Leadership in the healthcare sector
Healthcare is among the largest and most crucial industries in the US as it touches on the lives every individual. The healthcare sector has numerous stakeholders all who contribute to changes leading to complexity in the management process. The management of the healthcare sector requires effective management to ensure flawless implementation of the work system. The physicians and administrator in the health sector have a significant role in providing direct are as well as impacting on major decisions that affect the delivery of patient care (Menaker, 2009). The need to understand leadership and change management is gaining popularity in a bid to overcome change resistant and enhance better working relationships in the healthcare environment that is becoming more and more challenging. This white paper discusses how the transformational leadership strategy is most ideal form of leadership for the healthcare sector.
Transformational leadership is a theory that assumes that a leader must be an inspiration to the people he/she is leading. Also a leader must have passion and vision in order to accomplish great things and does things done by applying energy and enthusiasm. Transformational leadership involves various components: Developing the vision. The vision focuses on the future and is able to transform potential followers. Selling the vision fast and progressively with personal integrity (Wang et. al 2011). The leader leads by example and is concerned with those he is leading. He is able to motivate them continually that enable the people to keep going and committed to their work.
In transformational leadership behavior, members of the organization are able to set high standard of what is expected, focus on a mutual vision, and understand individual differences. Transformational leadership contributes much towards organizational leadership in a positive angle. It has shown a positive and considerably linkage to organizational commitment with variety populations and a growth in digits. For example, R&D professionals and staff nurses in the US. Transformational leadership also positively link to individual- level follower performance and much with contextual performance (Garcia-Morales et. al 2012). Researchers suggest that transformational leadership relates both to the organization and team levels performances.
Transformational Leadership applied in Healthcare
Team building skill in a leader is very essential. The managerial role in an organization includes the ability to indulge team building with the employees. The skill enables the staff to work as a team and also as individuals towards achieving the goals of the organization. Implementation of the skill therefore makes the organization effective and productive. Individual productivity is influenced by the working place environment which can be either negative or positive. Ability to convert a group or an organization into a team ensures that everything runs smoothly. The operation within a healthcare set up involves collaborative efforts between different specialists, therefore calls for a leadership strategy that advocates for team building.
A team builder leader poses distinctive features compared to a self-centered leader. Their ability to work as a team makes it easy for their organization working toward meeting their goals. Such leaders are able to see what is achievable when people work as a team. They are in a position to mutually support and inspire the teamwork and permits individuals to perform. A team-centered leader is able to keep commitments and in return expect a mutual response.
In a team, everyone’s view of things is taken into a consideration. The members take their time to understand one another hence enabling honest and open communication. In case of conflict, members take it as an opportunity for new and creative ideas and resolve the conflict with immediate effect. In matters involving decision making, members of the team contribute towards the matter not assuming the leader who rules out the final decision (Maddux, 1994). This is applicable in development of patients’ care plan.
The need for organizational reconstruction may include: staff numbers, new skills and capabilities, improved technology and innovation, effectiveness, and progress. The results include better morale and productivity, increased organizational efficiency and effectiveness, and reduced personnel hiring and firing rate. Healthcare institutions have seen a widespread adoption of information system in all aspects of operations. Such a change requires to be effectively managed.
Organizational restructuring involves the change of how things are done in line with achieving the organizational goals. Such changes may include upgraded operations, improved management systems, and tax efficiency. The current working situation of the organization that needs changes is first evaluated and implementation of the new procedure is done. The main objective is facilitation of a perpetual growth towards achieving the goals (Bews & Uys, 2002).
Before an organization is restructured, there have to be a view of how things are done, evaluating the source of the downfall or ineffectiveness. This may include assessment of employees by their internal supervisor and additionally an external supervisor. Identify the root of the problem will help in new strategic planning in line with achieving the goals of the organization.
Organizational restructuring may involves also change of individual behaviors. This implies education for the employees in order to enlighten them on how to do things. High performance involves staff development where they are trained both theoretically and practically.
Strategic planning help an organization define its direction or strategy extending on how they can be implemented. It is general with no specification on who and when. In an organization, strategic plan is in line with the organizational vision, mission and objectives. Therefore, the role of the plan includes how or the way to achieve the stated vision, mission and objectives. Different strategies include removing barriers, providing information, providing resources, and enhancing support to achieve its goal.
For the success of a given organization must meet several criteria in their strategies. For example, outline all direction, escape any barriers and resistance, and also advance the mission. The importance of strategies is that it enables one to focus and figure out how to accomplish the goals. Having stated the vision, mission, and objectives, strategies then follows before implementing the statements (Smith, 2013).
In every organization, goal setting is a critical step that determines the effectiveness and success of an organization. High performance of the employees is determined by the set goals. The goals include the plans of the organization towards accomplishing its vision. Specific and sufficiently challenging goals for that matter are very important of which they should be relevant and timely (Locke et. al, 1981).Goals make it clear for the employees on what to prioritize at given time and to the leaders, they are able to allocate duties to them accordingly. The effective leadership attained helps achieve more job satisfaction among the health practitioners. This contributes to reduced staff turnover as well as improves retention.
Organizational goals keep the employees on their toes in a daily base since they have a motivation. The set standards motivate the employees too to strive for excellence. The key goal that the health care practitioners aim to achieve is providing satisfactory patient care. In additional, the employees are able to work together since they have a common goal to achieve. Collaboration and employees cohesion makes it easier to accomplish the target. Also the strategic planning makes achieving of the set goals to be effective and efficient. Every member of the organization must understand the organization goals and the strategies to be followed in accomplishing them.
Bews, N., & Uys, T. (2002). The impact of organisational restructuring on perceptions of trustworthiness. SA Journal of Industrial Psychology, 28(4), p-21.
Locke, E. A., Shaw, K. N., Saari, L. M., & Latham, G. P. (1981). Goal setting and task performance: 1969–1980. Psychological bulletin, 90(1), 125.
Maddux, R. B. (1994). Team building: An exercise in leadership (Vol. 56). Kogan Page Publishers.
Menaker, R. (2009). Leadership strategies in healthcare. The Journal of Medical Practice Management : MPM, 24(6), 339-343.
Smith, R. D. (2013). Strategic planning for public relations. Routledge.
Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.
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