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Leadership Analysis of Louise Houson: A Case Study in NHS Management

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Added on 2024/06/28

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This report examines the leadership of Louise Houson, a prominent figure in the NHS, analyzing her roles and responsibilities in managing a hospital in England. It explores various leadership theories, including transformational, transactional, action-based, and situational leadership, and how Houson applies them in her practice. The report also delves into the arguments surrounding system leadership and chaos theory, comparing and contrasting Houson's role as a leader and manager. Through a detailed analysis of her leadership style and its impact on the NHS, this report provides valuable insights into effective leadership in the healthcare sector.

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MANAGEMENT OPERATIONS

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INTRODUCTION
The report will discuss the leadership of NHS leader Louise Houson. This report aims at
explaining the roles and responsibilities of the leader to perform operational activities in the
management of NHS hospital in England. Louise Houson is one of dedicated women leader in
the healthcare industry(Boyd et al.,2016).She is been posted on the position of Managing
Director after the experience of 19 years which is a now challenging post.She is involved in the
last year launch of government industrial strategy launch. Louise works on NHS early
intervention long term conditions test bed, under which it introduces digital methods to
manage patients while taking the risk of hospital admission. Recently, the collaboration of MSD
with NHS results as the best healthcare partnership award.
Figure 1: Louise Houson
Source:(Boyd et al.,2016)

MAIN BODY
THE CANDIDATE AS A LEADER
Louise Houson as a leader has the responsibility to improve patient lives by organizing
leadership schemes to create the right environment & capabilities and to ensure that this will
achieve the mission and vision of the NHS. Her role as a leader is to ensure that every patient at
NHS hospital is getting the right medicine at the right time (Evans, 2018). As National Health
Service is facing increased demands, Louise has the responsibility to treat patients as an
important asset. As a leader, she makes sure that the leadershipteam follows the right strategic
direction and makes the most use of the data for patient care (IliopouloS et al.,2018).
INTRODUCTION
Leadership refers to setting the proper direction or vision that must be followed by the
organization. A leader is a head for directing and controlling the resources or people within the
organization (Evans, 2018). The below section will show various types of leadership along with
its approaches.
TRANSFORMATION LEADERSHIP
Under Transformation leadership, a leader works in a team. This theory of Leadership is used to
identify the required changes, provides a vision and implements a change within the group of
members. Leaders are self-motivatedhere and also convince other people to work according to
them so as to achieve the desired organizational goals effectively (Hawkins, 2017). Being a role
model, a leader inspires a large number of people under him in order to enhance their
performance. The approach of transformational leadership is applied when both the leader and
the followers moralized and motivate each other to bring advancement (Hawkins, 2017).
Louise Houson follows the transformation leadership to make her employees ready to adapt to
this changing business environment. She adopts the transformation leadership to make
effective patient care where NHS manages around 1.3 million workforces.

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TRANSACTIONAL LEADERSHIP
The theory of Transactional Leadership follows the process of ‘give & take’ to achieve short
term goals. According to this leadership,the followers are rewarded for performing the actions
in accordance with the leader. The aim of this leadership is to maintain relations with its
employees and motivate them in order to achieve the objectives. At the same time, the
followers are also get punished for their deviations (Rosenbach, 2018). This shows the
transactional relationship between them. In general, the leaders here want an effective
performance from their followers in exchange for rewards (Rosenbach, 2018).
Louise Houson applies this leadership approachup to some extent to bring mutual satisfaction
between leaders and followers. Through this, she examines different causes and acts as a
caretaker by giving rewards to the followers(Rosenbach, 2018).
ACTION-BASED LEADERSHIP
Action-based is one of the challenging leadership used to implement actions. This approach is
built by using three areas of accomplishing the task, creating a team and empowers the
individuals. When all of these areas are balanced properly then this will be the success for a
leader (Edmonstone, 2017). The leadership will look to individuals at each stage of action-based
leadership.Simply, Action-based Leadership has a major focus on the activities of a leader
rather than other activities of the group (Edmonstone, 2017).
Louise Houson prepares the Action-based Leadership every year, it is the product of analysis.
She has also merge NHS with MSD, UK, and results to be the best national health care
partnership. She has also worked with collaboration with several connections & investors to
drive the performance of the team. Due to the support of various professional bodies, NHS is
still in the competitive market with a powerful team (Callaghan et al.,2016).

