Case Study 9 Transitioning To New A Leader

In the case that was presented in this week’s case study, the focus was placed on St. Michael’s Health Centre, the CEO of 7 years, Kevin Cowan, and the transformative culture due to a change of leadership styles. Prior to Cowan’s reign as CEO the work environment was hostile, unproductive and combative. The efficiency was at an all-time low and was hemorrhaging money at an accelerated rate. During Cowan’s time at St. Michael’s Health Centre (SMHC), he was able to encourage the repair of broken relationships, raise morale and transformed the business into a working and successful one. The stakeholders involved covers a wide range; the most obvious being the employees of St. Michael’s Health Centre and the customers they serve, but it also influenced the health care unions, Chinook Health Region (CHR) employees, the media and the family and friends of patients being cared by SMHC. With the increase of employee morale, one can also argue that those affected would also reach the family and friends of SMHC’s employees and the community as a whole.

Connie Clerici is a registered nurse who started out as a critical care nurse that specialized in pediatrics and the intensive care unit. Clerici left the hospital setting looking for a new career path, and was asked to help relocate children from The Christopher Robin Home for the Children, which was being closed for euthanasia allegations (Cavanaugh, 2012). So, her new role required her to help place children into a safe community setting which accommodated and cared for the children’s complex health needs. Clerici was also responsible for purchasing nursing services and in her opinion found below average nursing care (Cavanaugh, 2012). Throughout this time Clerici believed that she could be doing more for these children and after three

The adaptability of healthcare industries in an evolving world of change requires dynamics to identifying weakness and distinction. Often times, these organizational modifications mirror changes in the society. They are inspired by collective experiences, perceptions, norms, values, economics and political forces at a given particular period (Thomas, 2014). The purpose of this paper is to explore the organizational structure and leadership style of Greater Baltimore Medical Center (GBMC), identify its culture, mission, values and goals. The complex adaptive system, level of greatness and readiness for change will also be addressed.

In order to develop strong leaders throughout the nursing industry, one must encompass various traits from all types of leadership theories. Of the many different theories, transformational leadership has a heavy impact in creating a strong and successful leader. Strengths Finder 2.0 guides individuals into focusing on developing themselves through their strengths instead of trying to fix their weaknesses. In doing so, individuals are able to develop natural talents in a way that creates a higher achieving workplace. This paper will explore the use of applying transformational leadership focused on developing strengths and how it can be applied to nursing as an industry, in personal practice,

Throughout time, many books and papers have been written to study the birthplace of leadership failure, its causes, results, and ultimately, the best way to oversea these situations to avoid future failures. Some leadership experts, may argue that the best way to learn how to lead, is to study successful leadership outcomes and more importantly, how former miscalculations were committed and as a result, what gran plan was used that resulted in the leaders turnaround success. To be a great leader, the individual has to be cognate of what elements, including external and internal impact, resulted in their failure, as well as, how to avoid leadership oversight in the future. In this paper, I will attempt to do just that, as I will incorporate the transactional and transformational leadership theory from this course and apply them to the leadership failures of one of the most entertaining leadership failures of all time: the DeLorean Motor Company.

Thompson and Strickland (1999), conducted a study to see difficulties faced by healthcare managers in a constantly changing environment and if they have strategic

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,

Several key learning points may be derived from this case study. The most important objective is to understand the many and challenging problems in implementing a large-scale change within a health care organization. A disruption of current trends and practices needs a strong leadership presence that can help see the larger picture and direct the flow of work in the right direction. A second object of understanding the financing and human resource issues involved in this case study are also implied as attaining cost savings appears to be very important in this environment. The third objective is to identify ways

Delivering quality care to patients is the focus of medical centers and their staff. Patients, along with other entities, are the customers of the healthcare system. Making sure patient’s needs are met is the focus of healthcare system. The case of Hutheson Medical Center discusses turning around financial losses with a patient-centered goal. “In response to deep financial losses, migration of patients to competitors in the region, and lagging staff morale, the Board of Directors replaced the hospital CEO in September 2005” (Edwards, J. 2008). Replacing the leaders of a business it typically the first step to in response to financial losses. Patient dissatisfaction is tied to revenue because the patients are the customers in the healthcare

For more than half of my career I have worked the off shift and have always felt that a greater presence of nursing leadership would be beneficial for the organization as well as the individual. I believe that the transformational leadership is the best model to bridge this gap since one of the key components of a transformational leader "is vision and the ability to communicate that vision to others so that it becomes a shared vision. This shared vision between the follower is translated as inspiring movement to achieve a common cause or a common goal for the organization" (McEwen & Wills, 2014, p. 363). When the night shift nurse is engaged in committees, education, and unit-based councils they feel “respected, valued and involved, have a higher morale, higher job satisfaction, and tend to stay in their jobs" (Claffey, 2006, p. 44).

Post by Day 3 your explanation of the strengths and weaknesses of the dyadic relationship in LMX Theory. Explain the impact these strengths and weaknesses might have on leadership. Compare LMX Theory to Transformational Leadership. Explain the relationship between the characteristics of LMX Theory and Transformational Leadership. Provide an example from your experience or one from the Learning Resources that supports your response.

Sullivan (2010) indicates that leaders empower, encourage, and support others in a shared effort to achieve goals or create change. Hence, as a early childhood educator our role has a great impact in achieving such goals. Indeed, a leader has desirable traits that inspires and motivates other to work towards a vision or goal. For the purpose of this paper, I will discuss my leadership style and explain how the style motivates and influences my environment and the importance to reflect on practice.

I have been requested to lead a Task Force to include myself and hospital staff, community leaders, and law enforcement. With the recent death of two intoxicated inmates and jail overcrowding, law enforcement are now giving arrestees an option of being transported to our local emergency room or to be taken to jail. Prior to the two inmates’ death, our hospital’s emergency room has not been involved with the issue of overcrowding jail cells. With this new implementation, our hospital and staff members have expressed concerns that we would like addressed. To resolve this conflict, I propose that we identify and analyze the underlying factors that have caused the change, for each of us to offer ideas to modify and change the current situation,

As my career advances, I have selected my preferred style of leadership. Transformational leadership suits my moral upbringing and rationalization the best. I prefer to set the example for my peers as to what is expected from all nurses instead of demanding duties to be completed. Thus, the staff can see that is not just them that have to accomplish excellent patient care and do all the hard work. Nursing is a team aspect and I am more than happy to demonstrate that everyone here must give hundred percent to their role in patient care. By setting the example, I am aware directly and immediately of the limitations of the staff, as well as, know what areas need to be improve at work. I desire for the nursing staff to believe in the mission and

The role of the leader is to deliver work through others, not to deliver the work