This is the case because many healthcare institutions bring together people from different backgrounds. Healthcare providers also possess different skills, competencies, and cultural attributes. These aspects can be considered by healthcare administrators in order to foster the most desirable practices. This paper therefore describes how healthcare administrators can use interdepartmental collaboration to function efficiently and effectively.

Strategies for Healthcare Leaders

Hospitals tend to have different departments that work synergistically to support the wellbeing of their patients. Medical practitioners in an institution should be aware of their professional identities. This approach will make it easier for the healthcare workers to appreciate the roles and competencies of their workmates. Many frameworks have therefore been suggested to guide healthcare practitioners whenever fostering collaboration (Hamlan, 2015). Healthcare leaders can use various strategies in an attempt to promote the concept of interdepartmental collaboration. The approach can eventually improve performance and support the changing needs of the targeted clients.

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The first strategy that can be used by healthcare administrators is creating a common goal or focus for all departments. It is agreeable that each and every hospital focuses on the best practices that can meet the health needs of the targeted patients. The leader of an institution should create a shared vision to guide different departmental heads (Chagolla et al., 2013). This vision will promote the concept of collaboration. Consequently, the workers will use their competencies to achieve the targeted common goals. This strategy will ensure various departments collaborate to accomplish the intended mission.

The second approach or strategy that has been supported by literature to promote interdepartmental collaboration is working from the top (VanderWielen et al., 2014). Reinhard and Hassmiller (2014) argue that “improper collaboration can result in unnecessary necessary when it is not implemented in a professional manner” (p. 3). As a leader, it is necessary for healthcare administrators to promote collaboration at the top. This means that the administrator will guide, empower, and encourage leaders of the targeted departments to be part of the process. The members of the departments should also be involved throughout the healthcare delivery process. The leaders will also be informed about the targeted goals.

The third strategy that can be used by healthcare leaders to implement the concept of interdepartmental collaboration is continuous communication (Keller, Eggenberger, Belkowitz, Sarsekeyeva, & Zito, 2013). Hospitals tend to have their unique philosophies and visions. Healthcare administrators should ensure information is available to different departmental members. The nature of communication will dictate the manner in which every emerging challenge is addressed. The process will also guide and empower more individuals to focus on the main goal.

White-boarding the collaborative process is capable of supporting the goals of different healthcare administrators (Keller et al., 2013). This fourth strategy is used because some duties must be completed by specific departments in a healthcare facility. The process will ensure the intended departments understand how they can support one another. The process will promote the concept of teamwork, address emerging barriers, and deal with challenges that might affect performance. When these strategies are used properly, it will be possible for healthcare administrators to obtain desirable results.

Targeted Departments

It will be appropriate for me to interact with a number of departments as a healthcare administrator. The first department that will support my goals as an administrator is the human resources. This department plays a critical role in every healthcare organization. The human resource (HR) manager liaises with different clients and workers in order to ensure quality services are available to more people (Keller et al., 2013). The collaboration with members of this department will make it easier for me to understand the gaps affecting the healthcare service delivery process. I will also offer new incentives that can make a difference in the hospital (Chagolla et al., 2013). This kind of collaboration will make it easier for me to understand the effectiveness and performance of the other departments in the institution.

The second department I am planning to interact with is the critical care. This department provides critical medical support to seriously ill individuals. This department can be characterized by a wide range of problems that should be addressed in a timely manner. As a health administrator, it will be necessary to interact with providers of care in this department in an attempt to support the health needs of more patients (VanderWielen et al., 2014). The above four strategies will be used whenever collaborating with these two departments in the healthcare institution.

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Why the Above Departments Were Selected

As mentioned earlier, the above two departments were selected because they offer powerful insights that can strengthen my skills as a healthcare leader. Additionally, my collaboration with the departments will play a positive role towards supporting the effectiveness of the healthcare institution. To begin with, the HR department will make it easier for me to understand the roles undertaken by different workers in the institution. This information will make it easier for me to understand the major challenges affecting the performance and effectiveness of different departments (VanderWielen et al., 2014). My interaction with this department will make it easier for me to obtain my targeted outcomes. For instance, I will be focusing on the best practices and initiatives that can be implemented to improve the performance of different healthcare practitioners.

