Health Care Administration - Employee Engagement & Leadership Analysis

This report delves into the critical relationship between employee engagement and leadership within the healthcare administration field. It examines the importance of organizational change management and transformational leadership, emphasizing how effective leadership can drive positive outcomes. The report references the paper "Influential leaders: strategic corporals" to highlight the significance of addressing both internal and external risks, using the United Airlines example to illustrate the impact of leadership failures. It identifies three key strategies for connecting senior and junior leadership with staff to enhance engagement: clarifying organizational objectives, validating employee concerns, and aligning values. Furthermore, the report discusses the three dimensions of employee engagement—rational, emotional, and motivational—and how these elements contribute to transformational purposes. The conclusion stresses the interdependence of employee engagement and leadership, highlighting the crucial role of junior leaders in fostering connections with ground-level staff. The assignment concludes by reinforcing the idea that improving leadership directly enhances employee engagement within the healthcare setting.

Running head: HEALTH CARE ADMINISTRATION
EMPLOYEE ENGAGEMENT AND LEADERSHIP
Name of the Student
Name of the Organization
Author note

1HEALTH CARE ADMINISTRATION
Organizational change management and transformational needs are few of the concepts
which every organization applied nowadays to revive its workforce, process and profitability
(Shuck & Herd, 2012). Leadership plays an important role in understanding the strategies and
themes, applying which can lead to successful organizational change in the organization.
However, depending on the level of leadership, different complications of an organization can be
solved. For example, if the complication is related to the external factors, senior leadership such
as CEOs, having direct connection with delegations, partners and sponsors is able to solve the
issue (Wang & Hsieh, 2013). Whereas, having a close connection with the ground level staff, the
junior leadership such as managers can understand the concerns of workers and labors and can
take important steps to solve the issue. In this assignment such theories and strategies related to
healthcare, agents of change, transformational strategies mentioned in the paper “Influential
leaders: strategic corporals” will be reviewed.
In this paper, with the example of passenger removal related anomaly of the United
Airlines, the importance of internal and external risk related issues has been mentioned. It has
been stated that an organization should always remain alert and active as this ever increasing
stress and competition related business world and divide its leadership in several sections (The
Frisina Group, LLC, 2017). This is because, the senior leadership generally do not understand
the concerns and issues of ground level staff, and hence are unable to respond accordingly, hence
causes inevitable harm to the organizations brand name. To overcome this issue, the paper
identifies three primary ways by which, the senior as well as junior leadership can connect to the
staff and enhance their engagement in the organization (The Frisina Group, LLC, 2017).

2HEALTH CARE ADMINISTRATION
The three concepts mentioned in the paper was related to clarifying the identity of the
organizational primary objective, validating the lowest level of employee’s by understanding
their concerns and finally aligning these values to the objectives and employees of the
organization so that employee engagement can be achieved . Shuck et al., (2013), has mentioned
that employee engagement is the self-realization of the staff for the organizations growth and
development which cannot be achieved by string leadership and harsh instructions. Therefore,
from this discussion, the methodology related to employee engagement can be applied that states
that there are three type of employee engagement dimensions that can be applied for the
transformational purpose, such as rational, emotional and motivational level (Sunder, 2013). The
rational level of employee engagement determines the understanding of the employees about
their roles and responsibilities, on the other hand, emotional level states the concept related to the
passion and energy of the employees that engages them to the organization (Truss et al., 2013).
The third methodology motivates employees so that they can perform better and contribute in the
improvement of the process. This is an important concept as all these three portions determines
the thinking, feeling and acting part of the equation that helps the leaders to connect with
employees and engage them to the organization (Shuck et al., 2013).
While concluding the assignment, it should be mentioned that employee engagement and
leadership is associated with one another as with better leadership, employee’s engagement in
the organization can be improved. Further, in this process, the senior leaders should take help
from the junior leaders or managers as they are always connected to the ground level workers in
an organization.

3HEALTH CARE ADMINISTRATION
References
Shuck, B., & Herd, A. M. (2012). Employee engagement and leadership: Exploring the
convergence of two frameworks and implications for leadership development in
HRD. Human resource development review, 11(2), 156-181.
Shuck, B., Ghosh, R., Zigarmi, D., & Nimon, K. (2013). The jingle jangle of employee
engagement: Further exploration of the emerging construct and implications for
workplace learning and performance. Human Resource Development Review, 12(1), 11-
35.
Sunder, V. (2013). Six Sigma-A strategy for increasing employee engagement. The Journal for
Quality and Participation, 36(2), 34.
The Frisina Group, LLC (2017). Influential Leadership - The Frisina Group. [online]
Thefrisinagroup.com. Available at: http://www.thefrisinagroup.com/influential-
leadership/ [Accessed 18 May 2018].
Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement,
organisational performance and individual well-being: exploring the evidence,
developing the theory.
Wang, D. S., & Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and
employee engagement. Social Behavior and Personality: an international journal, 41(4),
613-624.