Leadership in Health Care Organizations

Running head: LEADERSHIP IN HEALTHCARE ORGANIZATION
LEADERSHIP IN HEALTHCARE ORGANIZATION
Name of the Student
Name of the University
Author Note

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Task 1
Introduction
Leadership is one of the essential aspects in almost all of the industry serving around the world. In the health care institutions, the skills
of the leadership are also recognised as essential across all the disciplines (Bridges and Mitchell 2019). In the health care organization, the role
of the leader is often geared for the improvement of the health care quality that is being delivered by the entire team of the health care
professionals for the maintenance of their performances. The traits and the style of the leadership within the health care profession can
furthermore be evaluated by the effective understanding of the connection and the relationship among the planning and the management, the
change operations and the structure of the organization (Cleeter et al. 2017). This report will critically analyse and review the skills and the traits
of the leadership in the health care organization, NHS England which are the most influential factors towards shaping the culture of the
organization. The report will furthermore explore the ways for the improvement of the leadership of the NHS England.
Discussion
The health care sector throughout the world has been experiencing rapid and significant changes with some of the dramatic changes that
are yet to come. In the era of the evolving and the challenging environment, the health care organization must furthermore ensure some of the
high and the rapid levels of the technical and the professional expertise. The health care organization thus must also develop the capacity of the
leadership that is required for the adaptation and the success in the future. According to the research study by Barr and Dowding (2019) there has

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been 16 key leadership skills and five derailment factors in the health care organization. All of these factors related to the competencies are
essential. Gaining of the clarity regarding the matters most among the sector of the health care that allows the organization for setting the
leadership strategy directs their development and their learning. Some of the key findings from the health care organizations are following (Bass
and Bass 2009). This include the top priority for the development of the leadership in the health cares sector for the improvement of the ability
for leading the employees and the works in team (Lunenburg, 2011). The health care organization furthermore needs to create effective strategies
for the provision of the current and future leaders, the experience of the cross organizational experiences and learning. The health care leaders of
the organizations have essential strengths. Thus, the organizations furthermore needs to ability for adapting the changes to meet the objectives of
the business and adapt the commitment of the leaders who are the powerful assets of the organization.
Analysis of the leadership
The report aimed at the investigation of the challenges in the leadership in the health care organization. Five of the major challenges that
were identified in the health care organizations included the factors related to the work nature, context, the human resources, the structure of the
organization and the leaders. According to the research study by Mullins (2007) contextual factors like the political and the socio-economic
factors have huge effect on the process of the leadership and the outcomes in the hospital. Another major challenges that were found was the
work nature in the health care organization which compromises of multiple specialities with complex and non linear interactions (Scully 2015).
The unique complexity of this system was the final result of the challenges or the issues arsing from multiple areas , multiple goals and
multidisciplinary staffs.

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Identification of the Gaps
According to the research study by Dale (2003) the leaders and the managers in the health care sector are skilled in essential areas like
the adaptation of changes, meeting of the business objectives and being resourceful. They have been reported to be straightforward, comfortable
and skilled with certain individual differences. However, the gap lies on the fact that the health care managers and the leaders fall short in
various crucial areas. These include low rates in the ability of the leaders to lead the employees of the organization. There furthermore is lack of
notable improvement regrading the competency of the leaders (Robson et al. 2016). The health care organization’s leader furthermore got rated
low regarding their performance related to the abilities of the high values like the confrontation of the problem to the employees, building and
maintenance of relationships and the participative management. It is furthermore important for the health care organization’s leader to place
focus on obtaining experience and skills for their future roles and challenges.
According to the findings of the research study of Adair (2002) some of the furthermore leadership challenges include the absence of
self-awareness and the career management. The findings of the research highlighted the need of the interpersonal and the leadership traits among
the managers of the health care organization for the creation of the alignment, direction and the commitment within the organization. The
process of the evaluation of the leadership skills in the health are organization highlighted the need for the involvement of the skills like
coaching of the employees, effective delegation, hiring of the talented people and implementation of the change through the others. The table
below highlights the insight regrading the challenges and the issues in the leadership and suggestions for them.

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Table – Leadership challenges in the health care organization
Source – (Oade 2009)
Theories and Tools
In the context of the organizational culture, structure and model, students of NHS England are expected towards the development of
technical, conceptual skills while they progress through the programs of the pharmacy and treatment of the patient within the organization. The

