Clinical Leadership Analysis

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

In considering leadership traits all specialty administrators, it is important to understand there is no one size fit all model for leadership. For example, what works well at Southwest may not necessarily work well for the Marriot brand, but there are some core fundamental values of leadership that should be established regardless of where one is leading. The traits for great healthcare leaders follow the model of authentic leadership. Authentic leaders realize it’s not about them, they have integrity and great compassion for people. A key for successful leadership for LTC administrators is being able to build a great team. Authentic leaders understand the importance of creating a healthy work environment that fosters mutual trust between staff and leadership. Mirroring a model that exhibits a healthy relationship between leadership and staff also disseminates to the relationship between the staff and the patients. Another factor, in authentic leadership is leading by example; transformational leadership creates a culture in which employees feel empowered and encouraged to freely discuss and try new things (Northouse 2013,pg 200). LTC administrators who encompass these traits have the ability to take a group of individuals, address their needs, interest and commitment and bring them together to follow the common organizational goals (Wong, Cummings

As a result of my versatile work experience, as well as my community and organizational involvement, I have learned the importance of being a team player in order to perform effectively and efficiency. Having exposure to multiple clinical rotations in variable institutional settings has enhanced my time management skills, multi-tasking ability, and effective communication to both diverse patient populations and fellow practitioners. These qualities, along with my genuine enthusiasm and empathetic passion to help others, will allow me to become an integral component to your residency team.

It is the intellectual challenge every day and the opportunity to provide continuous care for the patients that make internal medicine extremely appealing to me. I believe that with the knowledge that internal medicine residency would provide me with; I could address the patient’s emotional needs as well as their medical needs. I have been inspired by my attending during my rotations. I rotated for two months with him, during which I realized that in spite of the limited time he had, he always took the time to explain and give support to his patients. He had to manage inpatients as well as ICU patients simultaneously, but he always knew how to manage the patients and support their families in addition to teaching us.

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

Transformational leaders are those who praise others for their work and show them how gladly appreciated they are. D.G encourages the health care members on her floor to achieve all their goals while on shift and also reward them for a job well done. She has also built many strong relationships with many nurses and physicians which she is considered highly trustworthy. Her leadership involves promoting group collaboration, nurse empowerment and increasing job satisfaction. A transformational leader displays various components. “Transformational leadership is composed of four main elements: “individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence” (as cited by). D.G meets the needs of the nurses

Leading a health care organization comes with immense responsibility and is not an easy task. Transformational leadership has proven to be an effective leadership style in the nursing profession, demonstrating a clear mission, a commitment to excellence, and the ability to motivate and lead others to higher levels of achievement (Schwartz, Spencer, Wilson, & Wood, 2001). Characteristics and qualities of an effective leader include

This experience is meant to act as both training and knowledge, and puts residents into direct contact with other residents, patients, doctors and nurses, and the family members of those that depend on quality care. Although residents will be making decisions and actually treating patients, there is always someone “senior” to ensure that things are done properly and in the best interests of those involved. The goal is to provide residents with the experience necessary to allow them to be successful when they practice on their own, but this comes at a

I truly enjoy taking the time to get to know each of my residents on a personal level. I am always curious about their interest or if they have any special talents. I like to think my residents see me as a reliable support system always ready to give a word of advice or just some encouragement. When my residents were stressed with finals, bad grades, their relationships, or they just needed someone to talk to I always made myself available.

The third and last section of the IOM report that will be discussed is on “transforming leadership” key message # 3 of the IOM report states, “Nurses should be full partners, with physicians and other health professionals, in redesigning healthcare in the United States.” The committee is calling for a new type of leadership, one that involves collaborating with others and working together as partners showing mutual respect. This style of leadership has been shown to improve patient outcomes, reduce staff turnover, and reduce medical errors. (Gardener, 2005; Joint Commission, 2008; Pearson, 2007) For the needed changes in the U.S. healthcare system to take place all nurses from nursing students through Chief Nursing Officers must develop competencies in leadership and become partners with physicians and others to improve our healthcare system and delivery of care.

The intent of a leader is to implement change, instill inspiration, orchestrate collaboration, and empower their followers to go beyond their limitations. Nurses are leaders who strive to improve the overall quality of patient care by leading those around them to participate in the vision of the corporation. He or she must be fully aware of the organization’s philosophy, clearly state its expectations, and possess the ability to develop well-versed and quality leaders (Tinkham, 2013). Every health care organization possesses a vision, a mission statement, and core values that every member functioning under that union must adhere to. Goals, achievements, and adjustments are essential to ensuring that the vision of the organization is being met and evaluated for positive outcomes. However, getting workers to believe and abide by the vision of the facility calls for effective and stimulating leaders. According to Schwartz, Spencer, Wilson, and Woods (2011), “Success in the workplace often is contingent on a leader’s ability to effect positive change and inspire others to higher levels of achievement” (p. 737).

A transformational leadership style along with good communication skills can be used to manage the multiples issues Hartland Memorial faces. “Transformational leadership involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders, and reward learners” (Hellriegal & Slocum, 2009, p. 301). Elizabeth and her associates should have the necessary qualities of a transformational leader; integrity, accountability, and motivation, so the staff can identify with them. The nurse manager could give nurses opportunities to demonstrate and experience leadership in their profession on a regular basis. Effective leadership is critical in delivering high quality care; equally

“Leaders in health care should be upfront and leading by example to demonstrate their leadership abilities and assist with health care duties and responsibilities. A good leader says let’s go and gets things done instead of waiting for others to get them done. He must be in the front line seeing patients and managing the health care duties that makes their health care practices successful. An efficient leader must understand every-ones roles and responsibilities in order to appreciate what everyone does in the practice. Appreciating what each employee does for the practice is key to

As the healthcare industry continues to evolve, it requires people who attain great leadership qualities. The success of an organization depends on employees that can inspire people around them to achieve greatness and deliver quality care to the patients. Being in the healthcare industry, we have seen many changes recently. Therefore, by having a person with leadership qualities to guide others through these changes, while maintaining an organization that can deliver quality care is indispensable.

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months