Volume 9, Issue 10, October – 2024 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24OCT1353

Enhancing Collaborative Leadership in Healthcare:

Addressing Ego Conflicts for Organizational
Harmony and Improved Patient Care
1.
Dr. Venugopal Reddy.I,
Medical Director, Ovum Woman and Child Speciality Hospital, Bangalore. (Corresponding Author)

2. 3.
Vidhya Shree R Dr. Adarsh Somashekar
Head- Human Resources and Business Development, Ovum Chairmain and CEO, Ovum Woman and Child Speciality
Woman and Child Speciality Hospital, Bangalore. Hospital, Bangalore.

Abstract:- In today’s complex healthcare environment, based strategies for resolution, and provide practical solutions
fostering collaboration between medical professionals and that can be implemented in healthcare systems worldwide.
administrative teams is essential for delivering high-
quality patient care. However, non-clinical conflicts, often A. Root Causes of Ego Conflicts in Healthcare
driven by differences in authority, communication gaps, Organizations
and ego clashes, can disrupt organizational harmony.
These conflicts between doctors, nursing heads, and  Differing Priorities
corporate teams can negatively affect operational Medical professionals typically prioritize patient care,
efficiency, care outcomes, and staff morale. This article while corporate teams may focus on operational efficiency,
explores the root causes of these conflicts, highlights resource allocation, and financial sustainability. These
successful global strategies for resolving them, and conflicting priorities can lead to friction as clinical teams may
provides a comprehensive framework for promoting a feel that their work is being undermined by financial
culture of mutual respect and teamwork within considerations. In some cases, physicians may view
healthcare settings. By implementing these approaches, administrative policies as bureaucratic obstacles to delivering
healthcare organizations can create a cooperative care, while corporate teams may see physicians as resistant to
environment that enhances both staff satisfaction and necessary cost-saving measures.
patient outcomes. Moreover, the article examines how
these strategies can be applied globally to address similar For example, a 2020 survey conducted in a multi-
challenges across diverse healthcare settings. specialty hospital in India found that 42% of physicians
reported conflict with corporate teams over cost-containment
I. INTRODUCTION policies. These physicians felt that administrative measures,
such as limiting the use of certain diagnostic tests, interfered
Effective collaboration in healthcare is fundamental to with their ability to provide comprehensive care.
achieving optimal patient outcomes and ensuring operational
success. However, non-clinical issues such as ego-driven  Role Ambiguity
conflicts between clinical leaders (e.g., doctors, nursing One of the key drivers of conflict in healthcare
superintendents) and corporate teams can erode teamwork organizations is role ambiguity. Without clear definitions of
and hinder progress. These challenges often arise from power roles and responsibilities, team members may overstep
dynamics, miscommunication, and differences in boundaries, fail to take ownership of tasks, or misinterpret
professional priorities. In the high-stakes environment of their decision-making authority. This is particularly prevalent
healthcare, where decisions impact patient lives, the friction in large hospital systems with multiple branches, where
between medical professionals and administrative staff can responsibilities may overlap between clinical and
escalate quickly. administrative teams.

According to a 2021 study, 68% of healthcare staff An analysis of role clarity in healthcare institutions
reported experiencing or witnessing ego-related conflicts, revealed that departments with poorly defined roles
with over half indicating that these conflicts negatively experienced a 30% higher incidence of internal conflicts
affected patient care outcomes. The complexity of healthcare compared to departments where roles were clearly delineated.
settings requires multidisciplinary teams to work seamlessly This lack of clarity often results in tension between clinical
together, but when communication and leadership structures heads and corporate administrators, each believing the other
fail, the repercussions can be significant. This article seeks to is infringing on their responsibilities.
delve into the root causes of these conflicts, present evidence-

IJISRT24OCT1353 www.ijisrt.com 1962

Volume 9, Issue 10, October – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24OCT1353

