HLSC605: Strategic Leadership and Organizational Change in Healthcare

This presentation critically analyzes the role of strategic leadership in enabling healthcare organizations to adapt, evolve, and prevail amid turbulent disruptions, drawing from personal health professional experiences and academic literature (Lussier & Achua, 2016). It justifies leadership strategies for driving change, emphasizing policy development, person-centered approaches, and new funding models like Activity Based Funding (ABF). The presentation reflects on the author's internship experiences, highlighting the importance of adapting leadership styles to specific situations and promoting communication to enhance organizational adaptability, referencing Carter & Greer (2013) and Ledlow & Coppola (2013).

STRATEGIC LEADERSHIP IN HEALTHCARE
Name of the Student
Name of the University
Strategic leadership entails the potential qualities of a leader to develop a vision and achieving that goal through thorough motivation, influence and persuasion, leading to organizational
change. This enables the employees to follow their own instinctive ideas for encouraging the production of the organization (Carter & Greer, 2013).
Some significant features of such strategic leaders are as follows:
• Loyalty: Actions of the leaders must demonstrate loyalty to their vision.
• Motivation and compassion: The leaders must motivate the staffs and assist them to meet the set goals.
• Authority: Authorizing the staffs by providing them the power to make important decisions, motivates the staffs and makes the
organizational work environment more influencing. Along with this, identifying the specific strengths of the employees and utilizing those
to promote a collaborative work environment is the feature of a qualified strategic leader.
• Reliability: The leaders must be reliable and must understand the views of others as well.
•Articulacy: The leaders must be articulate enough to make sure his subordinates understand the goals he has set for the organization and the way he needs them to work for achieving
that goal. They must be able to align the individual goals of the employees with the organizational goals.
Elements of changes in healthcare environment:
Driving changes in health care organizations is mostly about motivating the employees. The major
elements of changes are:
• Policy development and implementation: The process of implementation is considered as
development of strategic plans and turning them into actions to achieve the set goals of the organization.
Implementing the policies means administering the law which works together with various procedures and
techniques to put the adopted policies into effect (Ledlow & Coppola, 2013).
• Person-centered approach: This type of approach is diverged from the traditional process and utilizes a
patient directed,, empathic care approach to empower and motivate the client in the therapeutic process.
With the help of a non-authoritative approach, person-centered care allows the patients to take more of a
lead in the discussions for their treatment plan.
• New funding model (Activity based funding or ABF): ABF models are being used for developing the
funds for the Australian hospitals since 1990s. With the help of ABF, hospitals get their payment according
to the number of patients they treat, the patients’ ethnic backgrounds and the complication of the cases
are also taken into account. It supports the timely access of health care services, as well as ensures
sustainability and efficiency of the care provided.
My experience:
All these strategies of leadership have been immensely helpful for me during
my internship. Understanding different leadership styles and implementing the
one that best suited the present situation is of most importance. Moreover, the
organization’s ability of adapting to changes depends on the adaptive nature of
the staffs. This can be improved by promoting the communication among the
staffs and the leaders. Thus, with the help of the strategic leadership policies I
have been able to circumvent the challenges in the organization.
References:
Carter, S. M., & Greer, C. R. (2013). Strategic leadership: Values, styles, and organizational
performance. Journal of Leadership & Organizational Studies, 20(4), 375-393.
Retrieved from: https://doi.org/10.1177/1548051812471724
Ledlow, G. J. R., & Coppola, M. N. (2013). Leadership for health professionals. Jones &
Bartlett Learning. Retrieved from:
https://books.google.co.in/books?hl=en&lr=&id=CFE9_blPm-EC&oi=fnd&pg=PR1&dq=s
trategic+leadership+in+health&ots=hSTO1csRpy&sig=_tnaqi_Nnw6QUpU2rlw7yov8a1
A#v=onepage&q=strategic%20leadership%20in%20health&f=false
Organizational adaptability and
sustainability:
Strategy for increasing the
organizational adaptability requires a
complex framework of leadership abilities.
It entails the proper recognition of the
adaptability of the organization to enable
the process and develop new ideas and
strategies for engaging the entrepreneurs
and leaders to generate an innovative
work environment.