| Summary: | <p> This qualitative research study addressed the problem that the healthcare industry has no clear evidence of the academic competencies that influence the attainment of organizational success. The study was based on one case study at a Commission on Accreditation of Healthcare Management Education (CAHME) accredited Masters of Health Administration (MHA) program at an Illinois University Case Site. The case study explored the various perspectives related to the value of academically prepared leaders along with the emerging competencies required to prepare the future healthcare leadership pipeline. The research followed a hermeneutic approach of 22 semi-structured interviews with four sub-groups of faculty and alumni from the university case site along with healthcare administrators and human resource executives using a criterion-based snowball strategy. The open systems theoretical lens and criterion based snowball strategy implicated leadership’s impact and influence to sustain change within teams. These interviews were designed to uncover the practical nature of healthcare competencies as key predictors for successful professional development programs, as well as barriers for professionalization. The participants indicated that interpersonal skills, conceptual skills, and technical skills were vital for healthcare administration competencies and professionalization. Traditional knowledge-based programs, tactical training, and a balanced blend conceptual and interpersonal skills emerged as a compulsory enhancement to the fundamental deliverables of core curriculum. Future research should include defining the specific core competencies and factors that influence the success or failure of formal education initiatives that provide the requirements necessary for organizations to build strong leadership, developing solid succession strategies, and creating educational accountabilities to deliver safe and high quality outcomes for key stakeholders. Additional recommendations for future research should focus on quantitative initiatives that measure the value of core leadership competency and the incorporation of those skill into the healthcare delivery system. Several analogous barriers were uncovered among each sub-group for consideration in the standardization of competencies for the professionalization of leadership positions in healthcare administration. Future research should explore enhanced objectivity in the execution of succession planning programs. Additionally, further research will be needed to uncover which licensure tools provides the best assurance that core competencies are being met.</p><p>
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