Effective Leadership Strategies for Healthcare

This assignment provides a comprehensive review of effective leadership strategies in the healthcare industry. It explores the importance of leadership in ensuring patient safety and improving quality of care. The assignment discusses various leadership approaches, including transformational and transactional leadership, and their impact on innovative behavior and motivation. It also highlights the need for effective change management in healthcare organizations. The resources provided include literature reviews, case studies, and strategic plans from reputable sources such as NHS trusts and academic journals.

Leadership & Strategy

Contents
Section A:...............................................................................................................................................3
Leadership approach as followed by Tracey Burns:...........................................................................3
The other way for providing leadership in King Edgar Hospitals NHS Trust:......................................5
Section B...............................................................................................................................................7
Conclusion...........................................................................................................................................13
References:..........................................................................................................................................14

Section A:
Leadership approach as followed by Tracey Burns:
As stated by Kunzle et al., (2010), leadership is one of the chief elements in order to run the
organization in a safe way and control as well as regulate the operation procedures of the
organization (Künzle et al., 2010). Though the role of every individuals within the
organization is significant, the leaders plays a huge role in motivating the employees of the
organization and takes strategically improved decisions for the organizations which is very
important for the organizational success (Menaker, 2009).
From the “Leading Organizational Change” case study, it can be known that in the year 2002
in month of April, due to the pressures from the government, there are three hospitals which
merged to form a new hospital in the name of King Edgar Hospitals NHS Trust. But after the
first year itself, there were a lot of media coverage for the hospital as there were huge number
of problems that were required to be solved and also the deficit amounted to £ 30 million.
Some of the most common problems that were faced by the organization include waiting
patients increase in number in accident and emergency ward, blockage in the ward of medical
admissions, high rate of admissions in the hospital as compared to the beds, wrong placement
of patients in the wards, poor social service relations, and late discharges and so on. Thus, all
these problems have accounted towards gaining one star review by King Edgar Hospitals
NHS Trust and they were badly in requirement of improving the condition of the
organization. The organizational problems occur when there is no effective leadership in the
organization and with the help of leadership, the productivity of the organization can be
increased (Kompaso et al., 2010).
Due to all these reasons, Andrew Rodgers, who was then the Chief Executive of King Edgar
Hospitals NHS Trust, asked Tracey Burns lead the organization who was the Executive
Director of Nursing at that time. Tracey Burns, as she was familiar with the organization and
has viewed the problems of the hospital from close perspectives welcome the opportunity and
took charge to lead the organization. First of all she tried to move the system as she saw
patients in the A&E department who had to wait for getting a bed for more than 12 long
hours and moreover they also didn’t had anything to eat or drink. Additionally, the medical
professionals dominated the environment of the hospitals and the nurses had very little
chances to speak as they had little power in King Edgar Hospitals NHS Trust and thus with

the help of empowering the nurse, she had planned to retain the old nurses and also recruit
more nurses in the hospital in order to solve the staff shortage problem. With the help of
recruiting additional nurses, she wanted to relieve the come up with a plan to reduce the
waiting time of the patients. Recruitment of additional staffs in an organization that is going
through difficulty in organization can be helpful for solving the problem (Fink, 2010).
Furthermore, the discharging of a patient took more time and as the specialists stayed busy all
the time in the hospital environment and Burns thought well way out for leading the
discharge the patient with the help of nurses could help and she thought this can help in more
empowerment of nurses as well as lead to quick patient discharge.
In the year 2003, in the month of April, the Chief Executive of the organization launched a
series of main objective for performance and this was done in the name of “Golden Bullet”.
The first thing that was required according to Rodgers was a huge amount of investment and
then as per the meeting done by Burns with Rodgers, it was fixed that nurse led discharges
will help the organization to cut short the time of patients waiting and also reduce the time of
discharge as well. This will help the organization to manage the beds as well in an effective
manner as has been stated by Burns. Thus, with this idea in mind, Burns organized a
workshop for the purpose of improvement of the discharge procedure and she had invited all
the matrons form all the wards and among them 20 out of 22 matrons took part in the
workshop. She had also encouraged the matrons with the help of assuring them that there will
be reduced duties that matrons will have to perform since the month of July. In the workshop,
Burns has also stated that the biggest hospital under the Trust, that is Clover has three times
the volume of King Edgar Hospitals NHS Trust and still they are able to manage their
operations of day to day functions and also have less wait time for the patients. Thus with the
help of these motivational speech, Burns has tried to increase the level of motivation among
the matrons which will help them to solve the problem. Motivation can work as a significant
factor for getting the job done by the employee with the help of effective leadership (Low,
2018).
But in the month of October in 2003 due to the constant problems related to the bed, the
nurse led discharges didn’t click as a good idea and also, the midwives that were appointed in
the order for discharge were not experienced enough and for that reason, this plan failed.
Nikki Thorton was a part of this nurse led discharge project and was also a matron who was
appointed by Sue Green, one of the assistant director of nursing. Nikki Thorton conducted
three training sessions with the matrons and also handed out a policy copy for each

