A Case Study About Healthcare Leadership

A consequence Study Ab show up wellnessc be leadersEffective attr inciteions is requirement in health c atomic number 18 agreements as in early(a) brass instruments. It is indispensable for driving innovation, effective forbearing of of care, patient safety, miscellany carrying inwardly clinical teams, sorting out issues at bottom emergency context and another(prenominal)wise aspects necessary for effective and streamlined running of health care organisations. Transformational lead has ofttimes been prescribed as the gold standard of healthcare leaders(Gopee and Galloway 2009).This essay sets out tobriefly discuss the concept of leadershighlight why leading is important in healthcaremake a indication in the midst of the closely-related concepts of leadership and counselingbriefly highlight how power relates to leadership accede up some leadership advancementes applicable inside the context of healthcare organisations appoint leadership demeanors visible in healthcarepresent a grammatical case study set in a t for each oneing hospital exert setting in Africa critically assess the leadership approaches operating in spite of appearance the setting and its effect on organisational surgical operation andmake recommendations on improving leadership practice within the specified setting.What is leadership?Leadership rouse be defined as the ability of an item-by-item to deviate a group of people to happen upon a terminal(Bryman 1992).It is to a fault noned that leadership goat have four possible meanings, namely the activity of leash the body of people who lead a group the status of the leader and the ability to lead(Gopee and Galloway 2009).Kouzes and Posner (2007) suggest some characteristics of an effective leader namely tobe more(prenominal) effective in meeting business-related demandsbe more thriving in representing their units in upper managementcreate higher perform teamsfoster re currented loyalty and consignment increase motivational levels and exitingness to work hard andpossess high degree of personal integrity.Why leadership in healthcare?Effective leadership and management has been found to turn over to efficiency of health care services, performance (McColl-Kennedy and Anderson 2002) and satisfaction of staff utilize within them.(Bradley and Alimo-Metcalfe 2008) researched the causal family relationship amongst leadership behaviours and the performance and productivity of staff and found that engaging leadership improved employee engagement and performance.(Morrison, Jones et al. 1997) canvas the relationship between leadership elan, empowerment, and job satisfaction on treat staff at a regional medical centre. They used Basss Multifactor Leadership Questionnaire to measure leadership style, items from Spreitzers Psychological Empowerment instrument to measure empowerment, and the Warr, Cook, and Walls job satisfaction questionnaire to measure job satisfaction. The authors fou nd that both transformational and transactional leadership were positively associated with job satisfaction.Some other researchers reported that good leadership skills impact on patient safety and property of care (Corrigan, Lic paint et al. 2000 Firth-Cozens and Mowbray 2001 Mohr, Abelson et al. 2002).Furthermore, leadership skills are essential in the world of public health policy and leadership is one of the core competencies required of public health trainees(Faculty of Public Health 2010).Leadership versus managementRelevant to this discourse is making a distinguishableion between leadership and management. They are two similar but distinct concepts. Management is seen as pursuit rewrite and maintaining stability temporary hookup leadership is seen as seeking adaptive and constructive qualify. Leadership in the healthcare context aims to influence practitioners towards the achievement of the common goal of quality patient care. On the other hand, management as a process coordinates and directs the activities of an organisation to ensure it achieves its set objectives. Management ensures healthcare resources (human such as doctors, nurses and clerical staff and non-human resources same(p) medical devices and consumables) are utilised in an efficient way whilst gearing effective healthcare service(Gopee and Galloway 2009). However, leadership is kn testify to be antonymous to management (Kotter 1999 Zaleznik 2004).Leadership theories and styles in healthcareA number of suppositious leadership approaches can be applied within healthcare .However, not all aspects fit in perfectly into healthcare, and thus some interpretation may be required.Transformational leadershipTransformational leadership is a widely advocated approach for healthcare. Transformational leadership is one of the contemporary leadership approaches that are concerned with how an individual influences others in a group in other to achieve a common goal .Transformational leaders se ek to accomplish greater pursuits within an organisation by inspiring other members of the group to share their imagination for the organisation. Transformational leaders motivate and raise the deterrent exampleity of their followers and ease them do their fullest potential. Mohandas Gandhi Nelson Mandela have been cited as transformational leaders(Northouse 2007).In an organisational context, a transformational leader is one who attempts to change the organisations determine in order to portray a standard of luridness and justice bandage in the process emerging with a make better set of moral values. Transformational leadership is about the collective good of an organisation it is expected to bring about organisational change .It aims to inspire commitment to the organisations reverie and ideals .In healthcare, teams of health care professionals are inspired to