Leadership Models for Health Care Managers Listen to Lessons in Leadership: It’s
ID: 422500 • Letter: L
Question
Leadership Models for Health Care Managers
Listen to Lessons in Leadership: It’s Not About You. (It’s About Them)
https://www.npr.org/2013/11/11/230841224/lessons-in-leadership-its-not-about-you-its-about-them
Discuss how adaptive leadership can be applied in healthcare administration, providing creative ideas, suggestions, or experiences that reflect this approach
Your essay should be 2 pages in length and follow APA formatting and citation.
Support your opinions with detailed examples or information from your textbook or a peer-reviewed journal
The APA format for your text Your textbook may be used as a reference. is as follows:
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage.
Explanation / Answer
Meaning of leadership is different from person to person as per the work but the input and outcome goes from the same stages and being people involvement in this it cannot be applied as a mathematical formula. Healthcare has also have the human involvement as well. Northouse's (2007) define leadership is a process whereby an individual influences a group of individuals to achieve a common goal. This definition is supported by Faugier and Woolnough (2002) that they also define leadership is a process, involves influence, usually occurs in a group setting, involves the attainment of a goal, and leadership exist at all levels. Bryman (1992) states that most definition of leadership emphasizes three main element that relates with leadership which are groups, influence, and goal.
In a scenario involving aggressive behaviour among health care providers, participants identified that, before responding, an appropriate leader should collect additional information to identify the core problems causing such behaviour. Possibilities include stress, lack of clear roles, responsibilities, and standard operating procedures, and finally, lack of training on important leadership/management skills. As a result of these core problems, several potential solutions are possible, all with potential obstacles to implementation. Additional education around communication and team interaction was felt to be a priority. In summary, clinical leaders probably have a great deal to gain from augmenting their leadership/management skills.
Clinicians today frequently encounter situations in which they are ill prepared for the leadership and management challenges that they will face. In the critical care environment, resource limitations, increasing complexity of care, and diversity of personnel involved make a poorly prepared leader vulnerable. Moreover, the current complex and stressful work environment results in a greater need for strategies to manage stress and conflict. Clinicians who are solely schooled in patient care but assume leadership roles are therefore at a great disadvantage.
In health care institutions, leadership skills are recognized as important across all disciplines. The quality of a leader are important to support the managerial function in all organization and not be forgotten in health care environment. So that, in order to get leadership skills, there are several aspect that leader needs in order to improve their skills. Necessary skills include effective communication among team members and subordinates also among customer ( in this situation, patient is the customer). Conflict can be resolved when there have understanding of one's own communication style as well as that of others and having the skills to resolve the arrived conflicts among team members and also management. Leadership training should be available for every team members in reducing error among team members or any miscommunication problem that arise.
Leadership style in Clinical Management
Leadership styles within the health care profession can be evaluated by understanding the relationship between management and planning, change operations and organization structure. In clinical management, the mainly pattern of leadership that have been practices are transactional and the transformational styles.
According to Outhwaite (2003), transactional leadership involves the skills required in the effective day to day running of a team. Meanwhile, transformational leadership involves how an integrated team works together and the innovativeness of their approach to the work. For example, a leader can empower team members by allowing individuals to lead certain aspects of a project based on their areas of expertise. This will encourage the development of individual leadership skills. In addition, leaders should explore barriers and identify conflicts when they arise, and then work collaboratively with the team to resolve these.
Cook (2001) discusses that transactional leadership focuses on providing day-to-day care, while transformational leadership is more focused on processes that motivate followers to perform to their full potential by influencing change and providing a sense of direction. Besides, Faugier and Woolnough (2002) said that the ability of a leader to articulate a shared vision is an important aspect of transformational leadership.
Leadership styles also affect performance and not just personality patterns and behaviours. The overall performance of a unit has been critically examined by Bass et al (2003) assessing both transformational and transactional leadership styles. Prenkert and Ehnfors (1997) measured organisational effectiveness in relation to transactional and transformational leadership in nursing management. The relative influences of transactional leadership and transformational leadership styles was measured as the degree of goal attainment and reflected on the quality of nursing care provided.
Conclusion
In general most of the expert suggest that transformational leadership is preferred and is the more positive form of leadership as it emphasises on individual power and charisma to change the surroundings and the situation. Transformational leadership is ideal for today's nursing practice as it seeks to satisfy needs, and involves both the leader and the follower in meeting needs. It is also flexible allowing the leader to adapt in varied situations. The leader accepts that things will change often, and followers will enjoy this flexibility. Thus both nurses and patients will benefit. The avoidance of hierarchy and the ability to work in new ways helps organizations put resources together to create added value for both employees and consumers. Welford (2002) also suggest in further, the use of transformational leadership allows team nurses to enhance their role as teacher or advocate.
Related Questions
Navigate
Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.