SITUATIONAL LEADERSHIP
Situational Leadership is the Leadership where leaders adjust themselves according to the
environment and the followers so as to fit in the style of followers (Lynch et al.,2018). This
leadership theory is referred to as the life cycle theory.In general, it is the leadership that is
based on the current situation as per the capability of the followers and includes certain traits
of flexibility, directing, coaching, delegating and clear vision that helps in deciding the effective
style of leadership (Lynch et al.,2018).
Louise Houson as a situation leader faces the risk factor in the business environment and knows
how to tackle them with the situations. She needs to have the specific talent to deal with the
specific situation in NHS.
ARGUMENTS ON SYSTEM LEADERSHIP AND CHAOS THEORY OF
LEADERSHIP
System theory and chaos theory of leadership represents the need for leadership. Chaos
introduces this theory in concern with the guiding visions, beliefs, communication, and values.
It also plays a vital role in decision making by showing the example of high-functioning teams
(Grossman and Valiga, 2016). The chaos theory of leadership is a framework of research in the
areas of business planning and physiology that have an impact on nursing and health care.
System leadership theory provides the tools to the leaders in order to predict the team’s
behavior.This theory is responsible to recognize the leader’s determination and their
relationship with the environment and other elements. It is a framework for creating new ideas
along with reducing the complexity (Crowell, 2015). As it depends on continuous effective
communication, it is limited to the capabilities of individuals.
The arguments have made it clear that the chaos theory of leadership is effective &better than
the system theory of leadership (Crowell, 2015).

COMPARE AND CONTRAST OF HIS/HER ROLE AS A LEADER AND
MANAGER
Louise Houson has played the role of a Manager as well as the leader in the National Health
Service in England. The functionalities of Manager and Leader are interdependent. Although the
roles of both the post are different but in some way management skills require the part of
leadership skills(Gopee and Galloway, 2017). Louise Houson as a leader has the people who
follow her and Louise Houson as a manager has the people who work for her (Courtney et
al.,2015).
FOR INSTANCE: A Manager at NHS should have the managerial skills of knowledge and
understanding; he must know his clinical duties. They are said to be a ‘positional leader’ whose
focus is on daily activities of NHS. A Leader at NHS is responsible to lead a team effectively by
his leadership skills to improve the healthy living of patients which ultimately leads to a better
experience, patient care and positive results (Shanks, 2016).

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CONCLUSION
In the assignment of ‘Management Operations ‘an explanation of the various roles &
responsibilities of the NHS leader ‘Louise Houson’ has been done with respect to the day to day
activities of the organization. The discussion is done on the different kinds of leadership that
support the success of NHS. The theories of system leadership & chaos leadership have also
been discussed. Louise Houson was recently appreciated and rewarded for the best healthcare
partnershipservice and her contribution to NHS. She has the work experience of 19 years
before posting to the “Managing Director”. The report made it clear that NHS Is known for its
healthiest and fairest service.

REFERENCES
Boyd, A., Nelson, A. and Shawhan, K., 2016. Evaluation of the NHS Leadership Academy
Intersect systems leadership programme: Post-programme Evaluation Report.
Callaghan, T., Groves, K., Hargest, L. and Middlemiss, C., 2016. The NHS Wales Skills and Career
Framework for Healthcare Support Workers. British Journal of Healthcare Assistants, 10(2),
pp.88-94.
Courtney, M., Nash, R., Thornton, R. and Potgieter, E., 2015. Leading and managing in nursing
practice: Concepts, processes and challenges. Leadership & nursing—Contemporary
perspectives, pp.1-20.
Crowell, D.M., 2015. Complexity Leadership: Nursing's Role in Health-Care Delivery. FA Davis.
Edmonstone, J., 2017. Action learning in healthcare: a practical handbook. CRC Press. Evans, N.,
2018. Have your say on building the NHS workforce. Nursing Management (2014+), 24(9), p.8.
Gopee, N. and Galloway, J., 2017. Leadership and management in healthcare. Sage.
Grossman, S. and Valiga, T.M., 2016. The new leadership challenge: Creating the future of
nursing. FA Davis.
Hawkins, P., 2017. Leadership team coaching: Developing collective transformational
leadership. Kogan Page Publishers.
Iliopoulos, E., Morrissey, N., Baryeh, K. and Polyzois, I., 2018. Correlation between workplace
learning and job satisfaction of NHS healthcare professionals. British Journal of Healthcare
Management, 24(5), pp.226-233.
Lynch, B.M., McCance, T., McCormack, B. and Brown, D., 2018. The development of the
Person‐Centred Situational Leadership Framework: Revealing the being of person‐centredness
in nursing homes. Journal of clinical nursing, 27(1-2), pp.427-440.

Rosenbach, W.E., 2018. Contemporary issues in leadership. Routledge.
Shanks, N.H. ed., 2016. Introduction to health care management. Jones & Bartlett Publishers.

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Leadership Analysis of Louise Houson: A Case Study in NHS Management

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