Analysis of Collective Leadership Values in the Healthcare Sector

This report delves into the crucial role of collective leadership values in the healthcare sector. It examines the importance of action and empathy as key leadership qualities, highlighting their strengths and weaknesses within a clinical setting. The report explores the impact of these values on patient care, emphasizing the need for strategic implementation to enhance patient well-being. It further discusses the 'compass leadership model' and its four golden threads, including vision and analysis, in fostering patient-centered care and engagement. Additionally, the report touches upon the role of innovative networks and technology in improving patient recovery, concluding with the importance of effective leadership in guiding healthcare settings towards improved patient outcomes and overall well-being. The report includes a visual depiction in the appendix.

COLLECTIVE LEADERSHIP VALUES IN HEALTHCARE
Name
Institution
Course
Date

2
Collective Leadership Values in Healthcare
Heath care is a sensitive sector which requires the exercise of collective leadership values to
keep activities flowing in the right direction. Multi-agency partnership between doctors and
nurses in healthcare embraces good leadership as well as promoting teamwork. Some of the
critical collective leadership values action and empathy. Action dictates the execution of duties
in a clinical setting. It incorporates various aspects such as comfortably leading and controlling
activities, being quick and to the point, enjoying challenges and newness, perseverance,
overlooking details, logic, and strategy and taking responsibility (Popescu & Predescu 2016,
p.273). Empathy incorporates various leadership values such as understanding others capabilities
and feelings, teamwork through integrating work and thoughts of others, trusting each other and
focusing on current activities. Apart from the strengths of the leadership values, their practice is
also associated with weaknesses in the healthcare system. The method of action in a clinical
setting might result in one becoming defensive, overlooking details, producing hasty and
incomplete work, disregarding the feelings of others and taking too much responsibility.
In clinical setting empathy is associated with weaknesses such as establishing a non-competitive
sector, emphasizing more on relationships compared to goals, over compromising, internalizing
personal issues and taking blames, problems in handling anger and becoming too focused on the
current activities and losing track on long-term goals. Leadership in healthcare system should be
practiced strategically such that one executes their duties accordingly with the same purposes of
enhancing the well-being of the patients (Fitzgerald et al., 2013, p.226). Although the action is an
essential aspect in the healthcare sector, it should be practiced under certain limits. This is
because cases of top clinical officers have been reported to overlook junior officers and patients,
disregarding the feelings of others and taking too much responsibility. When junior employees

3
such as nurses are exposed to a leader with such characteristics, they are always defensive and
usually produce quick and incomplete work. They also end up comprising quality, a factor which
negatively affects the patients. The same case happens to empathy since when it is over practiced
it interferes with the normal operations in healthcare. Workers do not handle their duties with
the necessary seriousness, a factor which exposes patients to problems interfering with their
recovery.
The four golden threads highlighted in the compass leadership model are essential in providing
patient-based health care and engagement. They comprise action, empathy, vision, and analysis.
The inclusion of such aspects leadership in healthcare facilitates the recovery of patients. This is
because they lead to the development of partnerships and respectful relationships between
patients and practitioners which enhances humanistic and patient-centered care results
(Hardyman, Daunt & Kitchener 2015, p.92). When the process is handled strategically, the
patients are assured of the best possible health results. The method of providing patient-centered
care and engagement is also facilitated by creating innovative and creative networks (West et al.,
2014). The leaders end up embracing modern technology in the healthcare system which is
currently playing a significant role in curing various infections. The integrated leadership
strategy directly determines the process of patient recovery and enhancing well-being.
Healthcare leaders should ensure that they practice the best leadership values. This is essential in
equipping the healthcare setting with a sense of direction and facilitating recovery and wellbeing
of patients.

4
Bibliography
Fitzgerald, L., Ferlie, E., McGivern, G. and Buchanan, D., 2013. Distributed leadership patterns
and service improvement: Evidence and argument from English healthcare. The Leadership
Quarterly, 24(1), pp.227-239.
Hardyman, W., Daunt, K.L. and Kitchener, M., 2015. Value co-creation through patient
engagement in health care: a micro-level approach and research agenda. Public Management
Review, 17(1), pp.90-107.
Popescu, G.H. and Predescu, V., 2016. The role of leadership in public health. American Journal
of Medical Research, 3(1), p.273.
West, M.A., Eckert, R., Steward, K. and Pasmore, W.A., 2014. Developing collective leadership
for health care. London: King's Fund.

5
Appendix
Visual Depiction
1. https://www.youtube.com/watch?v=EiHdGPrV-RY1.