Situational Leadership In Health Care

The challenge is to focus the KSAs of organizational leaders and to empower the total organization to reach its strategic vision while competing successfully in an industry that constantly changes. Consistency of management and leadership at all levels of a health organization are paramount in this model due to the increasingly dynamic nature of the healthcare environment and global market. Like PAARP, DCL is used as a sequential system to lead and manage, whereas the reframing model is more episode specific. The DCL Model is intended to fit within the situational and transformational leadership paradigm with an emphasis on organizational culture development. Leaders shape culture through attention, reaction to crisis, role-modeling, allocation of resources, and selection and dismissal criteria (Ledlow & Stephens, 2017). Leadership in this model is recognized at the personal level, the team level and the organizational level. Both descriptive (model constructs) and high level prescriptive (process constructs) of leadership and management of resources are

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).

The key to the success of a healthcare organization is defined by the many qualities and attributes its leaders possess when overseeing patient care. Such care, whether executed at the micro, meso, or macro level, can be beneficial to an organization, or results in the failure when change is inappropriately addressed. A strong leader is one who can manage change, and direct care throughout all the numerous levels of an organization by utilizing values that are a reflection of the bureaucratic thoughts and principles, or the complex adaptive system.

The Situational leadership theories states that “a leader emerges to fit the situation” (Kreitner and Cassidy, 2011, p.399). In other words, different people will take the lead in various situations that will subsequently require different skills. Al-Sawai (2013) argues that the ever changing elements present within healthcare would benefit from leaders encouraging their subordinate leaders to develop and adopt diverse leadership styles to suite different conditions. This leadership style may be suitable for adoption by unsuccessful leaders because it allows them to adjust their leadership style to deal with more fluid circumstances.

Situational leadership has very little in common with the other models mentioned herein. This model revolves around the leader changing leadership behaviors to meet the needs in relationship to the follower (Kouzes, 2003, p. 111). The difference between situational leadership and charismatic, servant, and transformational leadership is the lack of an organizational vision and the empowerment of the followers. Situational leadership uses followers based on their readiness level that relate to their ability and willingness to complete the task (Wren, 1995, p. 208). This aspect coupled with the leader’s task and relationship behavior is used in relation to the

There is two main current leadership theories has been identified which is: transactional leadership and transformational leadership (Bass & Avolio, 1997; 2000). Leadership style in within organizational, such as health care, which is measured by understanding the relationship between management and planning, change operation, and organization structure. Traditionally, the transactional leadership has been widely practice in a bureaucratic organization (Burns, 1978). Bureaucratic hierarchy power structure, transactional or autocratic style is used to practice at ward X.

The healthcare industry is experiencing unprecedented change generated by multiple external forces including “Obamacare,” electronic medical records, an aging population, and mergers and acquisitions (Goretsky, 2012). These unprecedented changes along with the needs of the patients, staff and operations place significant demands on healthcare leaders. In most cases, physician leaders receive little to no leadership training in medical school resulting in a need for organizations to provide leadership learning to address current and future strategic and operational issues. Traditional leadership development programs may be inadequate for the workforce of the future. Organizations need to identify potential leaders earlier and accelerate them

Situational leadership is a leadership model, which has been large influenced and moulded by its early developers Ken Blanchard and Paul Hersey. In this section we’ll examine the early development of the theory in late-60s to 70s, before looking at how the leadership model has evolved from the early inception.

Healthcare is constantly changing and becoming more complex. Organizations persistently face unknown changes that require adaptive and flexible leadership. This type of adaptive leadership is referred to as “transformational”, which motivates followers to transform their organization’s values, beliefs, and behaviors. Transformational leadership is a theory that focuses on the leaders who are minded to accept change, guide, and reward staff, understand its role within the organization, and work toward developing a self-aware staff that is not afraid to take risks to improve (Finkelman, 2011). Transformational leaders have the ability to clearly articulate a vision of the future. In today’s unpredictable healthcare environment, successful

This paper is to define the definition of leadership, and how its breakdown of various leadership styles and theories. I will also focus on more than one leadership style on what is to believe the best aligns thoughts of what leadership should mean. The leadership style is a mixed character of leadership that combines the transformational and servant leadership theories in to Healthcare. An evaluation is made of the learner’s leadership characteristics and how they would enable the learner to better serve his community of professionals. The paper will also identify and evaluated the tenets of ethical leadership as well as those of diversity and inclusion in the workplace.

Situational leadership theories state that a leader emerges to fit the situation, (SOURCE). Different people will take the lead in various circumstances that will subsequently require different skills. (SOURCE) argues that the ever changing elements present within the healthcare settings would benefit from leaders such as managers encouraging subordinate leaders to develop diverse leadership styles to deal with different conditions.

The Situational Approach is a leadership style that essentially focuses on leadership in different situations. "The premise of the theory is that different situations demand different kinds of leadership" (Northouse, 2015, p. 92). The idea is that in order for a manager to be successful in all situations, he or she must be able to adapt. "Effective [situational leadership} managers provide individual followers with differing amounts of direction and support on different tasks and goals, depending on the follower 's developmental level" (Avery & Ryan, 2002, para. 5). Situational leadership can be broken down into four categories that combine supportive and directive behaviors. They are a high directive-low supportive style (directing approach), high directive-high supportive style (coaching approach), high supportive-low directive style (supportive approach), and low supportive-low directive style (delegating approach) (Northouse, p. 94-95, 2015).

Situational leadership is an effective way to lead a task, project, or operation. Leaders must observe the behaviors of the employees to determine the appropriate amount of guidance and direction that is necessary to help them excel. The readiness exhibited by the employees determines the amount of direct guidance and development that is needed in each situation. The employee’s maturity and ability to direct his or her self within the organizational structure are taken into great consideration. In most cases when an employee is capable of completing the work they are assigned the less direct leadership they will require.

Over the years, scholars and management theorists have developed several leadership styles that they have prompted people to apply and try to adopt. However, most of these theories have shown different shortages. Typically, none of these styles has proven to work best in diverse situations. In the late 1960’s, the Situational Leadership Model was developed. In this paper, I will discuss the details about the situational leadership model. More specifically, the paper starts with a brief introduction of what the situational leadership model is about and a history of its formulation. A framework of the model will follow after which a discussion about the strength and weaknesses of this model will shortly follow.

. Leadership style is an approach of providing direction, implementing plans, and motivating people. There are many different leadership styles that can be exhibited by leaders in the political, business or other fields. Different types of leadership styles exist in work environments (Johnson, 2014). In particular, for leader positions, they need to hire people who bring the greatest benefit to the company the most effective way. Leader must select the appropriate of leadership style to make sure the enterprise constantly improves its performance. With that in my goal, the objective of this report is to analyze the leadership style of Mountain West Health Plan Inc. and give recommendation for business to develop better.