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Leadership styles in healthcare management
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I think leadership would not differ based on people’s age because a good leader will provide motivation and direction for all age groups. The leader will make sure that the group will set goals toward a common cause for the patient. Furthermore, a good leader will help to bring the best of the interdisciplinary group, not by trying to control others or being authoritarian, but rather directing the group to the right direction. In addition, no matter how old the person is in a work environment they need changes to happen for the best outcomes of the patients and the health care providers. There can be small variations on how to lead to people that are older and want a different style, but a good leader will try to include good strategies for
Emergent leaders are leaders that develop over time by their constant contributions, frequent presence, and continuous progress as the group grows and becomes stronger. Leaders are most effective when their style matches their followers’ maturity and readiness. These leaders rise to the occasion when no one else is mature, confident, or competent enough to do so. An emergent leader practices the art of putting themselves in situation others do not wish to be in. Then when the task is complete, these leaders step back down and rise once they are needed again. For example, when working in a group on a project, one student may take the roll of the leader. Shortly after, this leader realizes they do not understand
There are profound effects of ageism that can be harmful to a patient’s overall health. Ageism can cause physicians to consistently treat older patients unequally compared to younger adults. Unequal treatment can be divided into the under-treatment of symptoms and the over-treatment of symptoms. The imbalance in how a physician would treat a geriatric patient is ageist because the older adult is not getting fair treatment in every case. Under-treatment and over-treatment are different; however, they are both equally as harmful to a patients health.
The goal of the Healthy People 2020 initiative is to “improve the health, function, and quality of life of older adults.” (Healthy People, 2015) Regardless of age, everyone is a unique individual, with the same range of values, gifts and flaws as any other person. Young nurses need to help aging people keep their autonomy as long as possible by not doing things for them that they can do for themselves. As nurses, our ultimate goal should be to expand training and research opportunities in this area and eliminate ageism in all facets.
The term “ageism” is not easily understood by most of the population because of its acceptance as normal behavior due to the ingrained attitudes that most people develop in their youth, but health care workers must fully embrace the term within their profession in order to avoid becoming a contributor to the historical prevalence of prejudices and discrimination. The term ageism is defined by Klein and Liu (2010) as “the discrimination of individuals based solely on age” (p. 334). “Ageism is a social construct that is internalized in the attitudes, beliefs, and behaviors of individuals” (Klein & Liu, 2010, p. 334). Robert Butler, a well-known gerontologist, coined the term “ageism” citing that the discrimination and prejudice associated with this term is often based on the lack of a person’s experience with older people (Ferrini & Ferrini, 2013, p. 6). Ferrini and Ferrini (2013) refer to the strong influence that cultural beliefs and attitudes as well as a person’s current age influence the perception of aging (p. 6). Everywhere within society there are influences that encourage ageist attitudes such as media conveyances through movies, books, television, greeting cards, magazines and the Internet (Ferrini and Ferrini, 2013, p. 6). These negative connotations related to growing older begin to influence all people at a very young age and therefore impact their attitudes as they make career decisions. This has directly impacted the number of health care providers who specialize in geriatrics as well as the attitudes of those who do provide services for older adults. These false perceptions and negative attitudes are currently impacting the q...
...th professionals, were significantly more cynical toward and distrustful of older adults” (p. 63). The findings in Meisner’s (2012) conveyed that physicians demonstrated attitudes about older patients including feelings of these individuals being “disengaged and unproductive” while assuming that these characteristics applied to all of the older patients regardless of each person’s actual abilities (p. 63). Combing all older adults into one category defined by disability and dysfunction is detrimental to the well-being of each patient. Chronological age is not the determining factor relative to treatment; functional age is a better testament to expected outcomes for a patient. It is imperative that physicians understand what is “normal aging” rather than searching for pathologies based on symptoms that are just part of this aging process. According to Meisner
An age discrimination action happens when an employee or job applicant receives less favorable or unfair treatment because of how old they are. Both state and federal Age Discrimination in Employment Act prohibit employers from discriminating against protected employees or prospects because of how old they are. Workers 40 and older are protected by the act. The ADEA applies to organizations with 20 plus employees, including labor organizations, employment agencies, state and local governments, and the federal government.
