Small Hospital Transformation Case Study
1. Consider the factors from the situational leadership theory outlined in Figure 13.4. Apply these factors to Jacobs and Windber.
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 The outdated nature of the Windber facilities would call for strong, central and transformative leadership.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)
The text here identifies four distinct types of situational leadership, indicating that Directing, Coaching, Supporting and Delegating are all viable incarnations of situational leadership. In the case of Jacobs, this leadership is of a Directorial orientation, largely necessitated by the