Ob - Case Analysis - Superstar Leaders

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

As his supervising physician, it was a pleasure to have the opportunity to teach Saad. He is a hard working, confident, smart and very humble individual. He is a very diligent student who goes above and beyond the expectations of a student. My patients often expressed their enjoyment of their interaction with Saad as he showed great interest in their conditions and treatment outcomes. He is one of those people who has a natural

The respondent said that the establishment of a medical centre requires many different role and function of the people to join the team, who come from different backgrounds and different training environments. When established the medical centre, there are many people who want to work together with different goals and purposes, such as people with individual interests and profitable purposes. Therefore, this leader must be very clear the goals and objectives of this medical centre, in order to carefully selected cooperation partners and team group. This leader believes that as long as the same goals and vision, leading everyone to work together will become less difficult (Fioravante, 2013; Gregory, 2013; Winning leadership traits, 2008).

In pursuant to that aim, I began my studies at the Indian Institute of Management post completion of medical training. The exposure to the various components involved in running a professional organization, such as human resources or operations, aided in developing a more nuanced and holistic viewpoint concerning healthcare. The exposure to a culture of task execution that relied on a team comprised of individuals with multifaceted talents helped advance my understanding of harmonization in group dynamics to maximize outcomes. This spurred the realization that the physician may be the spine of healthcare, but the spine cannot be functional without the entirety of the skeletal

Ashraf is a self motivated, hard working individual who displays excellent interpersonal and clinical skills essential to primary care. He was well liked by the elderly patients and always went out of his way to do extra work as he volunteered additional hours on weekends to make house calls and worked extra hours in nursing homes caring for the terminally ill patients. He demonstrated

As a Healthcare administrator there are many different challenges to be faced. Being the backbone of any company in general is a hard but rewarding task. On a day-to-day basis healthcare administrators have to deal with the bulk of the problems wherever they work. The people in these positions deal with things ranging from unethical doctors, to hiring and firing the janitor. The topic this paper is going to focus on is the type of issues healthcare administrators deal with when going through the process of employment for their doctors.

While volunteering at St. John’s Hospital in Oxnard, California I had the opportunity to work alongside many allopathic physicians. Although many of these physicians were highly qualified, I always felt there was something missing. Shadowing Dr. Wolfsohn offered more than just a glimpse at physician related work and lifestyle. This experience allowed me to discover what I had seen missing in so many allopathic physicians. I call this missing piece, “the human side.” While working with Dr. Wolfsohn, I saw a repeating theme that strongly resonated with me. He treated the patient and not their disease. These patients received his methods well and appreciated his genuine concern as he treated them with dignity. In Dr. Wolfsohn’s office,

Social awareness of the doctors has made them dedicated to their job. Since other stakeholders are delinked from the problems that face the public, the doctors have to stand in and ensure that they do their best to preserve the heath of the people. Both books demonstrate that doctors are dedicated to their jobs and invest more energy and

The source of these problems seems to be coming from two areas in Interwest Healthcare. The first area is the miscommunication that the hospital administrators are having with upper management. The hospital administrators and upper management are not only having miscommunication issues but they also do not share the same role expectations with each other which is creating tension. “The hospital people accused Singh of being a bureaucrat who did not care about patient services. Singh accused the hospital staffs of not understanding the importance of accurate reporting” (Brickley, Smith & Zimmerman 2009 p. 38). The

In order for the health service to achieve the delivery of high quality, safe, effective care; successful leadership will be required at multidisciplinary level throughout the organisation (Health Service Executive 2009). Research on leadership has revealed an optimistic affiliation with improved patient safety results, salubrious work environment (Shirley 2009), job fulfilment (Sellgren et al. 2007), reduced staff resignation rate,

A leader can be defined as a person who has the ability to influence people to achieve certain goals. According to Marcus & Huston (2015), it is very important to understand that a job title does not make a person a leader. Only a person’s behavior can tell us if he/she holds leadership role (p 34). To be a leader, a person must be able to be in front of everybody, taking risks, inspiring other’s actions, advocating for others. The next interview will underline how the manager on medical-surgical floor is working to achieve a better quality of work on her unit, and also, how she is leading her staff in maintaining a safety environment for the patients and for the staff, too. It is well known that teamwork brings the most satisfying results. Therefore, in order to implement a plan, a leader must have a united and dedicated team.

Inadequate or inefficient leadership can act as a catalyst for implementation failure in majority of proposed changed in the healthcare industry. Additionally, leader team that is not a representation of the organization or its diversity can also jeopardize the integrity of the project, and will eventually lead to an epic failure.

A cardiologist at the Southeastern Pennsylvania University Hospital by the name of Alan Kendricks had recently been promoted as medical director. Within this new promotion, he brought with him great change. The medical director before Alan had a laissez-faire approach, while Alan had a more interactive approach to leading. Although Alan came with great credentials, the medical staff Alan was now in charge of was timid of this new change. A few employees who were not too keen on the new changes, abandoned ship once they heard of the change in leadership and the changes that were about to come.

The leadership and management dynamics of a physician run organization are complex and challenging. The biggest challenge is managing the differing opinions and perspectives of multiple physician owners. Up until recently, I have viewed my role with the physician owners as passive. My approach was to provide guidance with operational and strategic decision making and essentially let this group lead themselves. By shifting the style of my interactions with the physicians to a more active leadership role, I hope to improve the relationships and interactions within the physician group. These improvements will lead to a more positive organizational culture, more engaged employees and improved patient satisfaction. My vision is that by starting at the top of the organization any positive strides gained in improving the dynamics of the physician group, will have a trickle-down effect on the organization. Finally, championing this process will involve honing and fine tuning my own leadership skills.

Dr Vin Diwakar, Medical Director who main responsibility is to provide a good and strong leadership in the improvement of clinical research his responsibility might also be to make a strategic programmes for the future to improve GOSH e.g. he might suggest to make some event to collect money for more rooms in hospital to help more children because the hospital has not enough places and the number of children which need help increases.