HLSC605: Leadership in Health Care
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Australian Catholic University
Leadership in Health Care (HLSC605)
Added on 2020-05-04
HLSC605: Leadership in Health Care
Australian Catholic University
Leadership in Health Care (HLSC605)
Added on 2020-05-04
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1Running head: LEADERSHIP IN HEALTH CARELeadership in Health CareName of student:Name of university:Author note:
2 LEADERSHIP IN HEALTH CAREIntroduction The present paper aims to highlight the role of leadership in bringing about positivechange within a healthcare system that fosters better service delivery. It undertakes a criticalanalysis of the approach taken by a healthcare leader for establishing a sustainable change inthe healthcare setting so that better patient outcomes are achieved. The present paperconsiders the extent to which the applied strategies were successful in achieving the proposedchange pertaining to the service delivery concerned. In addition, it also identifies thechallenges emerging while implementing the change process at different levels. The mannerin which these challenges were addressed would be mentioned in the paper. While writingthis paper, strategies that would have been more beneficial in the selected context would alsobe highlighted based on literature search. Justifications for decision taken around the poposedchange would be another part of the paper. Recommendations would be provided for futuredirections pertaining to leadership demonstration. The paper would end with a logicalconclusion provided to the comprehensive discussion. Background Working as a healthcare leader at a reputed Texas Hospital of USA, a professional isexpected to demonstrate key competencies and skills that are suitable for the welfare of theorganisation. The aim of a healthcare leader is to foster positive changes in the care settingthat are in alignment with the mission, vision and values of the healthcare system. One suchinitiative taken for better patient care delivery services was the implementation of CyberSecurity For Medical Devices (CSFMD) at the Texas hospital. The idea encompassedinstallation of firewalls for enriching the health-related services given. The potential benefitof this system included transparency in working systems, protection from medical devicemisuse through better security, safeguarding of patients and superior health services provided
3 LEADERSHIP IN HEALTH CAREto patients by medical staffs who are trained and competent. A planned change wasconsidered that was decided in collaboration with other health care professionals, namelyphysicians, nurses and other staffs of the medical team. Though the proposal for change wasa collaborative decision, it was the responsibility of the healthcare leader to act as the vehiclefor change. For successful implementation of the change, it was ideal to demonstrate suitableleadership skills that guide the complete process of change. Leadership strategies utilised relevant to the planned changeFor healthcare professionals holding a high position in a healthcare setting, it islogical to demonstrate key leadership skills that promote changes in the setting for thebetterment of all stakeholders. Leadership is known to guide such changes holding thepotential to transform the manner in which a certain operation is functional within the careorganisation (). The leadership style utilised relevant to the planned change of CSFMDimplementation was transformational leadership. While implementing the proposed plan forCFSMD, different leadership qualities were brought into practice such as positive attitude,excellent communication, integrity, honesty, empathy, flexibility, courage, accountability,confidence, team management skills, creativity and mentoring ability. According to Richter et al., (2016) transformational leadership is a form of flexibleand adaptive leadership. Through this form of leadership the leaer creates an environment ofshared responsibility influencing novice methods of knowing. Transformational leadership isknown to act as a motivating factor that enables followers to set up higher ideas as well asmoral values. The leader is responsible for setting in deep ideas and notable vaues. Thisencourages the followers to sustain the change that they perceive to be good and let go ofpersonal interest. Supportive environments are created under such form of leadership (Bansket al., 2016). As opined by Mitchell et al., (2014) transformational leadership theory has
4 LEADERSHIP IN HEALTH CAREprovided its worth in a wide range of healthcare settings across the globe. This form ofleadership fosters the development of capacity that brings in increased level of personalcommitment towards organisational objectives. As stated by Birasnav (2014) transformational leadership facilitates a redefinition ofvision and mission of individuals that is marked by a renewal of their level of commitmenttowards goal fulfilment. Spano-Szekely et al., (2016) in this regard has stated that leadersabdiign by such leadership style engender admiration, trust and respect among the followers.Characteristics of a transformational leader are enthusiastic, persistent, role model, continuallearner, risk-taking communicator, visionary, risk-sharing, courageous and mentoring. Aleader is expected to have the ability to deal with highly complex situations and ambiguity. Challenges addressed While implementing the change pertaining to CSFMD at the Texas hospital a numberof challenges were faced that influenced the success of the initiative and the outcome of thesame. The key challenge was, however, the fear and apprehension that the team membersshowcased. The individuals were reluctant to move from the present position to a newposition that demanded a new set of roles and responsibilities. They also feared the loss oftheir job if the complex technology was being implemented in practice. Lack of coordinationwas also a prime concern. The members did not support regular meetings held and had anegative attitude towards the leader. A lack of positive attitude was evident as the individualshad a rude behaviour and showed less concern for driving the change. It was challenging onthe leader’s part to address this scenario. For addressing the barriers cropping up, it wasadvantageous to apply transformational leadership style in adjunct with Kurt Lewin’s changemanagement model.
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