Leadership in Healthcare

In every healthcare setting, leadership is practiced at all the levels, and it commonly includes governance, management and care in hospitals. Majority part of the study represents that effectiveness of the leadership leads to individual’ satisfaction and it leads to development of the trust within management, involving obligation, separate and team efficiency. It also affects the culture and environment of the organisations, and eventually specific and team performance.

Running Head: LEADERSHIP IN HEALTHCARE
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Leadership in healthcare
essay
student
5/8/2019

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Leadership
In every healthcare setting, leadership is practiced at all the levels, and it commonly
includes governance, management and care in hospitals. Majority part of the study represents
that effectiveness of the leadership leads to individual’ satisfaction and it leads to development of
the trust within management, involving obligation, separate and team efficiency. It also affects
the culture and environment of the organisations, and eventually specific and team performance
(Bell et al. 2004; Burke et al.2006; DeGroot, Kiker & Cross 2000; Dirks & Ferrin 2002; Gerstner
& Day 1997; Kouzes & Posner 2007). Additional aspects such as financial stability, political
plans, history of organisations and businesses, and individual dissimilarities might also influence
these results; however, it has been analysed that the aspect of leadership is vital that enables
people to attain the stated goals and objectives (Avolio, Wlaumba & Weber 2009; Kouzes &
Posner 2007).
Particularly in context to the healthcare, the significance of leadership is established by
using the results of a study carried out in 1300 hospitals from US and Europe, which identified
that hospitals that are managed with medically experienced and qualified frontrunners, provided
advanced standard of care to their patients (Dorgan et al. 2010). Additional research findings in
favour of leadership importance originates from the surveys on the health employees conducted
in United Kingdom, and the outcomes exposed that the advanced the superiority of leadership of
the senior directors (as graded by employees), the advanced the establishment rates in the
performance of health care and the reduced patient’s objections (CQC 2011).
To enhance the retention rates of nurse and diminishing the turnover of the nursing staff
leadership is essential. Nurse Leaders can decrease exhaustion and the increased nonappearance

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amongst the nurses by ensuring satisfactory the levels of staffing and assigning suitable proper
tasks to them (Duffield et al., 2008). Increased workplace satisfaction can be achieved by
demonstrating proficient conflict resolution abilities, by providing rewards, present displaying
vision, and motivating nurses (Duffield et al., 2008; Eddy et al., 2009; Frandsen, 2009).
Clinical staff needs to become better leader, for effective management. The aspect of
clinical leadership refers to allowing clinicians to involve in the decision-making process and
positively influencing the co-workers by endorsing invention and alteration and outcome focused
practice. To resolve the misunderstanding that the clinical leadership is about assigning health
professionals in the formal management positions, embedding the development of leadership can
be beneficial and it would help in promoting leadership development to support progression in
service providing. Selecting inexperienced clinicians in management is the main issue, involves
the health experts in leadership and administration improvement vital to reduce costs (nearly
80%), to reduce the issues within health care caused due to ineffective leadership, increased
finances and scarce assets.

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References
Health Workforce Australia (2012). Leadership for the Sustainability of the Health System: Part 1-A
Literature Review. Health Workforce Australia. Adelaide, Australia. Retrieved from
http://www.hwa.gov.au/sites/uploads/leadership-for-sustainability-of-health-sector-
literaturereview-012012.pdf
Nelsey, L., & Brownie, S. (2012). Effective leadership, teamwork and mentoring – Essential elements in
promoting generational cohesion in the nursing workforce and retaining nurses. Collegian 19(4),
197-202.