Clinical Leadership and Professional Relationship

This report evaluates the plan and consequences of implementing the EMM system in an organization. It also encompasses a change management model and highlights a leadership style in the name of transformational leadership for the success of the change and identified the potential resistances while implementing EMM system.

Running Head: CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP
CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP
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1CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP
Effective healthcare is an important issue that needs proper leadership and guidance in
order to ensure patients’ health and safety. The progress in technology helps to reduce human
error in organisations. In this regard, the installation of the Electronic medication management
system (EMM) systems in the Australian healthcare organisations can be considered as a
benevolent step taken by the government. It requires proper change management plan and in-
depth understanding before going for a drastic transformation. Henceforth, the purpose of this
report is to conduct a detailed research on an organisation and evaluate the plan and
consequences of implementing the EMM system. Moreover, the report also encompasses a
change management model, that is, Lewin’s model and highlights a leadership style in the name
of transformational leadership for the success of the change and identified the potential
resistances while implementing EMM system.
It can be a seen that the number of nurses is not adequate in hospitals to curb down the
pressure (Reale et al., 2016). Therefore, the new system will enable the hospital staff to take
proper care of their patients and reduce error in their practice. The present case scenario stated
that, the hospital has 200 beds but the number of nurses are limited. As a result of that it becomes
a huge pressure on the nurses to deal with the critical conditions.
The Australian government is keen to deliver the EMM system free of cost and installed
directly onto the ward computers. This facility is very promising for the hospitals where people
are neglected due to lack of staff or other management issues (Volpi et al., 2015). Therefore, it
will be beneficial for the hospital to take the privileges provided by the government in the form
of giving the EMM system free of costs and free of any instalment charges.

2CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP
For the change in the medication system it requires a change management plan and the
Lewin’s change management plan is the best way to make it successful. As per the Lewin’s
change management plan there are three stages in the form of unfreeze, change and refreeze
(Manchester et al., 2014).
Before going to take necessary steps to implement a change, it is important for the nurse
or midwifery manager to inform the nurses about the need for a change (Mahmood et al., 2017).
In this context, the importance of the EMM system has to be mentioned and the impact of the
EMM system also to be addressed. This process will take 4 days to finish its part. After
involving the nurses in the change process the change process can be initiated. In this process,
the installation of the EMM systems in the medication and other healthcare facilities will be
occurred. The role of the managers is to supervise the entire process and keep a track of every
change (Bejinariu et al., 2017). The change stage will take 2 days to complete the process. The
refreeze stage is associated with the outcome of the change. As the purpose of this change is to
create better workplace environment with more effective and accurate framework therefore it is
advisable to make proper adjustments and carry out an internal evaluation of the change system
(Cummings, Bridgman & Brown, 2016). The refreeze stage takes 1 month to assess and evaluate
the efficacy of the new change.
The change process is certainly requires a leader to guide the process to success. In this
regard, there are a number of leadership styles in the form of transformational, transactional and
the charismatic leadership that can be beneficial for the organisation while installing the new
EMM system. However, the transformational leadership will be the best option for the
healthcare organisation. According to McCleskey (2014) transformational leadership can be
defined as the leadership style that enhances relationship building with the followers or other

3CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP
employees by continuous rapport, inspiration and engagement. Therefore, in this case the leader
in terms of the manager of the nurses will encourage the medical staffs to support the installing
process of the EMM system. Moreover, it is also the responsibility of the leader to let them
inform about the importance and significance of the EMM system (Tepper et al., 2018). In case
of the installation of the new EMM system, it is pertinent to encourage and involve the nurses in
the change process so that they will get acknowledged with different aspects of the EMM
systems (Qu, Janssen & Shi, 2015).
In course of the discussion, it can be argued that the transactional leadership can also be
an effective framework for this new development. However, there are certain disparities between
the transactional leadership and the transformational leadership. The transformational leadership
puts focus on changing the system in needs. On the other hand, the transactional system likes to
perform within the given situation. Breevaart et al. (2014) stated that the transactional leadership
is keener to solving the challenges in the known situation whether transformational leadership
keeps looking for new ways of transformation. Moreover, transactional leaders minimise the
variation of the organisation that is not fit with the change process in the healthcare institute
(McCleskey, 2014). It requires a changing atmosphere so that the employees are also get
involved in the process and usher success for the organisation. In relation to the case, the
transformational leadership will highlight the benefits of the EMM system ant first and
incorporated all the nurses and medical staffs in the discussion so they can also ventilate their
perception regarding the change. Moreover, it is also important to presume that after the
discussion the manager will take necessary steps to implement the change and installing the
EMM system as soon as he can.

4CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP
There are two resistance that can be seen in case of implementing the EMM system.
Moreover, this resistance can be mitigate with the proper guidance of the leader. The EMM
system develops a total facility of electronic monitoring system for patient care and committed to
the reduction of sensitive error in treatment. However, it becomes a stigma that all the electronic
devices try to reduce human efforts and cause unemployment (Lommerud, Straume & Vagstad,
2018). The same anxiety encircles around this organisations where some of the medical staff
think that the implementation of the EMM system will cost their profession and therefore, they
are intended to protest against such change (Alesina, Battisti & Zeira, 2018). However, this issue
can be sorted out by understanding the true purpose of the installation. In this case, the manager
will brief them the purpose of the new change and convince them to understand that the hospital
or the new change plan have no intention to terminate the employees rather it has a benevolent
approach to reduce overstress among the nurses.
Another resistance can be identified in terms of changing the daily schedule. Many of the
nurses are complained about their issues if there will be any changes in the fixed routines (Kelly
et al., 2014). The management keeps focus on it. Nevertheless, the manager of the hospital
assures to acknowledge that all the efforts are taken for the benefits of the nurses and their
flexible time schedule will not be altered entirely.
The report tried to point out the significance and role of leadership in healthcare during
the process of change management. In fact, the role of the leaders was to ensure the safety and
proper care to the patients. Hence, lewin’s change model and transformational leadership were
included in the discussion. However, Fear of employment and change in daily schedule are the
two possible resistance in this context. Therefore, it can be concluded that the report conducted a

5CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP
thorough analysis and successfully portrayed every aspects of change management in an
organisation.

6CLINICAL LEADERSHIP AND PROFESSIONAL RELATIONSHIP
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