Healthcare discussion

Success in leadership is normally determined by capabilities of a leader to communicate, influence, assess situations, motivate, exercise power appropriately, inspire teams and build a proper interpersonal relationship. The key attributes in increasing the sphere of influence by a leader are mainly determined on the basis of alliances and networks. Leaders within the health sectors must consider different aspects that are crucial in building interpersonal ties, effective communication, conflict management and culture of communication (Ledlow & Stephens, 2017). Generally, the above-discussed leadership aspects are alternatively categorized as contingency theory, integrative models and behavioral leadership model. Through such a designed model of leadership, much will be achieved in terms of subordinate coordination and commitment in a healthcare environment. A leader who inspires will always be considerate with his/her followers when it comes to their views and feelings.

Therefore as portrayed in this chapter, successful leadership within the health industry is extensively determined by competency-based leadership approach (Northouse, 2018). 3) The aspect of Planning is emerging as a more important attribute for almost all healthcare organizations destined to harness success in future operations. Through planning with regard to private operations, clinics, hospitals, and other departmental issues in the healthcare domain, best means of equipping a health organization is achieved. Planning is essential from the financial side to operational decisions, and general running of the healthcare firm involving clinics or hospitals (DuBrin, 2015). On the other hand, training is key for purported improvements within the health sector particularly when it comes to technology advancement, knowledge acquaintance and prime qualifications as per the outlined standards.

4) From a leadership contextual view, planning constitutes an important component of any healthcare structure. Importantly, leaders are expected to manage the staff’s perception with regard to the planning mechanism. Secondly, leaders are obligated in managing the planning course with an aim of engaging staff members to be assured that their input is adequately incorporated in the plan, they are heard and their values and visions are included into the ultimate stages of plan enactment. Generally, leaders enhance the transparency, and conformity of the entire planning process as per the rules of operation. Jones & Bartlett Learning. Northouse, P. G. Leadership: Theory and practice. Sage publications. The Professional Edge: Competencies in Public Service: Competencies in Public Service. Routledge. Part two Exercise a) Successful leadership in the health sector Successful leaders in the health sectors must bear extensive knowledge, abilities, and skills as tools for effective leadership in any organization.

Strategical aspects of a leader in initiating proper training, planning and decision making ability will definitely attribute to positive impacts in terms of active and practical leadership. Training, decision making, and planning are incorporated mechanisms that are characterizing the success of any healthcare organization. A successful leader or manager becomes a competent facilitator, an analyst, and a decision-maker once he/she understands all the aspect of decision making, planning, and training. Alternatively, the leader can be rendered as an assistant in a decision-making process which is still a crucial role of any successful leader in the health industry. In most cases, a good leader initiates the process of making the decision based on the identified challenges, situations, goals and organizational objectives.

Generally, leaders in the healthcare sector are confronted with many decisions that are presentable on a daily basis. As a healthcare firm expands, several decisions have to be made on a frequent basis, and the decisions also become more sophisticated with severe ramifications. The model of garbage can is somehow different as compared to willful choice and other traditional models used in the decision-making process. Unlike the willful choice theory, garbage can assumes that a healthcare organization functions in an anarchy state (without policy) as it is far from perfection. In such a phenomenon, organizational processes and preferences are not clear to all staff members and those responsible for making decisions are subject to frequent changes. As per the garbage can theory, there is also an assumption that the people who make decisions are disconnected from solutions and problems since a healthcare organization may lack a proper process of fixing an existential issue.

In the long run, multiple and irrelevant solutions result which are also described as organizational/structural garbage (Stamos et al. Therefore, the garbage can theory appears to be more realistic in the various complex healthcare environment as compared to willful choice which is more strategical (Peters, 2019). However, both models (willful and garbage can) are employable as tools of decision making in various healthcare sectors. They are also used to enlarge organizational understanding when it comes to the decision-making process through an emphasis on finding better solutions. c) The concept of continual improvement (Kaizen) is determined by a basic aspect that massive improvements are attributable to positive and small changes. Typically, the concept is based on commitment and cooperation in achieving radical transformation.

However, result sustainability on lean management practice after short-term benefits have proven as a hard thing to accomplish. In a healthcare contextual setting, Kaizen concept is all about enhancing perfection by the ongoing engagement of workers in activities that make them to constructively suggest ideas for sustaining results, solving problems and making improvements with time. The Kaizen Blitz, workers opinion programs, and continuous improvement of processes are examples of healthcare practices that portray the Shewart cycle functionality (Bortolotti et al. The aspect of continual improvement (Shewhart Cycle) is mostly described as PDSA (Plan, Do, Study/Check and Act) when it comes to business operation within a given healthcare environment. As a four-stage strategy for continuous improvement of services and product provision, PDSA/PDCA involves strategic solution testing, analyzing outcomes and enacting the only the operational ones.