Article Critique – Minimizing Deviant Behavior in Healthcare Organizations: the Effects of Supportive Leadership and Job Design

How can we ensure that effective healthcare leadership is incorporated in today’s organization? While continued reports exist of organizations struggling to stay afloat, research has indicated that healthcare organizations are lacking in effective styles of leaderships. With fast approaching changes with mergers and acquisitions, many healthcare organizations have chosen to restructure their facilities to accommodate the rapid growth in the industries crisis of inadequate leadership in organizations. In fact, numerous reports have surfaced depicting growing needs for organizations to change their current leader’s roles to help improve the potential success of developing effective leadership.

Effective leader experiment and take risks regardless of small failure, error or mistake to make a change (Kouzes & Posner 2011). They must ensure that all the staffs get chance to improve and upgrade their existing knowledge, skill and improving their competencies to provide evidence based care (Nicol 2012). This ultimately lead to a greater accomplish, development and progress in a health organization through incremental steps and small wins (Careau et al. 2014). They must have feedback session with staff, patients and family members regarding organization. So that they can identify good and bad things that are hindering success of an organization and act accordingly and minimize negative things (Teixeira et al. 2012). Leader must create a culture to recognize reward and praise risk takers. So that members can be motivated towards progressive activities in an organization. This all leads towards progression, development of health organization resulting high standard qualitative healthcare (Sarto& Veronesi

Motivation provides individuals the drive to behave and act in a certain way in order to influence their work environments (Robbins & Judge, 2014, pp. 35-36). When employees are able to influence their work environments, they can make a psychological identity with their organization that provides a sense of purpose, or meaningfulness, to their existence in their job performance and involvement (Robbins & Judge, 2014, pp. 35-36). Thus, providing employees with a higher level of job satisfaction. To promote higher levels of job satisfaction, involvement and performance, managers will utilize motivational strategies to encourage their employees to perform certain tasks (McCoy, 2012, p. 2). However, managers are recognizing that traditional incentives are no longer providing the results of behavioral physics in their organization (McCoy, 2012, p. 3). To address this dilemma, managers are looking at motivational strategies where the incentives psychologically empower their employees in their daily activities.

All organizations aspire to be successful in this era of rapid development where the market is very competitive. Therefore, there is a need for them to motivate their employees since they are a critical strategic asset for dealing with such competition. Employees’ motivation can be described as the psychological process that causes workers to behave in a positive manner thus improving their performance behavior (Townsend, 2002). Companies irrespective of their size and market should strive to retain their best workers, acknowledging their significant role and influence to the organizational effectiveness. To achieve this, firms should create a strong and positive relationship with the workers. From the data obtained from various researches, it is apparent that employee motivation improves performance through reducing absenteeism as well as increasing renovation among workers (Norsworthy &Zabala, 1990). The relationship between motivation and performance is clearly depicted in Southwest Airlines Company where the firm invests on its human resource to improve its productivity.

Leadership is a difficult task, by which a person impacts others to accomplish an objective. While this is a challenging situation in any field, it is of extreme significance in the healthcare setting, where quality of service, trust, and ultimately people's lives are dependant. In addition, leadership-- whether it be positive or

Quality improvement, patient safety, and cost containment are some of the key focuses of the Patient Protection and Affordable Care Act (PPACA) in 2010. Therefore, many Healthcare Organizations (HCOs) were confronted with the challenge of changing their organization behavior, so that they can deliver a safe care without compromising on qualities and increasing on expenditures with each care delivery (KPMG Healthcare & Pharmaceutical Institute, 2011). The purpose of the paper is to discuss a HCO’s transformation challenge, its subsystem within a larger system, its culture and climate, its leadership style, its assessment based on Collin’s Good to Great, and its readiness for change in today’s complex environment.

Burnout is a pattern of emotional, physical, and mental exhaustion in response to chronic job stressors. It is a disorder characterized by emotional exhaustion, depersonalization and a low level of personal accomplishments, which primarily affects people who are dealing with other people in their work (Maslach, 1982). Burnout develops due to the persistent emotional strain, which is the result of dealing with other people who cope with serious problems. Thus, burnout could be considered as a type of professional stress, which results from the social interaction between the person who provides

White, K., & Griffith, J. (2010). Operational leadership. In The well-managed healthcare organization (7th ed., p. 92). Chicago: Health Administration Press.

