Without effective leadership, the healthcare organization looses significant applications that get results, motivate participation and create change for organizational growth. There are distinct theories that justify leadership behaviors and the role of a leader in the organization. Yukl’s (2006) theory believes for example, effective leadership emerges when a leader can exert one of three types of leadership behaviors that differentiate him from being an effective or ineffective leader (p. 54).
Research points out the behaviors as task-oriented, relations-oriented, participative leadership.
When used inappropriately, behaviors formulate decisions that can cripple the success of an organization and leadership. Colvard (2003) says “leadership is focused on effectiveness – doing the right thing. ” In healthcare, leadership’s primary objective is to serve the patient, to do what’s in the best interest of the patient and to make use of the proper resources that fit the patient’s needs. Making sound decisions are sometimes compromised if a leader lacks the importance of utilizing the very resources that generate success for the patient.
Those resources are people, technology, and the day to day operational supplies that function in a healthcare setting. People want to be led; they want leaders with human values and respect for people’s unique talents and the contributions they can make. Chitwood (2004) points out, employees want leaders who will create an environment that nurtures excellence, risk taking and creativity. The success of the leader and work group depends on optimal performance displayed through the behaviors of the group, resources available to the group and premier performance of the leader.
The paradoxical issue of leadership has been such long subject of speculation and much has been focused on the determinants s of leadership effectiveness. Much of the leadership has been centered on the different concept of leadership, different ways of evaluating its effectiveness, and different approaches for studying leadership and how it forges and affects the effectiveness and the efficiency ...
There are two major external factors that will greatly affect state hospitals; Government regulations and the economy. I am employed at a state hospital and because of the economy and impending healthcare reform; state and federal government support has been drastically reduced. State hospitals are forced to make organizational changes based on the amount of funds received. The primary challenges facing healthcare leaders in the years to come will be getting results and a focus on getting it done faster. Leadership of toady is comfortable with standard methods and manual processes that function on age old techniques.
Times are changing and the world is no longer operating on manual mode, it has shifted to rapid innovation and therefore, healthcare leadership has evolved to more than just the way things use to work. Changing culture and how people are influenced is going to be essential when implementing new vision, technology and long term goals. Leadership competencies that will be needed to deal successfully include: human resource management, decision making and problem solving, innovation and creativity, strategic and critical thinking, influencing and empowering others and technology management.
The healthcare organization is focused on the humanitarian needs of the community and public hospitals are organizations that are funded by taxes and the government. The focus in corporate America however is all about the stakeholders, money, status quo, image, and power. In healthcare success means the power to influence for a better world. While the demands may weigh the same, the bottom line changes the way I personally want to succeed. In corporate America I wanted to be promoted for money, but in healthcare I want to be successful to create social change.
The aspect of success has a far greater meaning. My personal experiences in corporate America left me feeling insecure and ashamed because I was an African American woman who didn’t carry the right credentials. I wasn’t from the corporate world, so how could I make it better? What enabled me to move up the ladder was pure ATTIDUTE! I was always smiling, respectful and dutiful to the departments I worked under. I showed leadership through my ability to respond to people. When leading projects I used participative leadership to include and empower people for positive results.
Running Header: An Analysis of Leadership Theory; Personal Leadership Definition; and Personal Progress as a Leader An Analysis of Leadership Theory; Personal Leadership Definition; and Personal Progress as a Leader Maureen Gaffney Emmanuel College Abstract The objective of this paper is to compare and contrast theories between Kouzes and Posner, authors of Leadership Challenge, theorist Peter F. ...
I had the ability to pull people together and it was because I had developed and maintained solid relationships with people and always tried to keep groups and management informed. In the non-profit/public sector, leading seems to come more natural than just managing, but the transition to move from an achievement oriented mode to laissea-faire mode causes difficulty. While I possess strong interpersonal skills, I am extremely results oriented, a learned behavior from corporate America. I move quickly and strike while the iron is hot.
