Since I am not aware of an instrument to measure competency of a healthcare leader, you might wonder why I'm attempting to address this question. I do think that competence of healthcare leaders can be addressed. Although some might think that there are a set of competencies that leaders should possess and that each should be measurable, I would cut to the chase, i.e., assess outcomes. A leader should be trying to achieve a set of goals. I would have each leader you want to study indicate their goals for the past year and then do a formal assessment of whether each was reached. Some leaders may have predominantly financial goals; others may have predominantly programmatic goals; and some might have goals that focus on human resources for their organizations. It should be possible for you to design an appropriate assessment for goal achievement and relate your empathy instrument results to goal achievement. My guess, and it is just a guess, that the relationship between empathy and goal achievement will vary with the type of goal the leader is working to achieve.

I agree with Stephen's answer. However, another way would be to avoid using an instrument and use some external criteria instead such as the regulator's assessment of the institution and especially the leadership in that institution's effectiveness (these are available in the UK for example); or some performance measures for the institution that is led e.g. staff experience. Rather than using the simple score I would examine the direction in which the indicator has moved about the period of the subject's leadership. i.e. upwards movement of scores in a poorly performing organisation is a better outcome for these purposes than flat scores in a high performing organisation. Another way is to get some 365 degree feedback from key informants.

Thankyou so much for your input! Appreciate it! Stephen C Schoenbaum Andrew William McCulloch

It is a good idea as it matters a lot. When people get competent they forget the empathy !! (sometimes). But the problem is when do you say someone is competent and someone is not. (Exactly what you are asking!!) It is the problem here. And competency and effectiveness are also two things. I am sorry I may have not helped you. But I just wanted to give some comments. Cheers!!

I don't have an answer to your question Nilanga. But during these days of Covid 1)leaders are people who should lead from front

2) should not be mere "key board warriors"

3) should be an example for their junior team members

I guess you get the flow!!!

Best wishes

Anuja

Hi

I was intrigued by your question, so I hope you don't mind me offering a couple of thoughts on it?

Given healthcare organisations are often seeking to fill leadership positions, perhaps it might be interesting to ask organisations what they currently use, to ensure they are recruiting competent and effective leaders?

It might also be interesting to ask leaders in healthcare themselves about their experiences - what do they use to evidence that they are effective and competent in their role?

Contrasting the results of either of these questions with any existing models or frameworks you might have discovered in your search might be interesting? Similarly, contrasting the answer to the two questions !?

Anyway, all the best with your research, I hope this is helpful.

I do not know a tool to estimate the efficacy and empathy of health care leaders.

However it is worth developing !!!

Excellent question. Will try to get an answer from my colleagues in human resource management.