Healthcare is rapidly changing hence the need for effective leadership to face this challenges. The contemporary healthcare is sailing against forces like “health-care costs, declining reimbursement, new quality imperatives, workforce shortage, emerging technologies , the dynamic nature of knowledge, and a growing elderly population” (Marquis & Huston,2012.p.187). A dynamic leadership is required to abreast with the current and at the same time maintain patient loyalty and viability.
According to Marquis and Huston (2012) the change agent is the determining factor of a planned change. The challenges enlisted for application of evidence based practice is eminent in all healthcare settings. However, effective leadership can implement changes
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However, leadership can be prepared for planned changes and should have a theory and style of implementation. One theory that fit this clinical question is a nonlinear dynamics theory by Olson and Eoyangs (2001). The theory of nonlinear dynamic presume that changes are unforeseeable and ever present. The theory is in two parts; Complexity and Complex Adaptive Systems (CAS) and Chaos Theory of change. The former is best understood as a dynamic group of interactions and relationships, not a simple cumulative of static bodies which can be enumerated. The later is the work of Lorenz, Edward in the 1960s which is focused on the behavior of dynamical systems that are highly sensitive to initial conditions (Marquis & Huston, …show more content…
Doing good for our patients means we will seek the best quality of care through evidence-based practice with a better outcome. Promoting effective and timely communications between providers, nurses, patient and families will promote fidelity. Truth is not just presenting facts, information is time and it expires. Timely informing patient could save lives. For example, if a nurse fails to communicate a new medication to a patient, it could be that the patient is allergic medication. However, the nurse could have used all the five rights, and still cause harm. failing to caring and mindful one more time could cost someone’s
The NHS change model was selected due to the well-defined stages and clear guidance the model offers, with the added benefit of it being NHS focused. Consisting of the values of the NHS strives to adhere to and developed to aid with the understanding of leadership within healthcare. The NHS change model states leaders who are implementing change are required to utilise all dimensions of the change model to successfully
Like Klinger, Hitchcock agreed that in a managerial role is essential and performs a vital function, leadership must come first to make managing more effective. If management is efficiency in climbing the ladder, then it is leadership that determines whether the ladder is leaning against the right wall. To help individuals, teams and organizations to navigate the permanent white-water environment safely, Hitchcock (2013) suggested that there are three constants that provide stability in times of great uncertainty such as a change, a choice, and principles. This work considers each of these three constants, focusing mainly on the principles that underpin transformational and effective leadership in healthcare settings. (Hitchcock, Klinger, 2012)
Healthcare organizations are faced by both external and internal challenges and need a leader who can direct them to the right path. The senior executives and CEO
Planning and leading the change: Vision leads to change. Unless there is adequate planning with clear delegation of task, change fails. According to Kotter’s 8-step change model, the leader needs to be aware and define the urgency of the change project and disseminate the urgency to recruit a team that is convenience of the need for the change. The vision of the change project needs to be clear to be understood making effective communication imperative. In any leadership there is always some kind of obstacle that is faced, there will be someone that will try to resist the change; it is the duty of the leader to find ways to check for barriers and remove the obstacle by empowering the team. It is always beneficial to have a short-term vision where the company can see the progress of the change as team build on to the long-term vision. And finally, it is imperative that the change in noticed by others in the day-to-day activity. A leader that plans in leading change will be successful if these steps are followed especially in a hospital setting where there is diverse group of people working towards a common
This requires a structured approach to execute such plans. Mitchell (2013) identifies different types of change theories that can be utilized in an organization to affect changes. Such as (1) Levin change theory (1951) this comprise of unfreezing, moving and refreezing, (2) Roger change theory involves awareness, interest evaluation trial and Adoption, and (3) Lippitt’s theories. This theory is mostly used by nursing, it has four distinct stages; the assessment, planning, implementation and evaluation. The use of any of these theories is dependent of the type of leadership style and leaders, and the leaders have to evaluate their skill strengths and weaknesses prior to initiating changes in the organization. This is because skills are required aspects that have a great consequence on the change project outcome (Mitchell,
Adaptive leadership is becoming widespread in the United States Army amongst junior officers in leadership positions that require quick thinking and innovation. Leonard Wong discusses how the versatile and unpredictable enemy and situations in Iraq produces adaptable junior officers. These officers are learning to make decisions under chaotic conditions and are becoming more mentally agile. The Army is changing. The Army is transforming its capabilities in the war in Iraq to be effective and successful. General Schoomaker states that we will not accomplish our goals as a nation in the 21st century unless our Army becomes much more agile but with the capacity for long term, sustained level of conflict. The Army is in the process of eliminating its old ways of war, it has to become somewhat of a decathlete. Trained for multiple events across a broad spectrum not just one event like a track athlete.