physicians mentioning the criteria fir discharge and told them to communicate if any query is
there related to discharge, but was surprised to find that no one communicated and the
physicians went against this new policy of NLD. There were resistance from a group of
physicians in the organization for this policy and it was viewed that only the physicians who
were handling the surgery patients opposed this policy. Resistance is a significant thing to be
considered and controlled in an organization for the purpose of improvement of the
productivity of the organization (Anderson et al., 2010).
Thus, altogether at the end of August, 2004, the whole policy for leading change in King
Edgar Hospitals NHS Trust failed and this also took away the one star rating of the hospital
and the leadership of Tracey Burns failed horribly.
From the above case analysis, we can said that Tracey burns implemented a participative
style of leadership where all the employees participation was necessary but this has caused in
slowing down the procedure of decision making as well as gave rise to conflict among the
nurses and the physicians. When the Nurse Led Discharge was followed in the hospital, it
was opposed by the physicians as they didn’t support the policy and for that reason,
participative leadership didn’t act well for the organization as it gave rise to conflict.
Moreover, when the idea of the employees is not accepted under this leadership process, they
might get distracted and this might hurt their morale which might decrease their level of
productivity. This happened in case of Nikki Thorton as her ideas for empowering the nurses
or matrons were not accepted by the physicians and this has hurt her morale as well.
Additionally, with the help of the participative leadership Tracey Burns wanted to empower
the nurses and thus the physicians felt that power from their hands might shift to the nurses,
which has caused the problems and thus a strong opposition was faced by Tracey burns for
the implementation of participative leadership in the organization. Thus the amount of time
taken for discharge of the patients gradually increased than that of before and the whole
policy implementation failed horribly with the organization receiving zero stars as was
warned by Royal College of Nursing. For this reason, implementation of right leadership
policy is necessary in an organization so that all the procedures of the organization can be
controlled (Goetsch et al., 2014).
The other way for providing leadership in King Edgar Hospitals NHS Trust:
From the case study analysis, it has been found that the leadership of Tracey Burns has failed
miserably by following a participative leadership style but if I was appointed for taking the

lead in King Edgar Hospitals NHS Trust I would have handled the situation in other way
round. For the purpose of handling the pressure situations that King Edgar Hospitals NHS
Trust was passing through, a transactional leadership style was required to be implemented. It
was required to implement disciplinary power in order to control the employee actions of the
hospital. It was seen when the nurse led discharge policy was implemented by the
organization, the physicians restricted this policy and didn’t follow the same; at that time the
transactional leadership policies could’ve helped King Edgar Hospitals NHS Trust in making
the physicians follow the same.
Also, according to the transactional leadership incentives are provided to the staffs and
employees based on their performance with the organization (Pieterse et al., 2010). This
could have helped the organization to provide incentive to their employees and motivate them
in order to perform better. Monetary incentive is a good scheme to get the employees works
for the organization in an effective way and to attract the staffs towards performing in the
organization (Stringer et al., 2011). The employee motivation of King Edgar Hospitals NHS
Trust was required to be improved as the employee morale especially the nurses were down
and thus working in place of Tracey Burns, I would have implemented transactional
leadership. This could have helped the employees to stay motivated and do their work in an
effective manner for the purpose of getting incentive.
The strategy implementation in King Edgar Hospitals NHS Trust was significant but it was
more significant to ensure the fast pace of the work flow. The work flow in King Edgar
Hospitals NHS Trust was very slow and it was the result of late discharges of patients,
patients waiting in accident and emergency wards, wrong placement of patients and so on.
Thus, it was significant to bring pace in the way of operations in King Edgar Hospitals NHS
Trust, but this was not possible with the help of participative leadership which Tracey Burns
had implemented as it takes a lot of time for decision making process under participative
leadership. Under the transactional leadership, the decisions related to the work process of the
organization are undertaken by the leaders and thus it takes place in a quick manner (Tomey,
2009). Thus, with the help of transactional leadership implementation, the discharge process
could have been paced and this would have helped in improving the operations of the
organization with people gaining trust upon the organization.
Training is also a significant aspect for the nurses as with the help of the training process,
they perform the work in the organization. But, in King Edgar Hospitals NHS Trust, a few

