Healthcare Transformational Model Analysis

For the past two decades, the healthcare system has seen a rapid transformation on how they deliver healthcare services to satisfy a growing demand of consumers that expect more for the service they pay and expect the best care. To achieve top quality service and customer satisfaction healthcare organizations have adopted the Transformational Model for health care; but exactly what is the Transformational Model?

The Center for Organizational Design defines a Transformational Model as a framework to help leaders to understand their organizations and guide to successful redesign. The concept can be applied to any organization including healthcare; the Transformational Model (TM), in healthcare, is focus on reducing cost, improving quality and

(The

Beckwith Institute).

Transformational Model is different from other models in which leaders and employees shared overall responsibility, as well as taking personal responsibility. TM leaders share a vision of the future, they communicate well, shared decision-making and always innovating. Other models such as hierarchy where communication flows from top to bottom, innovation stagnates and collaboration in most cases non-existent. Another type of model is the Flat models or the self-managed model where there are not titles, everybody seems equal, nobody tells you what to work on, employees seem what projects are being worked on, and they join any project they want.(Morgan, 2015) These models would not work on a healthcare organization because of its

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complexity. While one model does not fit all organizations, the best model for the healthcare system is the Transformational Model.

The University Of Pittsburg Medical Center Health Care System comprises nineteen merged or acquired hospitals throughout Western Pennsylvania, with 4,000 beds, 35,000 employees and it generates revenues exceeding over $3 billion. The UPMC adopted

UPMC could not attribute that all these differences entirely to the use of the

Transformational Model, in that other variables potentially could affect the outcome. However, if these only 30 percent of these differences could be accredited to the Transformational Model, the demonstrated cost and quality outcomes were operationally significant.

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One healthcare organization that it seems not using Transformational Leadership is the long-term care facilities (LTC). The Joint Commission for Accreditation of Health Care

Organizations (JHACO), release a revision of leadership found that what would many consider leaders are people doing managerial task and practices that do not fully align with leadership practices LTC facilities are focused on specific outcomes such as clinical measures or surveys deficiency. Many of these facilities use the transactional model is a reward base model if you do go a reward you while this model can be useful in other organizations it may not work in a healthcare setting due to high complexity. The report mentioned above states that leaders