Leading QI in Healthcare

Leading quality improvement QI in healthcare requires more than technical knowledge, it calls for curiosity, connection, and self awareness. QI leaders challenge the status quo in pursuit of better outcomes, ask thoughtful questions, and create the conditions for teams to learn, adapt, and succeed.

• Curiosity, identifying problems, asking why, and challenging existing processes to uncover opportunities for improvement.
• Connection and influence, building trust, inspiring collaboration, and motivating others toward shared goals.
• Team engagement, developing teams where every member contributes as both a learner and a leader.
• Systems thinking, seeing the big picture and understanding how individual improvement efforts connect to organizational priorities.
• Self awareness, recognizing your strengths, your communication style, and your areas for growth so you can lead with authenticity and empathy.

There are many tools and programs that support self-awareness and personal leadership development. At UNC Learning and Organizational Development (LOD) offers assessments such as CliftonStrengths and DiSC, while Operational Efficiency (OE) incorporates the HBDI (Herrmann Brain Dominance Instrument) into its training programs. These tools can help individuals and teams better understand their thinking preferences, working styles, and collective strengths.

Fostering productive teamwork is also central to leading QI. Concepts such as a Just Culture promote psychological safety, fairness, and learning rather than blame. Frameworks like TeamSTEPPS, an evidence-based teamwork system for healthcare, strengthen communication and collaboration within teams.

Resources