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individuals working in the organization have to communicate with each other to mutually convey their feelings, wishes and thoughts by their
words, and behaviour which acts as the tool of the indication of their effective communication performances. This section will illustrate on two
of the major theories or tools that are outlined with the NHS England’s culture and structure.
Transactional Analysis – Among the major instructive models and the approaches that are important for the individuals working in NHS
England that highlights the ways and the condition under which behaviours are formed, the transactional analysis is wide spread. Developed and
introduced by Eric Berne, the transactional analysis is essential for the health care professionals and the nurses of NHS England for
understanding and identifying the reactions and the behaviours against the patients (Ludwig and Longenecker 1993). This section will emphasize
the use of the transactional analysis in the context of the communication with the patients.
The structure of the transactional analysis in the chosen organization highlights that people are okay meaning that each and every one in
the NHS England who come as patients are valuable no matter what. Four of the major set of components that are consecutively included in the
transactional analysis are the ego states, the psychological games, the transactions and the life scripts (Backman et al. 2018). As per the structural
analysis, the state of the ego is furthermore divided in personality as per the individuals – parent, adult and child. In the context of the
organizational structure and the culture of the NHS England, the transactional analysis approach within the therapeutic communication process is
effective in facilitating effective communication with the patient and the environment (Boaks and Levine 2015). The analysis furthermore is
effective in the process of the communication and ensures the achievement of the targets in terms of communication and advisor. This process is
suitable in the organization since it helps the health care professionals and the nurses of NHS England to knowing and understanding the

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requirement and the needs of the patient. This process furthermore is beneficial in the time of therapy and the process of the communication
within the patient and the nurse relationship in the eminent health care organization like NHS England.
Thomas C Conflict model – The theory of the model of the conflict by Thomas Schelling in his book, The Strategy of Conflict is the best tool
denoting the perfect accompaniment towards the sequester of the negotiations. The theory or the model by the author projects the strategic role
that plays the communication towards effective bargaining (Conger and Kanungo 1987). In the context of the organizational culture and the
structure of NHS England, this conflict model raises the question regrading the process to make the patient belied regrading their effective
treatment, to believe in themselves which will give them hopes for living long. This model is about how the health are professionals in the
organization convinces to the patient regarding the treatment for their illness (Tannenbaum and Schmidt 1973). This theory or the model
furthermore generalizes the employees or the health care professionals towards their cultural balance and their engagement towards the goal of
serving the patient of the nation effectively and strategically.
Ways to address the gap
Health care organization like NHS England seeking to invest towards their leaders and their leadership traits should summarize the
organizational requirements or the needs, the capability of the system wide leadership and the development of the individual leader (Ennis,
Happell and Reid‐Searl 2015).

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For closing the leadership gap in the identified areas, the organization and the individual leaders of the NHS England should require a solid
understanding of the behaviours and the skills that are needed to be effective in each of the area.
Source: (Perrin, 2010)
The figure above highlights the six factors or the capabilities of the collaborative leadership that helps the organization to develop the leadership
strategy and obtain a competitive advantage.
In the context to address the gap, the six areas that the health care leaders of the NHS England need to emphasize are as follows.

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The participative management – It is the tendency of the strong and the efficient leaders to use participative management for involving others,
building consensus and influencing the decisions (Mintzberg 2009). It is thus recommended for the managers of the organization to value the
participative management for encouraging the other health care professionals for sharing their information, ideas and their perspectives. It is
essential for the leaders of the organization to communicate well. Keep the others informed regrading the involvement of the other changes and
further paying of the attention towards multiple perspectives.
Leading of the employees – The capability leads the employees is one of the most highly variable set of skills that require strong set of self-
awareness and the interpersonal savvy (Lunenburg, 2011). Towards being skilled motivators and the directors, it is important for the executives
and the managers of the organization to effectively lead the employees of the organization and invest in them.
Self-Awareness – To address the gap, it is furthermore essential for the leaders if the organization to have an accurate picture regrading the
strength and the weakness of the employees together with the impact over their nature or the behaviour has over the, It is essential for a self-
aware manager of NHS England to rectify their leadership traits related to the nature or the behaviour and move on with the correction of the
situation.
Finally, it is also essential for the organization to provide the leaders with the opportunity for challenges, the assessment and the support
while they seek for the improvement of these leadership competencies.
Conclusion

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It can thus be concluded that in uncertain times, NHS England cannot afford to pour out the resources towards the development of the
generalized leadership towards the hope of ending up with the right outcomes. This report critically analysed and reviewed the skills and the
traits of the leadership in the health care organization, NHS England explaining transactional analysis and conflict models which are the most
influential factors and tools towards shaping the culture of the organization. The essay highlighted the traits of the leadership as one of the major
factors that shapes the organization. The assignment stated how the collaborative leadership and the factors included in the leadership
capabilities helps in the development of the capabilities and the competitive advantages.
Task 2
Effective leadership in nursing and health professionals is essential for the improvement and strengthening of the quality and the
integration of care. I personally feel that there lies a string relationship among the leadership style in the health care settings and the quality of
care.
I serve as the nurse leader of NHS England and my identified style or the traits of the leadership is the collaborative and the
transformational leadership. Towards the evaluation of the effect of these on those managed in the past, it is to be understood that with the
growing number of the patients and the illness there has been an increasing requirement of the health professionals in the NHS England. Huge
number of nurses and trainers are required for attending the patient. For these actions it is thus required for all the employees to work
collaboratively and follow a specific leader to execute their actions towards proper and effective health care moves. In the context of the