employees were found, especially the matrons were untrained and also inexperienced and
thus confusion has arisen when they were being provided with the duty of Nurse Led
Discharge. Nurse led discharge can help in reducing the healthcare time in operational
procedures when the nurses are provided with effective training (Morales-Asencio et al.,
2008). For that reason, the physicians didn’t agree to the policy that was led down by the
authority which could’ve risked the life of their patients. Thus, training the matrons and a few
other nurses were important for the purpose of making them perform better. Training were
required to be provided based upon the topic of how the nurse led discharges takes place in
the organization before this particular policy was implemented and this would have led to
minimizing the protest from that of the physicians. If I would have worked in place of Tracey
Burns, at first I would have trained the nurses and matrons before implementation of this
policy.
Lastly, it can be said that more hiring was required from the part of the hospital, King Edgar
Hospitals NHS Trust as the staffs remained busy in managing the patients, while the other
patients get neglected in their treatment and thus it increased in the amount of time that the
patient really need to stay at the hospital and the actual time he stayed at King Edgar
Hospitals NHS Trust. Thus, hiring more physicians and nurses in their related department
like accident and emergency could have paced the actions taken upon the patients and would
have also helped to solve the problems of the healthcare.
Thus, if I were in place of Tracey Burns, I would have implemented transactional leadership,
where the decisions could have been taken only by me and this would have paced the actions
of King Edgar Hospitals NHS Trust. Moreover, I would have hired more employees in order
to make the operations at a fast pace and provide effective training for Nurse Led Discharge
so that the burses could have carried out the discharge process reducing the time of the entire
work process and difficulty.
Section B
About King Edgar Hospital NHS Trust
King’s Edgar Hospital NHS Foundation Trust operates as an acute care facility in Denmark
Hill Camberwell in the London Borough of Lambeth. It offers care services to an inner city
population of 700000 in the London borough of Lambeth and Southwark (Gov.uk, 2018). It

also serves as a tertiary referral centre in certain specialities to millions of people in the
Southern England.
Vision and Values of King Edgar Hospitals NHS Trust
The hospital operates with the vision of becoming a fundamentally new kind of hospital and a
health system that is built around the specific needs of the patients and facilitating the
patients at the local, national and international level with the highest quality of care
(Kch.nhs.uk, 2018). The hospital operates with the vision of facilitating its patients with
compassionate and innovative treatment facilities that is underpinned by close working
between the clinical care and academic research.
The hospital has defined five values that can be considered to be the core of its organizational
culture and it guides the day to day mission of the hospital in offering compassionate care to
all they treat. The five values include understanding the patients, inspiring confidence in the
care they provide, working together, always aiming higher and making a difference in the
community (Kch.nhs.uk, 2018).
Strategy Storyline and Main Strategic Responses of King Edgar Hospitals NHS Trust
Transformation and Integration of PRUH
The health and system and the local health economies is facing a tremendous challenge for
transforming the care models in order to meet the specific needs of the ailing and ageing
population while improving the quality of care under extreme financial stress (Chassin &
Loeb, 2011). In the recent times, the hospital is observed to be at a strong position towards
responding to the above challenges; however it faces wide range of focused pressures in its
performance. The root cause of the pressures include the well known challenges of
integrating and transforming the performance of the recent acquisition of the Princess Royal
University Hospital (PRUH) together with the rapid increase in the emergency inpatient
activity (Gov.uk, 2018)y. This is leading to rise in unsustainable high level of bed utilization
and is making a significant impact the operations of the hospital and its financial
performance. The key aim of the strategy of the hospital is restoring its traditional high levels
of performance especially in context to achieving its emergency department and referral to
treatment wait target.