achieve the highest quality of patient care irrespective of limiting situations (Gopee and Galloway 2009).The con cept of transformational approach of leadership was popul proceedd by the political sociologist, leadership expert, and presidential biographer- James Macgregor Burns in his originative work Leadership written in 1978. In this book, he describe the leadership styles of some political leaders. Bernard Bass widely cited in leadership literature built on the work of Burns and argued that leadership is an influence process which motivates followers to perform above their expected output by raising the followers level of consciousness about the importance and values of the shared goals, operating beyond their self-interests and addressing higher level involve(Bass 1985). He also suggested that transformational and transactional leadership models where a continuum rather than mutually exclusive entities.Four qualities or behavioural have been widely cited as the leadership factors which are an constituent(a) part of transformational leadership- the 4 IS(Bass 1985 Avolio, Waldman et al. 1991) namelyidealised influence-describes the ability of the leader to act as role model s whose followers emulate. This factor is sometimes mentioned as being the same as charismainspirational motivation-the ability to inspire the members of the group to become integrated with the vision of the organisation while transcending their own self-interest intellectual stimulation-the stimulation of creativity and innovation in the followers so that they are able to discover and develop new ways of sorting out issues within the organisation as they arise andindividualised consideration-portrays the need for leaders to recognise the strength and weakness of each member of the group foster on the phylogenesis of followers and help each in the achievement of goals through personal development.Transactional leadership, on the other hand, is one based on reinforcing stimulus for performance. A transactional leader is exposit by (Bass 1985)as one who prefers a leader-member exchange relatio nship, in which the leader meets the needs of the followers in exchange for meeting basic expectations. In essence, a transactional leader has a penchant for avoiding risks and is able to build confidence in subordinates to allow them to achieve goals. The transactional leadership construct has three componentsContingent reward -clarifies what is expected from followers and what they will receive if they meet expectations.Active management by exception- focuses on monitoring tasks and arising problems and correcting these to maintain current performance.Passive -Avoidant Leadership-reacts entirely after problems become serious and often avoids decision-making(Avolio, Bass et al. 1999).Connective leadership is a theory based on the premise that establishing alliance with other organisations via networking is essential to the success of an organisation. Collaboration between different clinical teams within a hospital and with other health care organisations and service patience exem plifies this.(Klakovich 1994) suggests that empowering staff at all levels facilitates the collaboration and synergism needed in the reformed health care environment of the future.Distributed leadershipClinical leadershipLeading change in the University College infirmary Ibadan a failed effort in transformation?Healthcare in Nigeria is faced with enormous challenges. The University College Hospital Ibadan was establish in 1948 is the fore closely tertiary hospital in Nigeria. It is basically nonionized as a public sector organisation whose primary goal is to provide the best available healthcare service in the westward region and the country as a whole. Funding is from the Federal organisation and its activities are regulated by the Federal Ministry of Health which is also amenable for the implementing healthcare policies. However, a private section of the hospital was established tardily modelling the prevalence of internal markets currently prevailing within healthcare. Curr ently, the University College Hospital produces 1 in every 5 doctor in the nation. It was ab initio commissioned with 500 bed spaces but has now grown to a 850 bed hospital. The current average bed occupancy ranges from 60-70%. The hospital wit of management comprisesthe Chairmanthe head Medical film directorthe Chairman, Medical informatory Committeethe Secretary of the Board articulations of public interestrepresentative of the Nigerian Medical Associationrepresentative of the State Governmentrepresentative of the University of Ibadan Senaterepresentative of the Vice Chancellor of the University of Ibadan andthe Provost of the College of Medicine.The organisation has three principal officers but the daytime -to -day running of the hospital falls on the Chief Medical managing director who demonstrates some attributes of transformational leadership in order to bring about change .VisionTo be the flagship tertiary health care institution in theWest Africasub-region, offering world-class training, research and services, and the first choice for seeking specialist health care in a conducive atmosphere, renowned for a culture of continuing and compassionate care(University College Hospital Ibadan 2009).Mission commandRendering excellent, prompt, affordable, and accessible health care in an environment that promotes anticipate and dignity, irrespective of status, and developing high quality health personnel in an atmosphere that stimulates excellent and relevant research. (University College Hospital Ibadan 2009).The Chief Medical Director is an assigned leader-one whose leadership is based on formal position and authorized authority .His appointment by the Federal Government in 2003 was proposed to be vital contribute to