According to DeBrew, author of “Can being ageist harm your older adult patients?” stereotypes and discrimination are evident in various aspects of patient care. “Ageism [is] defined as stereotyping or discrimination aimed at older adults and a lack of knowledge about normal changes of aging and presentation of illness in older adults (. . .)” (DeBrew, 2015). DeBrew (2015) states, “research findings suggest that ageism is common in healthcare” (DeBrew, 2015). Ageism is not only an issue in the healthcare setting, but also among older adults as well as their families. When ageism is present in the healthcare setting it poses
The typical collation of Josh, Jessica and Ashok in the above case is a typical show case of the transformations in the workplace reasoning and due dealing. Demonstrated here is how rapid the organization cultures are changing drastically considering the fact that a culture is collate of perceptions (Miller, 2012). Josh’s approach of attaining goals represents the modern perception in work theories usually held by the generation Y. On the other hand, Sarah goes the seasoned way of responding to protocols and work bureaucracies, responding to considerations of constraints and knowing their jurisdiction boundaries. In both cases, there could be a point of consideration, however, there is need for both of them to
“Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (Rost, 1931). But in today’s time, the styles of leadership are changed every time a new technology is invented or discovered so there is lack of persistency. The only thing which manages to stay constant is the principles of carrying out business activities. There are philosophies and ideologies on leadership which can be used in any time period as they are mostly a reflection of the principles of leadership. Theorists and authors like Hobbes (1679), Lewin (1947) and Aristotle (384–322 B.C.), in their time have produced enough material which can be put into use by modern day leaders and managers. Philosophers like Aristotle, who was known to be one of the most business-oriented and practical philosopher of his time, his work is still used by businesses today because of their relevance as he is interested in defining principles in terms of the ethics of leadership (Santa Clara University). In the essay I have tried to show how leadership has adapted to the changes around them and compared to the past and what circumstances caused need to change it. As a layman, anyone would think that the principles centuries ago will be very different to what we follow now but after studying on Hobbes, Lewin and Aristotle it has made a big impact on my way of thinking because the work produced by them still has more relevance compared to some of the work produced now. I have tried to explain the evolvement of leadership through three aspects which are psychology, sociology and philosophy.
and, the individual's perception of and response to the disease. Whether in sickness or in health age and the progression through life play a large part in our health and our developmental status. The role of age in regard to health is listed below: - Most young adults are in good health and experience few limitations or disabilities. Nearly 71% of adults older than 65 living in a community report their health as excellent, good, or very good. - Health and mobility decline with age especially after age 80. Disease is more common among older adults.
John Terrill, an experienced professional with a unique approach to managing, was brought into to DGL International to correct the productivity issues evident in the technical services division. As a leader, his approach would require professionalism, as well as an alternative method of management to restore the lacking work ethic of the engineers. Through investigative research into well-defined leadership styles, behaviours and power types, the following case study questions are discussed below. Using Paul Hershey and Ken Blanchard’s situational leadership theory, I compare the autocratic with the democratic approaches to leadership, as well as discuss the four styles of leading: telling, selling, participative or delegating. I also address the type of power Terrill appears to possess over his followers and compare multiple options. Though Terrill proved to be a successful development to the company’s management team, the repercussions and advantages of alternative approaches are also addressed in conjunction with Robert House’s path-goal theory.
Intelligence has been commonly thought to decline as we get older, however this is a flawed belief. Countless individuals will argue that there are various cognitive processes that are associated with changes in the brain that do deteriorate with time, however there are also other brain areas that increase their activity in older age. I believe a person’s ability to perform certain tasks may become slower as they get older, but this doesn’t automatically mean that they are cognitively getting less intelligent. There are numerous ways in which intelligence can be defined, although it is commonly defined as general cognitive skills, this means that it is a mental ability involved in the capacity of learning, reasoning, perceiving relationships and analogies, understanding, facts, meanings, etc. (Dictionary definition). However Raymond Cattell (1963) argued that ‘intelligence does not generally consist of only cognitive performance’. Cattell and Horns theory developed in 1966 and emphasises that intelligence is composed of a number of different abilities that interrelate to form the broad term of intelligence. The main two factors are crystallised and Fluid intelligence.
Women do have different leadership styles from men. As Bodyshop founder Anita Roddick says: ‘I run my company according to feminine principles – principles of caring, making intuitive decisions, not getting hung up on hierarchy, having a sense of work as being part of your life, not separate from it; putting your labour where your love is, being responsible to the world in how you use your profits; recognising the bottom line should stay at the bottom’.
Many different careers can use different types of leaders. Doctors need to be able to take charge of the situation and delegate different tasks to nurses and other medical personnel (Y theory). In office settings an X theory leader would micromanage everything that they would have their staff do, and if they disagree with the outcome they would make changes. Teachers can be both X and Y leaders, they give their
In conclusion, besides the shortcomings associated with young leadership, people are gradually changing their attitude towards the young. First is because of the factors mentioned above about advantages of young leadership in public offices. Secondly, the dynamics of leadership have changed and more people are advocating for inclusion of all categories of people in leadership. This formula provides a training platform for both old and young to learn from each other. When the young people work with the old, the old are able to nurture the young and leadership as an institution will remain forever.