The King’s hospital by acquiring the PRUH assets and services has initiated its own internal
transformation for addressing the long and short terms pressures and this has also led to a
fundamental transformation and improvement in the quality of care and sustainability of the
services for the people in South East London (Netscc.ac.uk, 2018).
Leading Local Service Transformation with LHE Partners
King’s hospital has integrated with PRUH has proved to be beneficial for the local population
to have an access to higher quality care services and this in turn also proved to be beneficial
for the King’s hospital to efficiently address the issues in context to capacity (Scott, 2009). It
also led to the improvements in the efficiency and effectiveness of the delivery of the care
services. The hospital in order to identify the opportunities to innovative practice and
transform the service models and concentrate on specific elements of secondary care for
improving the access to and quality of care for the local populations have initiated the process
of strategic review of its service portfolio (Dahlgaard et al., 2011).
Leading Integration of Care in Local Communities
Effective management of local acute demand and capacity can be looked upon to be a
strategy priority of the King’s hospital. So, the hospital is planning to expand its capacity at
the Denmark Hill to efficiently meet the increasing demand of care services and achieve
balanced levels of bed occupancy. However, it is also the fact that growing capacity on its
own would not assist the hospital in delivering a sustainable solution for the local health
economy (Elg et al., 2012). So, taking into consideration the above aspects, the King’s
hospital has emphasized on identifying a number of initiatives in the short term for improving
the discharge process and reduce unnecessary bed occupancy by the patients who can be
cared for at their own homes or in the community. However, the success of the strategy
would depend on the string collaboration an support from the local stakeholders.
Financial Sustainability
For smoothly undertaking the developed strategies, the funding might pose a major
constraint. Moreover, majority of the strategies and initiatives of the King’s hospital are
transformative in nature that would demand time and financial investments before the
strategies become capable of delivering sustainable goals (Porter, 2009). Moreover, effective
funding can also be considered as an important aspect that is required for the long term
sustainability of the health economy policies.

Macro-Environmental Analysis for King Edgar Hospitals NHS Trust
The analysis of the strategies adopted by the King’s hospital clearly revealed the fact that the
hospital operates in a dynamic and complex business environment. Moreover, the strategies
and initiatives that have been adopted by the hospital are transformative in nature that
demands the hospital to adopt and implement significant changes within the hospital. Thus,
for successful implementation of change and implementation of strategies, it is important for
the hospital to efficiently analyze its external environment to gain an understanding of the
factors that can have a significant negative or positive impact on strategy implementation and
also on its performance and operations (David, 2011).
The PESTLE framework has been used for conducting the macro environmental audit of the
King Edgar Hospitals NHS Trust.
Political Factors
The government in UK is characterized with a new coalition Government and it is committed
towards cutting the public spending. Thus, as a result large scale projects are being
renegotiated for reducing the cost and hence scope. Moreover, the government is also
supporting increase in the number of care providers leading to increased competition
(Westhertshospitals.nhs.uk, 2018). The government has also established new national targets
in context to access to health care services, information transparency, choice and competition
that poses significant challenge to the trust to refocus their strategies to provide good quality
care services.
Economic Factors
The economy in UK can be considered to be one of low growth and so there exist less
appetite for large Government IT contracts. However, IT can be looked upon as an important
means of producing efficiency savings. Moreover, this can be stressed by the imminent
information strategy from the department of health in UK. Thus, as a result the trusts in UK
are already struggling in controlling their costs. Moreover, the total health IT spend in
England reached £3 billion in 2016 that can be said to be an increase of 12% when compared
to figures of 2010 (Sth.nhs.uk, 2018). Many trusts in UK are characterized with ageing legacy
systems and these would need to be replaced at some point of time. So, that would create
huge demand for the modern systems thereby increasing the need for government findings.
The economic conditions are also posing increased challenges for the NHS trusts to