Christina Maslach and Susan Jackson are the most well documented researchers on burnout and the most frequently referenced in the literature. Maslach and Jackson (1981) defined burnout as consisting of three component: overwhelming emotional exhaustion, depersonalization, and reduced personal accomplishments. The feeling of being overworked/overextended and drained of physical and emotional resources is at the core of emotional exhaustion. Depersonalization refers to a cynical, negative attitude towards people one is interacting with (coworkers, clients, etc.), and excessive detachment and emotional numbing from the various aspects of the job. Feelings of emotional exhaustion subsequently lead to depersonalization. Depersonalization is a protective state of cynicism that spurs dissonance, either cognitive or emotional, with others as a coping strategy for work demands and exhaustion (Halbesleben & Buckley, 2004). Reduced personal accomplishment (also referred to as personal efficacy) refers to the feeling of ineffectiveness, unproductiveness, personal incompetence, and lack of the feeling of accomplishment on the

According to Frates (2014), Mr. Edwards understood that the physicians played a critical role in the organization and could possibly assist in the plan to control the hospitals cost. However, allowing the new COO to terminate the employment of Dr. Harris (hospitals radiologist) without calling on the physicians to analyze the problems and perhaps recommend any solutions that would be beneficial in cutting cost and did not show good leadership power (Frates, 2014). As evidenced within this study, the way that leaders and individuals in positions of responsibility handle themselves in turbulent times is crucial to any organization and leaders must understand how to use power judiciously when making decisions that would determine the organizations success (Frates,

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It is not uncommon for some leaders to have their personal goals overshadow the goals of the organization, and at the end of the leader’s tenure, there are often negative consequences for both the employees and the organization (Harvey, et al., 2007). Certainly, this reversal of objectives can be seen in the political arena as well, where leaders seek a leadership position to promote their own personal ambitions, which often generate substantial material gains (Harvey, et al., 2007). In addition, leaders who have negative and destructive leadership tendencies by taking advantage of their positions tend to take their organizations toward destruction (Reed, 2004; Pelletier, 2010). On the other hand, followers’ behaviors can cause the creation of toxic leaders when they attribute divine powers to leaders due to their desperation and hope that this leader will act like a therapist and alleviate their concerns (Lipman-Blumen, 2005b).

Motivation in the workplace is one of the major concerns that managers face when trying to encourage their employees to work harder and do what is expected of them on a day-to-day basis. According to Organizational Behavior by John R. Schermerhorn, James G. Hunt and Richard N. Osborn the definition of motivation is "the individual forces that account for the direction, level, and persistence of a person's effort expended at work." They go on to say that "motivation is a key concern in firms across the globe." Through the years there have been several theories as to what motivates employees to do their best at work. In order to better understand these theories we will apply them to a fictitious organization that has the following

Kahn, 1990; Lawler, 1986). This paper analyzes motivation theory and identifies solutions to questions such as...(1) what is motivation and/or employee involvement, (2) how does motivation affect employment involvement, (3) what affect does employee involvement have towards increasing organizational effectiveness, and finally (4) what needs to happen to change the trajectory of low motivation and employee involvement.

Industrial/Organizational (I/O) Psychology is devoted to the study of employee behavior in the workplace and understanding the issues facing organizations and employees in today’s complex and ever changing environment. Motivation refers to the set of forces that influence people to choose various behaviors among several alternatives available to them. An organization depends on the ability of management to provide a positive, fostering and motivating environment for its employees in order to increase profits, productivity and lower turnover rates of its employees. The purpose of this paper is to discuss and compare six academic journal articles and explore the behavior, job, and need based theories of motivation that can aid management in motivating and understanding their employees. Finding that delicate balance to can sometimes be elusive so effectively learning how to motivate by understanding, controlling and influencing factors to manipulate behavior and choices that are available to employees can produce the desired outcome.