According to McConell (2012), the difference between a leader and a follower determines a person's success in leadership. This chapter helps explain the content of the qualities and skills healthcare managers need 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 meet 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 want to know what strategies are effective in healthcare management. Importance of Leadership A manager's leadership style should make staff and others take them seriously. A manager sets the pace for the work ethic of employees. Effective leadership from health care managers is important for modern health care reform (Kumar, 2013). Leadership engagement in healthcare explains how a problem can affect a healthcare organization. Managers in leadership roles must adopt a certain style that can be functional for their initial organization to be successful. 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 necessary for all staff and physicians to participate, the organization could suffer greatly. Physicians, 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 Journal of Leadership, 1(3), 1-5. Retrieved from www.oxfordleadership.com/journal/vol1_issue3/stewart.pdRundall. T and Kaiser, H. (2004). Physician-manager relationships in the United States and the United Kingdom. Journal Of Healthcare Management, 49(4), 251-268.Walston, SL and Chou, AF (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 at work: A critical review. Applied psychology: an international journal, 53, 371–399.