undertake organizational restructuring and delivering an ambitious cost improvement
programme together with redesigning the use of their existing resources and driving greater
efficiency.
Social Factors
UK is characterized with ageing population together with increase in long term conditions
like diabetes, obesity and overlap with the social care i.e. the Alzheimer’s disease. So, this
creates an overwhelming desire for providing integrated care. So, this can be referred to as
the integration of care delivery that involves the co-ordination of care, home and self care,
efficient scheduling of care (Whh.nhs.uk, 2018). This creates the need for solving genuine
healthcare business problems like integration of services across the organizational boundaries
together with including the social care. In addition, the situation would also demand
combining the financial, administrative and clinical information across the organizations.
Technological Factors
Portals can be considered to be an easy and rapid solution without the need for large data
repositories and it can also prove to be beneficial in facilitating the patients with ease of
access for the patients and clinicians. There also exist a universal desire for developing a
much better Business Intelligence that surely would require a data repository of some kind for
allowing analysis and manipulation of data. Business Intelligence is also needed at the patient
level for optimizing the medication process of the patients. It is also needed at the group level
for stratification of the risks. It is also needed at the organizational level for streamlining the
processes and comparing the performance and productivity of the individual clinicians. It is
also needed at the hospital level for providing information for the clinician revalidation.
Thus, it can be said that Business Intelligence would emerge as an important higher margin
value adding proposition. Moreover, other advancements like assistive living technologies,
telemedicine, health and genomics have also started moving from the pilot to mainstream. In
addition, the patients have greater access to internet, email and mobile telecommunication
thereby driving the patient to have access to the care service in different ways.
Legal Factors
The department of health directives carry the weight of the statute and the clinical safety
directives and medical device legislation tends to make a significant impact on the operation
of the trusts and also leads to the development of the opportunity to sell consultancy. The

healthcare regulators like the Monitor and the Care Quality Commission demand more
information to the license providers (Sussexcommunity.nhs.uk, 2018). The trusts are also
guided by the legislations like the Code of practice for infection control, Mental Capacity Act
2005 and the Equality Act 2010.
Environmental Factors
UK has adopted the Green IT agenda and it includes the political imperatives where some can
be achieved only electronically and others might be extremely difficult to do without
electronic systems. The document management i.e. ePF would save paper and space (Hill et
al., 2014). It has also been observed that the IT departments in hospitals are of low status and
variable quality. Health Information System has been developed, however experience the
similar problems.
Thus, the macro environmental audit revealed the fact that the external influences would act
as a driving force in the coming years in the journey of the trust towards achieving its vision
of becoming a fundamentally new kind of hospital and a health system that is built around the
specific needs of the patients and facilitating the patients at the local, national and
international level with the highest quality of care van (Wijngaarden et al., 2012). So, it
would be important on the part of the trust to evaluate the above factors and review them
regularly towards ensuring that the direction of travel of the trust is in alignment with and
consistent with the Department of Health policies and local CCG drivers.
Micro-Environmental Analysis for King Edgar Hospitals NHS Trust
In addition to the external informing factors, it would also be important to evaluate and
analyse the micro environmental factors to remain consistent with the Department of Health
policies and local CCG drivers and successfully achieve its vision and implement its
strategies and initiatives and adopt the desired changes.
The micro-environmental audit has been conducted with the help of SWOT analysis.
Strengths
The trust is characterized with high quality facilities, systems and staffs that would assist it in
ensuring excellent clinical standards (Gov.uk, 2018). The trust aim at producing new research
and innovative procedures that has capacity to meet the changing care needs of the
contemporary society.

Weaknesses
The trust faces the major challenge to achieve its performance targets and develop itself into
a new hospital after facing severe obligations in context to poor service quality. The trust also
faces problem in context to high bed occupancy and overstretched systems of patient
discharge (Kch.nhs.uk, 2018). On the other hand, it would also face challenge from the tight
labour market to equip itself with the right talent.
Opportunities
The trust possesses the opportunity of enlarging itself into a multi-site organization and
operates in close collaboration with its local partners that are fully engaged in integrated care
(Kch.nhs.uk, 2018) . There also exist opportunities in new research
and innovation for offering good quality care services.
Threats
The emerging trends in the acute medial demand can pose significant threat for the trust and
it would also lead to increased pressure on the workforce morale and wellbeing (Gov.uk,
2018). The threats are also being posed from the national economic situation and
commissioner budget cuts.
Conclusion
Thus, from the above discussions, it is observed that facing hard times of poor quality care
services and failure of its effort to enhance the quality of care services, King Edgar Hospitals
NHS Trust developed significant strategies to meet the changing car needs and improve the
quality of care services, However, the successful implementation of the transformative
strategies and change within the organization would depend upon the ability of the trust to
mitigate the threats posed by the external environmental factors by efficiently utilizing its
strengths and enhancing its weaknesses to capitalize on the opportunities.

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