Vertical Leadership In Health Care

The most common styles she employs are democratic leadership, laissez-faire leadership, and shared leadership. Her position as a liaison between upper management and the nurse leads contributes to her need to regularly switch from a position of leader to follower and back again, keeping her not only extremely busy, but out of the office for most of the day. To lead her team, she must change tactics all day long, from one task to another. The leadership styles democratic leadership, laissez-faire leadership, and shared leadership all have one thing in common, these styles allow for the nurse manager to permit her team of nurse leads, the power to lead themselves. The nurse manager is capable of putting large amounts of responsibility in their subordinate’s hands, knowing that they are skilled and qualified to make decisions without interference (Giddens, J., 2013, p.376). These styles tend to work effectively for the Surgical Services Nurse Manager because her team of nurse leads are experienced and capable of performing their jobs with little to no feedback. While each of these three leadership styles: democratic leadership, laissez-faire leadership, and shared leadership, share some similarities, they are all slightly different, with some being more effective than others. Of the leadership styles she engages in, her use of shared leadership is most effective, while her use of the laissez-faire

In summary, implementing shared governance is a great partnership in the healthcare workplace. Healthcare workers should continuously strive better the work environment. It is known that shared governance requires strategic change in organizational culture and leadership. It demands a significant realignment in how leaders, employees, and systems transition into new relationships and responsibilities. In the spirit of continuous improvement and professionalism, healthcare organizations must never stop seeking ways to engender a satisfying and fulfilling workplace (Hutchison & Moore, 2007).

Defining shared governance is easy; it is a leadership style that allows nurses at all levels to be involved in the decision making process (Yoder-Wise, 2011). Understanding shared governance is much more complicated as it involves changing long held beliefs in hierarchical management systems. Implementing shared governance requires commitment on the part of the agency, senior management, nursing leaders and staff nurses to be successful. Utilizing shared governance improves outcomes by empowering nurses which in turn improves patient safety, decreases complications, and reduces costs.

West, M., Eckert, R., Steward, K., & Pasmore, B. (2014). Developing collective leadership for health care. London: The King’s

Shared governance provides clinical providers, leadership, and an organization the opportunity to establish a mutual vision and a plan on how to get there (Brull, 2015). When shared governance is not applied to healthcare organizations many patient care staff feel as though their opinion does not matter. This model allows for staff to have higher job satisfaction, improved retention, and increased staff involvement (Sanford, 2016). Currently there is much success being found when there is collaboration and in healthcare with shared governance the stage for all of these is being set.

Those involved in the health care system—nurses, physicians, patients, and others—play increasingly interdependent roles. Leaders who merely give directions and expect them to be followed will not succeed in this environment. What is needed is a style of leadership that involves working with others as full partners in a context of mutual respect and collaboration (A Pearson, H Laschinger, K Porritt, Z Jordan, D Tucker and L Long [International Journal of Evidence-Based health Care], 2007, p. 224).

Working in the health care environment the world needs effective, wise and visionary leaders, leadership matters in every organisation to change the health care environment so it may continue to grow to ensure it gives us better evidence based practice (Evans & M.L, 2015, p 34-50). All health care professionals are required at some point in their position to engage in management or leadership. As an AIN, EN or RN they all have a responsibility to educate, lead and manage within the health care profession (Innis & Berta, 2016, p.2-22). This allows each individual to develop useful and excellent leadership skills and management strategies to be able to educate and lead an exceptional team (Innis & Berta, 2016, p. 2-22). Although our greatest

Working in the healthcare field has its pros and cons, its risks and rewards. Depending on the type of facility that you work in, your experiences can vary dramatically. Staff members within a hospital setting tend to have a higher patient turnover rate, which leads to a faster paced work environment, as opposed to in Long Term care facility where the patients have a much longer stay. With that being said, there still is a common goal for patient safety and a healthy outcome. That could not be possible if all staff members did not collaborate with one another. “Furthermore, collaborating is as critical to the success of healthcare operation in an environment of limited and expectation of accountability”( Akil, H,& Watson, S. J. 2000). Collaboration is a team effort, and within that team each player has their own role. The “developmental process and the following steps are important for success; individual factors, individual team members, which bring unique attitudes and styles to the process of care, and these characteristics influence the outcome of collaboration.”( Akil, H,& Watson, S. J. 2000). With all of the hard work that each discipline contributes to a patient’s stay, the more efficient goals can be met.

The world needs leaders to lead by example. The health care field needs leaders to promote what is the right things to do in healthcare thus enhance the productivity of care delivery in a qualifying cost-effective way. Leaders are skilled with brilliance, innovation for change and possess the vision to determine what needs to be done as well as empower people to strive for change and promote a healthier system for that which is of concern. Transformational style leaders are preferred in the new design of healthcare delivery systems today. Transformational Leadership inspires followers and acts as role models, creating acceptance of the mission and purpose of the team (as cited in Lievens, & Vlerick, 2014).

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.

In healthcare settings, emphasis on clinical leadership ought to be made. Clinical leadership is a shared leadership that includes all nurses irrespective of grade. Shared leadership in a clinical setting refers to leadership shared within multidisciplinary teams (MDT). Stacey et al (2012) suggested that the MDT involves various healthcare professionals across services with specialized expertise, knowledge and skills working in

This is why, Organizational renowned scholars have been studying of this very significant topic of leadership for literally hundreds of years. Because. It is very complex, not simple one.

Your discussion is an excellent post based on Lean leadership, and yes, not all organization is open to the possibility to change. However, in the changing world of the health care market industries to embrace this new wave or left behind. In the upcoming years, the country will see an unusual amount of hospital doors closing or reconstructed to serve as rehabilitation or outpatient centers which happen to a local hospital in the Laurel, Maryland. Causing the hospital in Columbia in tripling their emergency room visits, and causing a surge in admission.

Leadership can take many different forms, depending on the person and the situation in which it is needed. Collaborative leadership is a leadership style in which a leader brings together a large group of people, with a variety of backgrounds, to make a productive decision and act upon it. According to Chrislip and Larson (1994):

Despite the advantages associated with a shared leadership approach, some disadvantages also exist. One disadvantage originates from individual interpretations of teamwork (Baghai & Quigley, 2012). In other words, not all people in a work environment view working together the same, posing a leadership challenge to clearly delineate the organization’s concept of team. Other disadvantages arise when workers chose to bypass or overlook some team members, or when an individual lacks the confidence to exhibit leadership skills resulting in organizational loss of leadership potential (Pearce, Wassenaar, & Manz, 2014).