The value of developing frontline leaders in health care

Abstract

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).