This leadership style doesn’t always work in the nonprofit or healthcare sector, they are much more laissea-faire. In 2004 I left a corporate position and began working for a non-profit organization. Within six months I was promoted to Director of a community program and after a year in half, I created two new programs that were gaining in visibility. One day I was called into the President’s office and he politely told me I was moving too fast and needed to slow down. Two months after that he commanded that I stop working on new projects. I experienced similar results in the healthcare setting as well.
I have found that some healthcare organizations are hesitant to change while corporate America embraces change. The leadership styles in corporate America are much more aggressive and progressive than healthcare and there is a difference in leadership behaviors. Healthcare has a tendency to be comfortable with traditional leadership styles. Traditional would be described as charismatic and bureaucratic leadership. The traditional leadership style is based on the belief that power is bestowed on the leader based on the traditions of the past (Money-Zine. om).
To be a leader there are no set guidelines. Everyone can be a leader in there own special way. Individuals have traits and knowing the strengths and weaknesses will help a leader to grow and shine. Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. I have strengths and weaknesses and others do too. I try to lead with my strengths and work ...
The characteristics of the traditional style include: • Leaders are viewed as having control and power because those holding the position before them had control and power • Leaders are followed because of personal loyalty to the position, not the leader • Followers are promoted based on favoritism and office politics Although these theories may have become outdated with the change of time, their methods have been effective in how they influence people and processes.
When we look at how research studies leadership and its effect on an organization. Much of the results are varied opinions by researchers and present them to be complicated. Over the centuries, the whole purpose of research was to figure out the effectiveness of leadership and determining behaviors, skill sets, how well a leader handles situations, meeting goals and objectives in an organization and how well a leader can influence others. Because leadership has so many different meanings to people, some theorists question whether it is even useful (Yukl, 2006, p. ).
Nevertheless, power and influence is viewed as important not only for influencing subordinates, but also for influencing peers, superiors, and people outside the organization, such as clients and suppliers (Yukl, 2006, p. 14).
Overall, power and influence are the foundational factors that can lead any organization to success. With power and influence in effect an organization can: 1. increase employee participation in the decision making process 2. improve communications and the way information is accessed 3. allow people to build relationships 4. lleviate any power struggles with management and subordinates 5. increases job satisfaction 6. leverage relationships to maximize resources Success for a leader/manager is very important and their ability to conceptualize leadership can have a profound effect on a healthcare organization. Conclusion Dwight D. Eisenhower once said, “Leadership is the art of getting someone else to do something you want done because he wants to do it. ” I believe if you can get people to do the work because they want to, you are halfway there in leading people and managing resources.
... and formalities, how does a leader gain the loyalty of the organization's members? How does a leader influence others to voluntarily commit to ... to the hard fact that leadership can no longer be defined by the effective management of people and systems, but most importantly ... in the work it takes to see a leader's vision materialize. '... the real power of a vision is unleashed only when ...
Leadership is an art and regardless if it is managed in a healthcare organization, a company can grow and reach its highest potential. Discovering great leadership is hard to come by, but it is attainable with the right skill sets and an organizational culture that fosters participation and is open to creativity and change, so our best resources can be managed effectively. References Chitwood, R. (2003).
Lack of leadership is why companies are hurting, Retrieved September 19, 2010 from http://maxsacks. om/articles/article0803. html Colvard, J. (2003).
Managers vs. Leaders, Retrieved September 19, 2010 from http://www. govexec. com/dailyfed/0703/070703ff. htm Johnson, J. A. (2009).
Healthcare Organizations, Theory, Behavior, and Development. Sudbury, MA: Jones and Bartlett Publishers Traditional Leadership Style, Retrieved September 19, 2010 from http://www. money-zine. com/Definitions/Career-Dictionary/Traditional-Leadership-Style/ Yukl, G. (2006).
Leadership in Organizations (6th ed. ).
New Jersey: Pearson Prentice Hall