Clinical Leadership and Professional Relationship

This paper analyzes the importance of proper clinical leadership and the adoption of a computerized medical system in healthcare facilities. It also recommends a change plan based on Lewin's model. The paper highlights the benefits of a computerized system, including improved efficiency, reduced medication errors, and enhanced patient care.

Running head: CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP 1
Clinical Leadership and Professional Relationship
Student’s Name
Institutional Affiliation

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Clinical Leadership and Professional Relationship
Leadership is significant facet in the healthcare setting. Suitable nursing leadership skills
play a significant role in ensuring that timely, patient-centered, and high-quality medical services
are provided to the patients. As such, this paper endeavors to analyze the essence or significance
of proper leadership founded on a precise clinical scenario. The paper would as well corroborate
the prominence of adopting or employing a computerized medical system. A change plan would
be recommended based on the Lewin's model.
A fully electronic medication system is essential in a healthcare setting. Notably, in the
200-bed hospital, there have been numerous medical critical happenings. It is vital to note that
these critical incidences occur due to an increase in the negligible of medication errors.
Therefore, the fully computerized system is important to the healthcare organization. Its
implementation would play a critical role in the reduction of the minor medication errors or
mistakes. An excellent leadership should adopt a computerized system to help in the delivery of
high-quality care. Moreover, patients who receive enhanced health care refer others to the same
medical facility. Therefore, the leadership of the hospital is always appreciated or credited for
outstanding management skills by incorporating a computerized system into their healthcare
facilities. The management can also evaluate the effectiveness of their staffs' ability to adapt to
contemporary transformations (Griffin & Bossi, 2014). A computerized system is essential in
analyzing medical staffs' performance, therefore, conducts job appraisals.
Similarly, the new electronic system would improve the efficiency of the medical
practitioners particularly the midwives. It would enable data storage, maintenance, and easy
accessibility of medical information (Atique et al., 2016). The nurses and midwives will be able
to discharge their duties faster. Specifically, the medical professionals will take less time to

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prescribe different medications according to patient needs. Midwives would also conduct
medication administration swiftly. They can achieve this through the use of a computer as
opposed to the manual system, for instance, the use of paper medication plans and charts which
are marred with errors.
Patients would get improved medical as a result of the computerized system. The nurses
of the 200-bed hospital will be motivated to work since they will able to deliver clinical services
more accurately. On account of the new system, it will trigger the attainment of zero or minimal
medical errors. Therefore, the fully computerized system is beneficial to nurses, the health
organization, and the patients.
Lewin's model involves three major steps which must be followed for the
accomplishment of an effective transformation. The steps include refreezing, changing and
unfreezing (Cummings, Bridgman & Brown, 2016). According to Manchester et al. (2014), the
model is practical and simple to understand thus efficient in expediting a change process. Based
on the model, the change process involves establishing the notion that a change is necessary, and
would involve establishing new behavior and finally making it a custom.
The initial phase of Lewin's model, unfreezing, encompasses preparing the organization
for the change or establishing a motivation to the change. In the provided scenario, adequate
awareness has to be done regarding the new computerized medication system. The awareness
should outline the benefits which the new computerized medication system will bring to the
organization. It would involve challenging the attitudes, values, behaviors and beliefs of the
health facility concerning the anticipated change (Spear, 2016). It is estimated that the process of
creating this transformation would take roughly one month. Consequently, organizing a weekly
meeting with midwives to explicitly clarify the essence of the change would be paramount. Data

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concerning the increase in medication errors ought to be provided to trigger better delivery of
services through the use of the contemporary system.
Lewin's second stage, change, involves the implementation of the intended change. In the
same vein, it encompasses people beginning to resolve uncertainty by finding diverse ways of
handling the matters at hand. In the changing stage, every employee of an organization must
begin to acquire new skills, behaviors and thinking ways (Hussain et al., 2016). However, the
success of this step primarily depends on the triumph of the unfreezing stage. It is easier to
complete this step if unfreezing was prosperous. Support, communication, time, motivation and
education are key as employees familiarize with the change.
In the provided scenario, the senior nurse leader has to appoint supervisors to ensure that
midwives effectively provide clinical services through the utilization of the computerized
system. The leader can also perform appraisals to the nurses who efficiently adapt to using the
system. The transformation will approximately take six months after installation to be fully
incorporated into the health facility. Every midwife ought to act or behave in ways which are
aimed at supporting the new direction. The nurse leader should constantly remind the midwives
of the motives that necessitated the change (Hussain et al., 2016). Similarly, they ought to
remind the nurses of how the electronic system would be important to them when it is fully
implemented.
The last stage, refreezing, entails making the change long-lasting and permanent. An
organization becomes ready to refreeze whenever the changes are fully implemented and
workers have embraced new working ways (Cummings, Bridgman and Brown, 2016). The
refreeze stage is very critical in any institution. It helps the organization and people to
institutionalize or internalize the changes.

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In this scenario, the senior nurse leader should ensure that the computerized medication
system is used at all times. The system has to be incorporated into everyday nursing practice.
The leadership of the health facility should make sure that the change is anchored in the
organization's culture. Furthermore, this can be done by identifying what supports or hinders the
change and taking the necessary action (Cummings, Bridgman and Brown, 2016). Establishing
ways that sustain the transformation would be vital. It is achievable by creating feedback
systems, reward strategies and providing leadership support. Therefore, nurses would feel
comfortable and confident with the innovative way of working on account of the new sense of
success.
An appropriate leadership style is fundamental for executing a change process.
Democratic leadership is widely used and it primarily entails leaders seeking contribution from
their team members before final decisions are made. Conventionally, employees have greater job
satisfaction whenever their employers utilize this leadership style. An organization benefits from
better innovation and creativity due the diverse inputs provided. Participative or democratic
leadership is crucial especially during the change and refreezing stages. In the change step, the
leadership style can be used to improve how electronic system will be incorporated into the
health facility (Giltinane, 2013).
Bureaucratic leadership is frequently helpful in high administrative environments where
obedience to rules is significant (Zhang et al., 2016). Nonetheless, democratic leadership is
beneficial in comparison to bureaucratic. Bureaucratic style can hinder creativity and innovation
as participation in decision making is not considered (Negussie and Demissie, 2013). Therefore,
selecting the suitable leadership style is crucial for the change plan and consequent patient
safety.

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Conventionally, any change process must face resistance. In this scenario, nurses may
fail to consider the system as beneficial. Nurses will need to comprehend how the system is
helpful to them and patients for them to accept it and contribute to its success. Another potential
opposition to the change plan is those who benefit from status quo are harmed by transformation
(Redley and Botti, 2013). It is imperative for nurse leaders to foresee and mitigate these
situations. Nevertheless, this resistance can be solved using several strategies. Communication
and time are necessary when effecting changes successfully. Nurses will require adequate time to
comprehend the changes. Likewise, they need to feel greatly connected to the health facility
throughout the transition phase.

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