the improvement of the hospital. A trained obstetrician, he participates actively in the care of pregnant women.With increasing satisfaction of healthcare staff, patient satisfaction rates began increase. A new magnetic resonance imag ery ,centre, cancer treatment and research centre.new innovationsthe bank to collect..Satellite pharmacies were established in order to reduce the time and effort spent by staff in getting patient medications. staff development through exchange programmes, giving medication of day care centres.shows his entrepreneurial qualities.Despite it all, mortality rates hold on high, medical errors are frequent, post operative patients developed infections frequently and physicians were verbally and physically abused by patient relatives. Private patients get more attention from the junior doctors and other specialist consultants. It has now been found missing in serving the needs of the local population. Repeated nurses return ,junior workers strike ..SWOT analysis of the University College Hospital IbadanStrengthsWeaknessesFairly well-equipped operating theatresLarge impertinently renovated and well-built hospital blocksExcellent medical microbiology services, including HIV testingResi dential adaptation for house officers and other specialist traineesStrong alliance with international organisations for morbific diseases researchExpensive laboratory servicesRelative shortage of medical staffPoliticisation of board of management appointmentsWeak administrative set-upExpensive chemists shop servicesInadequate fundingDelay in staff wagesFew opportunities for exchange programmes for students and residentsInadequate supply of electricityOpportunitiesThreatsFederal Governments commitment to the development of tertiary careMore research funding disceptation from existing private and missionary hospitalsIncessant industrial actions embarked upon by nursing staff, physicians and support staffCritical analysis of the leadership approach inDespite recognition that transformational leadership has some positive benefits, it is particularly backbreaking to act out within public services organizations Frederickson 1996 cited in (Currie 2005).Though with its own merits, the view that transformational leadership is the solution for healthcare leadership has been criticised. While there are advantages of using the transformational approach, it is not a universal panacea.Transformational leadership unsocial cannot account for effective outcomes in this health care organisation. Other aspects like of organisational behaviour such as management practices, knowledge management, and organisational culture are also key deciding(prenominal)s. A US study of 370 hospitals explored the relationship between leadership, quality and knowledge management and found that transformational leadership is fully negociate by knowledge responsiveness in its effect on organisational performance (Gowen, Henagan et al. 2009). Effective knowledge management is thus strong confounder in the relationship between leadership and organisational performance. In relation to organisational culture, there is also a link between hospital and ward culture with patient outcomes. enquiry has shown that hospitals with a strong hand-washing policy and practice recorded fewer infections.Transformational leadership, while focusing on change, may not be in unity with performance management needed for accountability in healthcare(Firth-Cozens and Mowbray 2001).The context in which a leadership style operates is also a key determinant on outcome irrespective of leadership style. Studies have shown the relationship physician working hours, var., and burnout on quality of care and patient outcomes (Firth-Cozens and Cording 2004 Landrigan, Rothschild et al. 2004).Tackling job stress is thus a key avenue for improving quality of care. The Chief Medical Director needs to understand the building complexity within which healthcare is delivered and translate it to his practice setting rather than trying to adopt a prescribed process.ConclusionThis essay has highlighted a number of leadership theories, skills, style leadership in healthcare has been assessed. There is no perfect style or approach to leadership and healthcare organisations pose a complex setting. Several approaches may operate simultaneously. Context, political environment and social factors will affect leadership styles and approach. Clarifying the situation of a practise and tractability is very important.Numerous challenges face healthcare organisations in Nigeria. The ability to deliver safe, effective, high quality care within organisations with the right cultures, the best systems, and the most highly skilled and motivated work forces will be the key to meeting this challenge. Conflicts still exist as to what constitutes good practice in leadership and there is no perfect set of prescriptions for effective leadership. only the existing theories merely provide a framework for which practise can be based. Healthcare organisations are a complex setting and to achieve efficiency and effectiveness, healthcare leaders need to be very waxy in their leadership .The University College Hospi tal should adopt an blend of different theories and styles in practice.RecommendationsLeadership can be taught (Parks 2005)and improved through organising leadership development programme. It is also noted that leadership development programmes improved efficiency and quality in healthcare(McAlearney 2008). Top management and clinical staff can take these.(Kotter 1990) suggests that organisations can nurture and grow their own leaders while adapting to changeless changes(Parks 2005)There appears a need for leadership approaches that are sensitive to a context in which there are significant professional and moral concerns graeme.