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A large portion of US healthcare is ambulatory. Strong leadership is vital for the safety and efficiency of perioperative patients in this setting. Good leaders communicate respectfully and openly and ensure effective systems in the delivery of high-level healthcare. In general, to promote patient safety and treatment efficacy, ambulatory care leaders must improve communication. Effective administration is unattainable without leadership and communication in an operating room. When considering outpatient perioperative therapy, it is equally crucial to consider medical costs. Given the unsustainable rate of healthcare spending growth, all attempts to improve our present systems are necessary. Ambulatory care facilities must utilize data regarding resource consumption to be financially viable related to escalating expenses. The present review describes perioperative and financial leadership in the ambulatory setting, effective systems, and relevant clinical strategies. [ABSTRACT FROM AUTHOR]

To create a successful ambulatory care center, healthcare systems need management that can understand and improve key ambulatory success factors such as quality of clinical care, clinical competence, regulatory compliance, financial management, and customer service. Effective leadership is a vital skill that can improve all these factors. This manuscript discusses successful perioperative leadership styles in the ambulatory setting and provides a framework for proven strategies that have improved patient care. [ABSTRACT FROM AUTHOR]

Advocate Aurora Health, located in the north‐central United States, is the result of a merger between two large health care organizations in April 2018. The health care system comprises 26 hospitals, offers more than 500 sites of care, and employs 75,000 team members. This article discusses the effects that coronavirus disease 2019 had on the perioperative services departments while directors and site leaders were still managing the complexities of the merger. Included are strategies used to address the challenges created by the pandemic, special considerations based on level‐of‐care capacity, the effect that the hold on elective surgeries had on staffing assignments, the reactivation process when elective surgery resumed, and the importance of keeping the perioperative team members informed and safe. It also illustrates how facing the challenges caused by the pandemic helped to solidify the merger of the two health care organizations. [ABSTRACT FROM AUTHOR]

The personal leadership of the perioperative director is a critical factor in the success of any change management initiative. This article presents an approach to perioperative nursing leadership that addresses obstacles that prevent surgical departments from achieving high performance in clinical and financial outcomes. This leadership approach consists of specific insights, priorities, and tools: key insights include selfunderstanding of personal barriers to leadership and accuracy at understanding economic and strategic considerations related to the OR environment; key priorities include creating a customer-centered organization, focusing on process improvement, and concentrating on culture change; and key tools include using techniques (eg, direct engagement, collaborative leadership) to align surgical organizations with leadership priorities and mitigate specific perioperative management risks. Included in this article is a leadership development plan for perioperative directors. [ABSTRACT FROM AUTHOR]

This paper deals with the presence of conflict as an inherent factor in human interactions and as such posits that it must be recognised, qualified and dealt with appropriately. To recognise conflict, it is essential that the theoretical information involving power and conflict be understood in order to apply them at a practical level. Whilst the theory surrounding the existence of conflict does reflect practice, the application of conflict resolution strategies is less concrete. The literature is not suggestive of any one approach to conflict resolution as a panacea to conflict. What is clear is that people must be separated from the problem by a mediator who dehumanises the issues and creates an opportunity for the conflicted parties to look at the situation objectively and rationally with the view of creating a win-win situation. The notion of win-win -- albeit loosely defined -- is that it is the best option for both parties and is a result manufactured by the conflicted individuals or groups. [ABSTRACT FROM AUTHOR]

A perioperative nurse leader's ability to effect positive change and inspire others to higher levels of achievement is related to his or her leadership style in the practice setting and the leadership style that is present across the organization. The American Nurses Credentialing Center's Magnet™ designation and redesignation process requires the demonstration of transformational leadership as one of the components of excellence. Transformational leadership can increase nurses' job satisfaction and commitment to the organization and organizational culture. Engaging staff members in the transition to transformational leadership and developing a common mission, vision, and goals are keys to success in the surgical setting. Bass's four interrelated leadership components--idealized influence, inspirational motivation, intellectual stimulation, and individual consideration--and associated behaviors were used by surgical services leaders in an East Coast, two-hospital system to successfully achieve redesignation as a Magnet facility. [ABSTRACT FROM AUTHOR]