The critical care department was selected because it focuses on patients who require advanced health services (Reinhard & Hassmiller, 2014). Additionally, the department is characterized by skilled workers who use their efforts to support the needs of more patients. I will interact with the health leaders and professionals in this department in order to become a competent administrator. I will learn more about specific models and approaches that can be used to improve the healthcare delivery process. My interaction with these departments will equip me with adequate competencies in order to become a competent healthcare administrator (Keller et al., 2013). I will also understand how to collaborate with different healthcare workers and community members. Such efforts will eventually improve the quality and nature of medical services delivery.

Importance of Inter-professional Collaboration

Healthcare managers can benefit from inter-professional collaboration and eventually support the needs of their clients. This approach has been observed to result in inter-professional or multidisciplinary teams (Wong, 2015). Such teams will find it easier to address the unique barriers and challenges that make it impossible for many institutions to deliver evidence-based care to their patients. The practice creates new opportunities for learning and acquisition of appropriate concepts that can improve performance. The healthcare administrators in such institutions will find it easier to empower more professionals in different departments.

Inter-professional collaboration guides leaders in different departments to have a common focus (Reinhard & Hassmiller, 2014). When this practice is implemented, different professionals in the targeted institution will be aware of their unique roles. The individuals will constantly focus on the needs and expectations of their workmates. The individuals will then work together in an attempt to address the emerging needs of their patients. The level of collaboration will make it easier for healthcare managers to mentor, guide, and empower their followers in each department (Hamlan, 2015). Healthcare administrators who promote the concept of inter-professional collaboration will create new teams that focus on the needs of the targeted patients. The workers will address their challenges in a timely manner and empower one other. The practice will make it easier for them to achieve the targeted goals.

Hamlan (2015) believes strongly that inter-professional collaboration brings together many experts who have the potential to support the changing needs of underserved populations. The individuals will present their competencies and collaborate to maximize patient outcomes. The professionals will work together to address the unique obstacles affecting the quality of health care. The targeted patients will also be encouraged to present their insights and views that can improve the quality of medical care. This increased level of collaboration will empower more practitioners to utilize their competencies, form new teams, and work hard to deliver quality outcomes to the targeted patients. The healthcare administrator will eventually bring more professionals together and influence patient outcomes positively.

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Chagolla, B., Keats, J., & Fulton, J. (2013). The importance of interdepartmental collaboration and safe triage for pregnant women in the emergency department. Journal of Obstetric Gynecologic and Neonatal Nursing, 42(5), 595-605.

Hamlan, N. (2015). The relationship between inter-professional collaboration, job satisfaction, and patient safety climate for nurses in a tertiary-level acute care hospital. Electronic Thesis and Dissertation Repository, 1(1), 1-87.

Keller, K., Eggenberger, T., Belkowitz, J., Sarsekeyeva, M., & Zito, A. (2013). Implementing successful interprofessional communication opportunities in health care education: A qualitative analysis. International Journal of Medical Education, 4(1), 253-259.

Reinhard, S., & Hassmiller, S. (2014). The future of nursing: Transforming health care. The AARP International Journal, 1(2), 1-12.

VanderWielen, L., Do, E., Diallo, H., LaCoe, K., Nguyen, N., Parikh, A.,…Dow, A. (2014). Interprofessional collaboration led by health professional students: A case study of the Inter-Health Professionals’ Alliance at Virginia Commonwealth University. Journal of Research in Interprofessional Practice and Education, 3(3), 1-13.

Wong, C. (2015). Connecting nursing leadership and patient outcomes: State of the science. Journal of Nursing Management, 23(1), 275-278.

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NursingBird. (2021, January 18). Leadership in Human Resource and Critical Care Departments. Retrieved from https://nursingbird.com/leadership-in-human-resource-and-critical-care-departments/


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Work Cited

"Leadership in Human Resource and Critical Care Departments." NursingBird, 18 Jan. 2021, nursingbird.com/leadership-in-human-resource-and-critical-care-departments/.


NursingBird. (2021) 'Leadership in Human Resource and Critical Care Departments'. 18 January.


NursingBird. 2021. "Leadership in Human Resource and Critical Care Departments." January 18, 2021. https://nursingbird.com/leadership-in-human-resource-and-critical-care-departments/.

1. NursingBird. "Leadership in Human Resource and Critical Care Departments." January 18, 2021. https://nursingbird.com/leadership-in-human-resource-and-critical-care-departments/.


NursingBird. "Leadership in Human Resource and Critical Care Departments." January 18, 2021. https://nursingbird.com/leadership-in-human-resource-and-critical-care-departments/.