How Did Cowan's Predecessors Lead And Manage The Organization?

Within this case study, both Flora and Ida are leaders. However, Ida is a more effective leader than Flora. As previously mentioned, Flora is a new nurse manager who is struggling with her new role and Ida is faced with Flora not being an effective nurse leader for her unit. Flora failed to listen to her staffs and automatically made assumption as to why she thinks the staffs are suggesting a full-time RN is needed. Although she started the meeting with good intention, she was not an effective listener. Therefore, she was not successful in accomplishing what she set out to do.

Topic: Choose an aspect of the law and discuss this in relation to the role of the nurse. (Consent)

identify the educational preparation and role(s) of the clinical nurse leader (CNL) designation. Give an example of how the CNL influences direct patient care whether in a hospital or out in the community.

The case scenario regarding the Windber demonstrates the pressure facing many small hospitals with long ingrained but increasingly less optimal policies, procedures and operational strategies. The outdated nature of the Windber facilities would call for strong, central and transformative leadership. Using the Situational Leadership Theory, one could make an argument that Jacobs would be exactly the kind of leader demanded by the challenges ahead. According the Blanchard & Hersey (1996), situational leadership requires a leader with the inherent flexibility and versatility to shape strategies according to that which is demanded by both internal and external needs. As Blanchard & Hersey report, "leaders must first identify their most important tasks or priorities. Second, leaders must consider the readiness level of their followers by analyzing the group's ability and willingness. Depending on the level of these variables, leaders must apply the most appropriate leadership style to fit the given situation." (p. 1)

This paper will evaluate the leadership of Paula Wilson, President and Chief Executive Officer (CEO) of Valley Community Healthcare (VCH, formerly Valley Community Clinic). Established in North Hollywood in 1970, VCH’s mission is “to provide culturally sensitive, high quality primary care and integrated health services to those in need, regardless of their ability to pay” (Valley Community Healthcare [VCH], 2014). Its services include primary care, including preventive services and screening and treatment for chronic conditions; women’s health care and family planning; prenatal services; pediatrics; teen health care and health education; optometry; dental services; HIV testing, treatment, and case management; behavioral health

With the current healthcare reform, all organizations around the globe are aiming to redesign their operations. Healthcare systems, that use the omnibus leadership model, need to function in an environment in which the needs of society will have a positive reaction. Nevertheless, the dynamic culture leadership model argues that healthcare organizations need to always work in ways that they can definitely give services that the society can use (Kennedy et al., 2011).

In the healthcare field, there are forces that drive practice and develop change within an organization. There are both internal and external forces in which not one organization is immune to (Kotter, 1996). By establishing a vision of the company, a sense of purpose and direction is created, working towards change within the forces (Huyer, 2014). When people participate in a vision, they work towards a common goal and identify what needs to be changed in order to reach that vision. In this paper, a presentation of Banner Health will be discussed, along with its mission and stakeholders, driving forces, viability, as well as an analysis of forces, a response to change, a vision for change, and an evaluation of change.

Divinity Medical Center’s acquisition of Blancato’s Medical Center has suffered numerous difficulties from the onset. In this post-acquisition phase, the challenges have intensified as now absenteeism and staff turnover is at an all-time high for the facility. All indications point to the acquisition sitting on the verge of failure. Without immediate steps to rectify the issues, both facilities have significant reasons to worry regarding their continued viability. “Mergers and acquisitions are designed and executed to create growth, competitive advantages, technological acquisition, eliminate competition and more in order to create value” (Appelbaum, Roberts, & Shapiro, 2009, p. 34). A failed acquisition results in quite the opposite picture including increased staff anxiety, lack of trust, and increased turnover, all of which are currently occurring at Blancato’s Medical Center (Appelbaum, Roberts, & Shapiro, 2009, p. 41). Divinity leadership must take immediate steps to establish a leadership structure, develop a clear vision, and restore employee trust, to reverse the effects of the failed integration and propel both organizations towards a successful future.

Health care throughout the history has shown many changes. Every change brings in challenges in a workplace because change is more often met with resistance. It also brings in innovative ideas that steers the organization’s advancement and performance. The major motivation of change in this organization is to sustain a successful future in its continuum. For change to succeed, brilliant strategy, and clever implementation are necessary (Gandossy and Sonnenfield, 2004).

Health leaders can use different strategies to create a culture for change in the health organization. A health transformation leader would have to be able to create trust, admiration, loyalty, and respect from their followers through the leader’s actions, behaviors exhibited and persona exemplified. Once a culture of change is learned and the pattern is exhibited it is shared by the members about what is right and what is good. Health leaders should be able to develop a predetermined organizational culture

The nursing leader that I have chosen to do my paper on is Mary Adelaide Nutting. Being a nursing student she holds special significance to me because she was the first nursing professor. In this she paved the road for many nursing professors after her and educated many people on how to become a nurse. If it weren’t for her pursuing a professorship in nursing the level of nursing that is offered today might not have been this advanced or even exist. Throughout this paper topics that will be covered are the following responsibilities of the nursing leader, educational background, time spent in the nursing profession, organizations the leader is involved with, contributions made by the leader and ways the extraordinary leadership was exemplified by this amazing individual.

As a nurse executive at SLMC, I will incorporate transformational leadership and the nine-factors of full-range theory into my management of power. The nine-factors of full-range theory incorporates all of the elements from transformational theory, but also

Western National Insurance was a company in serious financial trouble, until they brought in a new Chief Executive Officer (CEO) in an attempt to turn around the failing company. The new CEO engaged the organizations stakeholders to understand their concerns and issues of the company, before making any decisions or changes. He was also self-aware and he understood the needs and motivations of his team, which helped him grow the employees, and the overall effect was an enhanced organizational capacity. By insuring stakeholder inclusion and being a transformational leader, the new CEO of Western National Insurance was able to motivate staff and turn the company around to be a profitable and excellent insurance company.

Shortly after the acquisition of PacifiCare by UnitedHealth Group (UHG), the differences in the corporate culture and leadership styles were apparent. No longer did the PacifiCare motto of “every employee matters” ring true. Large numbers of acquired staff were laid off and for those who were allowed to stay the motto practiced by many of the acquiring managers was more reminiscent of “we don’t need you”. For those trying to assimilate into the UHG organization, it was clear that the mission and values spoken by senior leadership were not what was practiced by many of the management staff.

The effects of the leadership of Mr. Jones has been mainly positive for the organization’s culture. There has been a shift towards trust and improved communication between employees and management where in the past it was a struggle. Employee morale has never been higher. He has made it an effortless transition when it comes to collaboration with management and floor staff which is a vital component when it comes to planning care for a patient. Projects around the facility run faster and smoother. Mr. Jones has made employees believe in his vision that Winter Haven Health and Rehab can become a five star facility. Employees are inspired by his drive and determination so much so that they are willing to go above and beyond the call of duty. At Winter Haven Health and Rehab the work life balance is amazing. We come together for each other in times of need and understanding. A nurse with three school age children was recently diagnosed with cervical cancer. The team raised money to provide her children with school supplies and uniforms for the upcoming school year all spear headed by Mr. Jones. His impact on Winter Haven Health and Rehab has been one of positivity, motivation, and inspiration. Anytime situations such as this occur at the facility whether it’s a sick employee or a patient in need, we come together as a team because that is what it means to be a part of Winter Haven Health and Rehab.