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collaborative leadership traits, these actions might have helped the professional health carers who have managed in the past. This is because, the
lack of the leadership has caused various of organizational conflicts, conflicts and disagreements among the health care professionals and the
employees of the NHS England have led many of the nurses to leave their job. This have caused tremendous issues within the workplace like the
communication challenges among the patients and the nurses, difficult and non-understanding employees of the care units, low employee morale
in NHS England, lack of responsibility and innovative initiate towards effective patient care among the nurses of the organization. Furthermore,
problems and the challenges arising with the management of the peers and the low rate of the motivation are some of the major factors that
might have been resolved if the collaborative and transformation leadership traits would have been followed in the past.
While reflecting upon how my current leadership traits and the style has been affecting the other professionals within my workplace, I
would like to state some of my leadership practises that would be beneficial for the others to deliver safe, quality and compassionate care since it
is one of the primary missions of NHS England. This include engagement of the nurses, the doctors and some of the other care givers of the
organization towards shared ownership for the experience of the patient care with the use of the concrete dialogue and listening of the skills that
are across the roles. Furthermore, creation of the sustainable environment that supports the agility of the learning for adoption of the changes and
collaborative problem solving and the decision making with all the members of the team are some of the essential practises that I suggest. My
leadership traits furthermore include transparency, integrity, accountability with scanning of the environment and seeking of the innovative
solutions. I also help my juniors and the nurses of the organization to generate new and innovative ideas for seizing the opportunities. Overall

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my leadership styles help in redefining a new and innovative leadership strategy towards the face of new structures and the associated models
with the reforms.
Task 3
Personal Development Plan
Plan for personal leadership approach
Development
Objectives
Action Plans Resources Development Activities Feedback on
Leadership Style
Mechanism for
Evaluation of Meeting
the Objectives
To maintain
smooth relationship
among the patients
and the nurses so
that the patients
All the leaders and the
managers who are
associated with the health
care of NHS should place
the quality of care, the
 High rate of work ethics
 Work life balance for the
nurses
 Upgraded technical
equipment’s
 Leading on
critical patient
cases
 Taking part in the
operation theatre
 One to one
session with
peers and upper
level
management
 Monitoring the
health status if
the patient
 Gathering
feedback related

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receive safe,
satisfied and high-
quality care
treatments
satisfaction and the
safety of the patient at
the top of their priority
lists for inquiry,
investments, reporting
and support.
My behaviour as the
leader will transform and
inspire the followers for
performing beyond
expectations and
transcending their self-
interest for the benefit
and the welfare of the
patients.
 New medical equipment’s
 Floor support
 Focused and reliable
attitude
 Empathetic and
understanding feelings
towards the patients and
their home members
 Accommodations of
belief
 Effective communication
and breakage of language
barriers
 Proper training of the
nurses before practical
experience of handling
 Enthusiastic
approach for team
work or activity
related to
campaign for
protection from
AIDS
 Taking notes and
coaching from
leaders and
supervisors in
case of
emergency
 Interview with
the nurses and
the matrons who
have been
serving the
organization for
long
 Reports from
patients and their
house members
 Feedback-form
from on line
managers of
NHS England.
to the
satisfaction level
of the patients
regrading the
quality of care
 Skill mix for
ensuring quality
care and meeting
the patient needs
by the nurses
 Initiatives taken
by the nurses
and the health
care
professionals to
deal with critical

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patients.
To create and
support the
capability of
learning in NHS
England
 Creating culture
that encourages
and values the
professional
practises
 Concreating
tools for the
practical
application and
the sustainable
changes
 Driving
innovation
 Medical college within
the campus
 Training and practical
sessions for the new
joiners
 Effective supervision of
the activities with the
patients in the floor
Certificate programs for the health
care individuals
 Setting of the
direction for the
goals, mission and
the vision
 Enthusiasm
towards building
of the
commitment of
the motivation
and the team work
 Confronting of
the challenges
including the
innovation, the
turbulence and the
 Feedback from
learners and their
parents
 Feedback from
stakeholders and
investors
involved with
NHS England
 Interview with
the nurses and
the matrons who
have been
serving the
organization for
long
Checking of the four P’s –
 Positioning to
make sure the
patient is
comfortable
 Personal needs
that is proper
scheduling of the
trips of the
patient to the
washroom to
avoid skips
 Plan for
description of
their pain

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changes
 Supporting new
ideas and
directions as
suggested by the
others
 Leading and
managing both
the educational
unit and the
effective nursing
unit and working
in teams
 Feedback-form
from on line
managers of
NHS England.
 Placements for
making sure that
patients’ items
are within their
range or reach.

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