Transformational Leadership, Policy, and Change

Healthcare clinical workers have differing needs for supervision than administrative staff, this may be on account of clinical provider’s clinical knowledge and responsibilities that may not be shared by administrative leaders. The position of leaders to allow this autonomy is supported, Kerfoot (2003) states that poorly lead healthcare

West, M., Eckert, R., Steward, K., & Pasmore, B. (2014). Developing collective leadership for health care. London: The King’s

With the current healthcare reform, all organizations around the globe are aiming to redesign their operations. Healthcare systems, that use the omnibus leadership model, need to function in an environment in which the needs of society will have a positive reaction. Nevertheless, the dynamic culture leadership model argues that healthcare organizations need to always work in ways that they can definitely give services that the society can use (Kennedy et al., 2011).

Cultivating the leaders of today and tomorrow will be indispensable to the execution of the impressive objectives delineated for the health service (NHS Scotland 2004). Leadership in nursing involves an amalgamation of clinical, academic, executive and political facets. Hence, there is the contingency for nurses to be leaders at the bedside, in universities, in the boardroom and in a political capacity (Gallagher and Tschudin 2010). The clinical nurse leader position is an emergent dynamism as health care endeavours to cope with the challenges of today’s intricacy and result orientation. (Gerard, Grossman and Godfrey). Nursing leadership is critical for effective practice as nurses emblematise the greatest discipline in health care (Sullivan and Garland 2010). Additionally, leadership in nursing has been established as a cost-effectual approach to enhance patient outcomes in times of constrained monetary reserves, when leaders can administer direction, impel change and embolden others (Murphy 2009).

Inadequate or inefficient leadership can act as a catalyst for implementation failure in majority of proposed changed in the healthcare industry. Additionally, leader team that is not a representation of the organization or its diversity can also jeopardize the integrity of the project, and will eventually lead to an epic failure.

With many changes happening in healthcare more than often, most of the changes are done to make improvements, which majority do not see the same way. More people are very hesitant to make changes and are pretty stubborn in doing it. This makes the process more challenging for others. Furthermore, making changes in any form of business including healthcare, would take a strong dedicated leader who works with the stakeholders of the medical center to help change the process.

Affordable Care Act key elements are aimed at providing accessible medical services to all population groups despite their economic and social status. Besides, its principal task is to guarantee the healthcare insurance coverage the people who could not previously access it because of age, gender, chronical disease or annual dollar coverage limitations. The Act also puts a lot of emphasis on the role of nurses in ensuring that healthcare services are transparent, understandable, available, and satisfactory to patients. The renovation of our health care system requires that all nurses become leaders and take a protagonist role in this transformation. Nurses entail sturdy leadership skill, should be able to work in collaboration with other healthcare

Therefore my preference is to work from a leadership team format that allots voice to the variety of dedicated professionals and utilizes their strengths to achieve the organization’s goals. In the healthcare setting, leadership is perceived as the policy developers that work alongside the providers and other professional staff members to promote and enforce those policies. The facilities and the staff are seen as the specialized professionals charged with advising upon and carrying out the policies through the development of research based strategies that meet the needs of agreed upon policy directives. Servant leadership or distributed leadership of this type requires one to recognize the strengths’ in their colleagues during the decision-making process and support their development in areas that they may feel less than

Change is inevitable in healthcare. The purpose of this paper was to discuss and guide the facilitators of change through the process of implementing a future care delivery model. Leadership qualifications and roles were described in an effort to assist the leader in identifying and rectifying complications that can impede progress. Potential conflicts among the enablers of change were discussed as well as tools necessary to minimize these barriers. The Twelve Bed Hospital Model was reviewed in detail and recommendations for transitioning into this model were suggested. Transformation Leadership theory was utilized to build successful change leaders and followers and a democratic approach encouraged strong bonds between the nursing

The leadership and management dynamics of a physician run organization are complex and challenging. The biggest challenge is managing the differing opinions and perspectives of multiple physician owners. Up until recently, I have viewed my role with the physician owners as passive. My approach was to provide guidance with operational and strategic decision making and essentially let this group lead themselves. By shifting the style of my interactions with the physicians to a more active leadership role, I hope to improve the relationships and interactions within the physician group. These improvements will lead to a more positive organizational culture, more engaged employees and improved patient satisfaction. My vision is that by starting at the top of the organization any positive strides gained in improving the dynamics of the physician group, will have a trickle-down effect on the organization. Finally, championing this process will involve honing and fine tuning my own leadership skills.

The purpose of this essay is to examine theories of leadership using a reflective account. The author intends to discuss how the identified theories and/or models influence clinical practice in healthcare settings. Additionally, the essay will include discussions on the ways of measuring the effectiveness of these models. Finally, recommendations for the improvement of patient and staff experiences will be provided. The essay first defines leadership in general terms, and then focuses on leadership in the health care system.

This paper summarizes the article written by Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Johnathan Post, and Gaynor Cheokas regarding the need for a new type of leadership in today’s social work environment, defined as Transformative leadership. The article itself varies in the definition, however in a broad sense Transformative leadership is maintaining good moral standing and sound business ethics among employees and individuals inside and outside the workplace. However, in order to reach this theoretical level of business related moral and ethical leadership known as

Leadership involves influence; it occurs among people; those people intentionally desire significant changes; and the changes reflect purposes shared by leaders and followers. In examining the Humana organization, superiors influence subordinates, but subordinates also influence superiors. An important aspect of leadership is influencing others to come together around a common vision (Draft R., 2015). Health services have a various range of areas ranging from health care facilities to nursing or acute care centers. Humana’s leaders are as different as the market they serve. Thus, Humana’s leadership involves the influence of people to bring about changes toward a desirable future.

A country’s economy and well-being depends upon how strong its healthcare system is. A country would grow into a stronger nation if the people are mentally and physically stronger. Moreover, healthcare systems are usually complex and complicated systems and thus, they need a lot of attention. As Donley (2005) states, “[t]he changing patterns of health care delivery have increased complexity in all practice environments” (p. 314). By a complicated system, it means how different healthcare organizations together play a pivotal role in measuring success of a country’s healthcare system. These healthcare organizations further rely on various departments within the system which are in turn led by various leaders. Thus, it is evident how leaders are the key link in deciding the fate

This piece of work will critically explore the theories about management and leadership in health care. At the beginning it will provide a base understanding of both topics and accountability importance. It will then concentrate