Change is inevitable in healthcare. The purpose of this paper was to discuss and guide the facilitators of change through the process of implementing a future care delivery model. Leadership qualifications and role were identified in an effort to assist the leader in identifying and rectifying complications that can impede progress. Potential conflicts among the enablers of change were discussed as well as tools necessary to minimize these barriers. The Twelve Bed Hospital Model was reviewed in detail and suggestions for transitioning into this model were considered. Lewin’s Change theory was utilized for the change process.
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Annotated Bibliography: Healthcare Leadership Issues. Garnette McLaughlin, MBA, RHIA, CCS. Walden University Annotated Bibliography: Healthcare Leadership Issues. The healthcare industry is facing a number of challenges which require strong organizational leadership skills. Researching both general leadership skills and issues relating specifically to the healthcare industry provides the foundation of knowledge needed by the healthcare administrator.
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.
Change allows for growth and accomplishment of goals and it can be planned or unexpected (Grossman & Valiga, 2013). Nursing has recently undergone different changes due to improved healthcare and the rise of technology used in healthcare settings. In many organizations, leaders are responsible for implementing change. Therefore, they should recognize how pivotal their role is when implementing change.
A manager’s leadership style must influence staff and others to take them seriously. A manager sets the tempo for the employees’ work ethic. Effective leadership from healthcare managers is important to the modern healthcare reform (Kumar, 2013). Leadership engagement in healthcare explains how a problem could affect a healthcare organization. Managers that hold leadership roles must adopt a certain style that can be functional for his or her initial organization to be successful. Performance improvement can be a very serious aspect of leadership engagement (Croxton, 2011). Healthcare managers need to have people from all areas involved to work effectively. Without the consistency of getting all staff and physicians involved, the organization may suffer greatly.
Leadership in the medical field is vastly overlooked. Many people view leadership in medicine as a rise in ranks, in positions of power within a hospital or organization. They look at it as personal gain, a title, and less like a chance to actually lead anything, to actually impact anything. Since taking these leadership course, I’ve come to view leadership in the medical field more like the model I recently learned about, Komives’ and Wagner’s Social Change Model of Leadership. In their book Leadership for a Better World: Understanding the Social Change Model of Leadership Development, ...
Leaders in healthcare have so many daily obligations that they have to meet and be responsible for. Today’s leaders have to keep up with scheduling, flexing, covering vacation, meetings, their department as a whole, and make sure everything runs smoothly. With the ever changing healthcare nurses have to be up to date on new technology, training, and new education. The department head is not only a supervisor; she is a bedside nurse meeting multiple demands. She takes on tasks that include everything from the bedside nurse, to unit meetings, to charge nurse, and to scheduling, just to name a few. Speaking to leaders and managers in healthcare today the stress is at all time high from the new healthcare reform, nursing shortages, and meeting daily productivity.
Results from our study indicate that current models of leadership development are broken and are not geared up for meeting the requirements for the digital age. Though there is a demand for a shift in the what (context, competencies) and how (delivery) of leadership development, yet no integrated model seems to exist. Leadership development is being disadvantaged by entrenched adherence to outdated processes and behaviours that often focus on stability rather than agility, flexibility and uncertainty. There are many leadership tools that can be used to support development, but to achieve lasting success we have to recognize that digital environments require flexible integrated leadership development systems. In this scenario we see digital