Reports on health leader at ABC hospital

Introduction
I worked as a health leader as the health leader at ABC hospital. The hospital faced the challenge
of long waiting time particularly in the accident and emergency (A&E) unit. The functioning and
performance of a healthcare facility can be realised by the waiting time in the A&E departments
of the facility. Therefore, it was essential that I, as leader of the facility must demonstrate
suitable leadership skills to handle this issue and reduce the patient waiting time. This report is a
reflection of the strategies that I utilised to effect the planned change of reducing the waiting
time. It will also discuss the management of resistance to this change. Then, I will discuss of I
facilitated the planned change with ethical consideration.
Discussion
I have found that numerous surveys have indicated that the facilities which fail to handle the
waiting time issue can lower their patient numbers (Ansell, Crispo, Simard, & Bjerre, 2017).
In addition, ABC can also lose its patients base when patients avoid the hospital after being
aware regarding long waiting time via sources online reviews, friends, etc. So, I decided that I
should plan the change of reducing the waiting time in the A&E department or it will impact the
patient retention, experience and satisfaction in the ABC hospital. The long waiting time of
patients is impacted by the alterations in activities and load on other services like the ambulance
service, primary care, pharmacy, etc. I specifically focused on a vital barrier that the situation
must favour the planned in ABC, if the change is desired to be implemented successfully and
sustained subsequently.

I determined and developed a well-rounded objective and vision of the change that I wanted to
implement in the hospital. According to the McKinsey 7-S model, the shared goal must relate
with the workforce and the vision of the ABC organisation of service provision and to improve
patient’s quality of life. I considered the amount of impact of change on stakeholders. The given
change led to positive impact on the stakeholders (that is patient, healthcare workers and hospital
administrators) so the change was brought. I identified all the stakeholders and their need for the
change. To identify the need for the change, I performed certain activities such as survey and
questionnaires. Then I outlined specific goals relevant to the given change which will
subsequently aid the process of implementing change within ABC organization. I involved all
the staff as well external stakeholders of the ABC in all the stages of the process of
implementing the change so that the set goals can be accomplished.
Specifically, I utilised transformational leadership to implement the planned change of reducing
patient waiting time in the A&E department. As per the transformational leadership, I aimed to
bring in this change by involving in a way in which I and the staff improve each other to advance
further by making use of the approaches of motivation and integrity (Dong, Bartol, Zhang, &
Li, 2016). I motivated the employees by keeping aside my own self-interests, understanding my
staff and aligning the personal goals of the employees with the vision of the ABC. I made efforts
to transform the ABC workforce while implementing this change to accomplish the objective of
lowering patient waiting time in the A&E department. As a transformational leaders, I made use
of the proficiencies and traits of confidence, visionary, self-awareness to halt the conventional
professional norms to build a multidisciplinary team for care delivery to the causalities due to
accidents or other emergencies in a quick and effective manner (Banks, Davis, McCauley,
L.Gardner, & E.Guler, 2016). I practiced a work environment in which fresh and innovative

ideas are acknowledged to tackle the issue. My leadership included integrating, reviewing and
other activities which allowed the dissemination of power to build interpersonal skills. I
considered other people’s input during the processes of planning and delivering the services. I
nurtured a challenging and stimulating culture so that innovative ideas are explored to bring the
planned change efficiently. I worked towards developing trust between me and the employees to
encourage enablement. By adopting these transformational conducts, I received aid in enabling
the hospital employees in promoting empowerment and accountability to tackle the challenges
and put an end to the problem of long waiting time. I not only focused on the behaviour
modification of the staff while executing this change but also on significant alterations in the
norms of the practice at the ABC facility. Transformational leadership further demanded the
attributes of integrity and honesty to reinforce the fundamental values of moral and ethics
(Hoch, Bommer, Dulebohn, & Wu, 2018). I practiced openness and honesty while
communicating. I was open to feedback and ensured that I communicate my ideas with clarity
and in detail. I aimed to remain prepare by predicting the potential outcomes of the implemented
ideas to bring the planned change (Al-Haddad & Kotnour, 2015).
Organisational behaviour exhibits adverse effect of change largely because of the resistance it
gets. All kinds of changes are usually resisted by the people as it risks the security of familiarity.
So, humans are frequently unable to give proper reaction to changes at their workplace. One of
the most common forms of resistance is denial. Sometimes, the employees find challenging to
consent to a change because it is thrown at them by the leaders. A successful change
management needs effective planning to bring in the change and a comprehensive evaluation of
the change impact. I ensured that at the time of planning for change, I formulated certain
strategies to prevent or minimise the resistance to change in ABC. Resistance for this change