 Cultural Gaps C. Global Best Practices in Conflict Resolution

Healthcare professionals, particularly doctors, often
operate in a culture that values autonomy, quick decision-  Mayo Clinic’s Integrated Model
making, and authority based on medical expertise. On the The Mayo Clinic, renowned for its collaborative
other hand, corporate teams tend to operate within a approach to healthcare, has implemented a model where
structured hierarchy, where decisions are made through decision-making is shared between clinical and non-clinical
established processes and protocols. These differing cultures staff. This model emphasizes teamwork, mutual respect, and
can create friction, as physicians may resist what they the importance of every stakeholder’s voice in critical
perceive as “top-down” decision-making from decisions. The clinic’s success in reducing conflicts can be
administrators. attributed to its structured leadership approach, which
prioritizes shared governance and transparent
In a study conducted by the American Hospital communication.
Association, 55% of surveyed healthcare executives cited
cultural differences between clinical and corporate teams as a  Conflict Resolution Programs at Cleveland Clinic
significant source of internal conflict. Physicians often felt The Cleveland Clinic has employed conflict resolution
that their autonomy was being eroded by administrative specialists to mediate disputes between staff members,
directives, while corporate leaders struggled to balance reducing the impact of ego-driven conflicts. These specialists
clinical needs with organizational priorities, such as budget are trained to identify the root causes of conflicts and
constraints and compliance with regulations. implement tailored solutions to address them. Additionally,
the clinic emphasizes regular leadership training that includes
 Emotional Intelligence emotional intelligence development and conflict management
The ability to manage emotions, both one’s own and skills.
those of others, is critical in high-pressure healthcare
environments. However, a lack of emotional intelligence  Collaborative Governance Models in the NHS
(EQ) is often a significant contributor to ego conflicts. The National Health Service (NHS) in the United
Physicians, nurses, and administrators work in environments Kingdom has implemented collaborative governance models
where stress levels are high, and emotional responses can that focus on team-based decision-making and
escalate quickly if not managed properly. interdisciplinary cooperation. The NHS has created a culture
where clinical and administrative leaders work together to
Studies have shown that healthcare leaders with high make decisions, ensuring that both perspectives are
emotional intelligence are better able to navigate conflicts, represented. This approach has reduced the incidence of
leading to more collaborative and cohesive teams. On the conflicts and improved the overall work environment.
other hand, individuals with lower EQ may struggle to
manage their emotions in tense situations, leading to D. Proposed Framework for Resolving Ego Conflicts
escalated conflicts. A 2019 study in the Journal of Healthcare To foster collaboration and reduce conflicts in
Leadership found that conflict resolution success rates were healthcare settings, organizations can adopt a multifaceted
40% higher in teams where leaders had undergone emotional approach that includes clear role definitions, structured
intelligence training. communication, emotional intelligence training, and
collaborative decision-making models. The following
B. Impact on Patient Care framework outlines actionable steps that can be implemented
The consequences of ego conflicts are not limited to in healthcare organizations globally:
workplace harmony; they can have direct and detrimental
effects on patient care. Research has shown that unresolved  Role Clarification
conflicts among healthcare teams can result in Clear role definitions are essential for reducing
communication breakdowns, delays in care, and decreased confusion and preventing conflicts over decision-making
overall efficiency. authority. A well-defined organizational chart can help clarify
the roles and responsibilities of each team member, ensuring
In a landmark study by the Institute of Medicine (IOM), that there is no overlap in duties or expectations.
it was found that poor communication between clinical and
non-clinical staff was a contributing factor in 70% of serious Example: A hospital may develop a detailed
adverse events in hospitals. Additionally, teams experiencing organizational chart that clearly defines the roles of medical
ongoing conflicts are more likely to exhibit low morale, heads, nurses, and administrative staff, along with their
reduced job satisfaction, and higher turnover rates, which specific decision-making authority. This chart should be
further disrupt the continuity of care. reviewed regularly and updated as necessary to reflect
changes in the organization’s structure.

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Volume 9, Issue 10, October – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24OCT1353

 Structured Communication Channels E. Impact on Patient Care and Organizational Harmony

Regular, structured communication meetings where Addressing ego-driven conflicts within healthcare
issues can be addressed in an open and non-confrontational organizations can have a profound impact on patient care and
environment are critical. These meetings should include overall organizational harmony. By fostering an environment
representatives from all relevant departments, ensuring that of collaboration and respect, healthcare institutions can
all voices are heard and that conflicts can be resolved before enhance the efficiency and quality of care provided.
they escalate. Furthermore, resolving internal conflicts improves staff
morale, reduces turnover, and helps maintain a positive work
Example: Monthly interdisciplinary meetings that include culture.
medical heads, nursing supervisors, and corporate team
members can be established to review operational challenges II. CONCLUSION
and discuss potential solutions.
Addressing non-clinical conflicts in healthcare,
 Emotional Intelligence Training particularly those stemming from egos and
Emotional intelligence training is a key tool for conflict miscommunication, is critical for creating a harmonious work
resolution in healthcare settings. Training programs should environment and delivering high-quality patient care. By
focus on helping staff recognize and manage their emotions, focusing on leadership development, structured
as well as understanding the emotions of others. This can communication, emotional intelligence training, and
prevent conflicts from escalating and promote a more collaborative governance, healthcare organizations can
collaborative work environment. reduce conflict and foster a culture of teamwork and mutual
respect. These strategies not only improve staff morale and
Example: A healthcare organization may introduce emotional retention but also directly contribute to better patient
intelligence workshops as part of its leadership development outcomes.
program. These workshops would teach leaders how to
handle stress, communicate effectively, and resolve conflicts As healthcare systems continue to evolve, the ability to
in a constructive manner. manage interpersonal dynamics will become increasingly
important for maintaining efficiency and ensuring positive
 Collaborative Decision-Making Models healthcare delivery. By implementing the strategies discussed
Shared governance models, where clinical and non- in this article, healthcare organizations across the globe can
clinical teams collaborate on major decisions, can reduce improve their internal dynamics, reduce conflicts, and
conflicts by ensuring that everyone’s input is valued. This ultimately provide better care for their patients.
approach fosters a sense of shared responsibility and reduces
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Volume 9, Issue 10, October – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24OCT1353

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