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Effective Leadership in Health - Doc

   

Added on  2019-10-31

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Running head: EFFECTIVE LEADERSHIP IN HEALTH1Effective Leadership in HealthNameAffiliation

EFFECTIVE LEADERSHIP IN HEALTH2IntroductionHealthcare is a multi-trillion dollar business worldwide. Unlike yesteryears, sound leadership is paramount to provision of quality healthcare. Just like in the corporate world, researchers are beginning to express interest in investigating the kind of leadership needed for the success of the healthcare industry. From the past half of the millennium, leaders have put more emphasis on examining their followers so as to gain insights into the overall organizational culture. However, much remain desired because leadership demands a deep understanding of a people’s (Tohidi and Jabbari, 2012, pp. 858). Culture and leadership pose an intricate relationship that needs to be studied thoroughly. In this essay, we will explore how and why it is important to develop individuals as leaders in the healthcare industry. The healthcare sector is rapidly becoming dynamic. These changes are associated with the changes of the political and socioeconomic intricacies that are compelling firms in the health sector to explore new ways of keeping pace with complex operational environment (Rashidi, Syed & Zaki, 2015, pp. 33). The sector is plagued by a number of issues ranging from being non-profiteering operators to lack of innovation as a result of lack of adequate funding, and unsupportive leadership approaches (Ali, Metz, & Kulik, 2015, pp. 1270; Miller et al., 2015, pp. 20-21). As the world is nursing the economy back to health, organizations (including healthcare industry players) are becoming aware of one important truth: not innovating is a risk that cannot be taken.According to Jain (2014, pp. 13), relying on processes and approaches to operations that have helped negate complexities in business in the past is not adequate to guarantee the future success

EFFECTIVE LEADERSHIP IN HEALTH3of any organization. This school of thought can be illustrated by research and anecdotal examples described herein. In early 2010, more than two-thirds of CEOs interviewed cited innovation to be among the three top strategic approaches of staying relevant in business. This number of CEOs was eight points higher than that of a survey conducted in early 2009. An article published in the New York Times late 2011 cited innovation as an integral component for progress and growth and offering of relevant and competitive products and prosperous careers for determined employees. In early 2011, during the Development Dimensions International (DDI) Global Leadership Forecast, which attended by a little over twelve thousand business leaders from around the globe,innovative and creativity was voiced as a top strategic priority that every leader should incorporate in the day to day running of any organization (Ovidiu-Iliuta, 2014, pp. 1158; Youngbantao & Rompho, 2015, pp. 122). Nonetheless, creativity, considering all of its accredited standing in the face of perpetual economic insecurity, and insurmountable changes in the technological and the working environment, remains imperative. Healthcare organizations, just like those in the corporate world, are under constant pressure to assume the most meaningful attitude to innovation to fosterfaster coping with the competitive environment (Jończyk, 2014. Pp. 281). Innovations makes it possible for an organization deliver more in the face of diminishing resources, address operation complexities, and design new solutions for their clientele, and even introduce products that healthcare seekers are not aware that they need them. Every healthcare entity is expressed by a distinctive amalgam of business encounters and calculated concerns. Consequently, every player in the healthcare industry has to make a

EFFECTIVE LEADERSHIP IN HEALTH4decision on how he or she will approach innovation. Put differently, the kind of value-added resolutions every healthcare entity required encompasses innovation which is many can cases cannot take off without sound leadership (Ali, Metz, & Kulik, 2015, pp. 1271). Irrespective of what that delineation appears to be, a breakthrough in innovation will undoubtedly enhance an organization’s capacity to create and promote concepts in mass, to, in the words of Peter Sims ‘put countless “little bets” to augument the possibility concepts that will end bringing about a considerable influence on the organization’s operational plans’ (Mathieu, 2015, pp. 5759).Good leadership promotes creativity which is a social occurrence that not only needs a huge number of people to create but execute also execute ideas. However, creativity also needs that such people are a led by leaders who can interact, and cooperate with them so as to nurture newly created ideas (Tohidi & Jabbari, 2012, pp. 857). Hogan and Coote (2014, pp. 1) describe organizational culture as a means to observing, thinking, understanding, responding common among all healthcare practitioners of a facility, which is mostly profoundly embedded in human minds, and at times it goes undetected. It underscores what is customary, what incorporates, bonds, calms, and thus relegates doubt. It emanates from synchronicity, collaboration and teamwork among the healthcare practitioners. For organizational culture to yield any meaningful results, it is vital for leaders to be resourceful and constantly captivated in innovation activity of a distinct nature, from the revolutionary and breathtaking innovations to marginal modernizations techniques that generate noticeable effects. Healthcare facilities with a desire to innovate have to transform their organizational culture in manner that supports pro-innovative physicians.Various Leaderships Styles in Healthcare

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