According to McConell (2012), the difference between a leader and a follower determines a person's success when it comes to leadership. This chapter helps explain the content of the qualities and skills needed for healthcare managers to be effective. Again, effective management skills or certain qualifications improve the environment of a healthcare organization. Healthcare managers and supervisors must have the ability to manage challenges as the organization's goals and regulations may change over time. Effective healthcare management governs the success of a healthcare organization. There are many different skill sets and leadership styles to be effective as a manager. People are interested in knowing which strategies are effective in healthcare management. Importance of Leadership A manager's leadership style must influence staff and others to take him seriously. A manager sets the pace for employees' work ethic. Effective leadership by healthcare managers is important for modern healthcare reform (Kumar, 2013). Healthcare leadership involvement explains how an issue might affect a healthcare organization. Managers who hold leadership roles must adopt a certain style that can be functional to the success of their initial organization. Improving performance can be a very serious aspect of leadership engagement (Croxton, 2011). Healthcare managers need people from all areas involved to work effectively. Without the consistency of involving all staff and physicians, the organization could suffer greatly. Clinicians, administrators, staff and patients affiliated with the healthcare organization should understand the importance of interoperability by coming together to facilitate...... middle of paper......17863000; 2013-99130-541). Schultz, F. (2004). Who should lead a healthcare organization: doctors or MBAs?. Journal of Healthcare Management, 49(2), 103-116. Stewart, M. (2010). Theories x and y, revisited. Oxford Leadership Journal, 1(3), 1-5. Retrieved from www.oxfordleadership.com/journal/vol1_issue3/stewart.pdRundall. T&Kaiser, H. (2004). Physician-manager relationships in the United States and the United Kingdom. Journal of Healthcare Management, 49(4), 251-268. Walston, S. L., & Chou, A. F. (2006). Healthcare restructuring and hierarchical alignment: Why do staff and managers perceive change outcomes differently? Medical Care, 44(9), 879-889.doi:http://dx.doi.org/10.1097/01.mlr.0000220692.39762.bfZeidner, M., Matthews, G., & Roberts, R.D. (2004). Emotional intelligence in the workplace: A critical review. Applied psychology: An international review, 53, 371–399.