Discuss about the Collaborative Leadership Model in Management.
“Leadership has been described as the behaviour of a particular individual at the time of directing the activities of a group towards a shared goal”. The major features of the leadership role involve the influence of the group activities and the means of coping with change. A sort of difficulty which is encountered at the time of considering the leadership of health-care professionals is the fact that majority of the theories which were not considered within the health care context but actually in case of business context and were later applied to health-care. There is very little evidence from researches or published articles which mentions about the leadership initiatives related to the improvements in patient care or that of organisational outcomes which are applicable in the healthcare settings (Goodwin, 2013).
Good leadership is imperative for the success of any particular organisation. In a healthcare organisation, proper leadership is more than just significant and it is extremely decisive to the success of the organisation. There are several questions which are need to be answered with respect to the health care organisations. The perceptions regarding the health care organisations need to be changed and the changing perceptions need to be accepted (Street, Gold & Manning, 2013).
Healthcare systems are formulated with the help of several professional groups, departments and specialities with the intricate, non-linear interactions between each of the sources. These systems are often complex and unparalleled as a result of constraints relating to several areas related to those of disease, multi-directional goals and multi-disciplinary staff. Within the large organisations namely the healthcare systems, there are several groups with related subcultures that might support each other or be in conflicting interests with each other. The importance of leadership in this context is in the sense that it can be used to capitalize on the diversity within the organisations and use different resources efficiently at the time of designing the management procedure. This also involves encouragement of personnel in working towards common goals. There are several “leadership approaches that can be adopted to the health care setting”. This needs to be achieved in order to optimize management in a highly difficult scenario (Barr & Dowding, 2015).
There are different leadership theories which are available regarding the relevant healthcare genre. These leadership theories include “transformational leadership, collaborative leadership, conflict management, shared leadership, distributed leadership and finally ethical leadership”.
The “transformational leadership style” is something which goes further than the mere style of “transactional leadership” which actually “focuses on the supervision, organisation and group performance”. The transformational leadership style basically focuses on the leaders and their communication of vision in a meaningful and exciting manner (Munir et al., 2012). The managers who follow this style are considered to be committed and capable of empowering others. These leaders are such that performance can be motivated beyond the expectations of a person to influence their attitudes (Doody & Doody, 2012).
Collaborative leadership is basically a cooperative and more so an assertive procedure which takes place when the individuals work towards the goals of mutual benefit or symbiosis. The concept of collaborative leadership involves the communication of the information to the co-workers and the associated organisations (VanVactor, 2012). These type of collaborative communication strategies assist in the enhancement of the healthcare management by the encouragement of dialogue between a plethora of stakeholders. For collaborative healthcare leadership to prosper, there is the requirement of a “synergistic work environment” where numerous parties are encouraged to perform together and in tandem for the achievement of common goals (Porter-O’Grady, Porter-O’grady & Malloch, 2014).
There is the recognised importance of collaborative leadership in the working practices but only a small time portion is spent in actual collaboration. In this connection it can be stated that conflict is quite a pervasive force within the healthcare organisations and there can be chances of failures occurring in the working practices which need to be avoided. The healthcare leader must employ strategies which help in the resolution of conflict. This can include strategies of competition, avoidance compromise, accommodation, collaboration and so on (Brach et al., 2012).
Shared leadership is an important type of leadership practice which helps the staff members be empowered within the procedure of decision making. This type of leadership leads to an opportunity for all the team members to work towards the improvement of the work environment and increased levels of job satisfaction. There can also be barriers to the shared leadership techniques which need to be prevented (Ginter, 2018).
Distributed leadership is actually applied in case of hierarchical and comparatively more collaborative organisations. This particular approach of leadership focuses on the characteristics of sense-making, relating, visioning and finally that of inventing (West et al., 2014).
Ethical leadership and its implementation can comprise a noteworthy impact on the “working lives of the healthcare staff, patient outcomes and even on the overall fate of an organisation”. There can be the need for a leader to create enthusiasm for strategies which are risky and also for the need for change in the underlying beliefs and values. Therefore it is desirable that a proper leader possesses the intentions, values and behaviours which are not aimed at any sort of harm and respect the rights of all the parties.
The role in the interview was to find out the prerequisites for becoming a successful and an effective leader. The most important issue before undertaking any sort of assignment of such nature is to be aware of the topic or the area of research connected to the interview, the idea behind the interview which is to be conducted is also to be understood in a particular case. The background of the manager or the person who is to be interviewed also needs to be kept in mind at the time of conducting the interview. “The aim of the interview with the health care leader was to understand what his or her role was in the daily operations of the health institution. There were certain objectives and these included to find a person who had a hand in several projects within a health organisation”. The leader needs to be someone who implements ideas and is also involved with the evaluation of different health outcomes. It was desired that the person had different staff members working under them.
Keeping all these considerations in mind the manager of a health care organisation (identity undisclosed) was interviewed. The leader was interviewed with the help of an open ended interview questionnaire which helped in understanding the role of the leader in the health care organisation and the difference between the relevant literature and the factors which were obtained as a result of conducting the interview with the respective manager. The leader was extremely accommodative and the interview was immensely helpful in obtaining an idea about the actual proceedings in the healthcare organisations.
The leader was asked as to who is actually a leader and what the significance of a leader is. His answer helped understand that leaders are those individuals who are capable of doing anything which helps a company prosper. It is desirable that the leaders take decisions which help in the benefit of their organisation and helps their organisation to prosper. Careful observation revealed that listening to the ideas of other people and providing solutions helps in the improvement of patients care and outcomes which is the hallmark of an effective leader. Expecting the feedback from the staff members is another noteworthy characteristic of a suitable leader. Leaders always ask for opinions on people’s opinions.
True leaders are not only concerned about the proper running of their organisation but also the health of the patients who pay for their healthcare facilities. The manager who was interviewed mentioned that he ensured that all the health service professionals from all departments where asked what their suggestions regarding a particular situation were. The manager also set deadlines for the tasks which needed to be delivered daily. Other crucial qualities of a leader includes the discussion of important facts, the prologue of ideas, construction of new policies and processes, help with the altering existing policies and assists the “implementation and evaluation of outcomes” in a specific wellbeing care setting.
It is usually noticed that different people view leadership differently. An individual’s idea regarding the concept of the factors which make a great leader can be different from others. This led to the second most important question regarding the ideas or the concepts of leadership of the particular manager who was interviewed. The questions which were asked were related to the role of the leaders in ensuring that the tasks are completed in an effective manner, institution policies and procedures are followed among others.
The leader stated that he believes in using different leadership styles based on different situations. In this connection it was mentioned by him that he uses a democratic style of leadership at times when he wants other members of staff to take an active part in the decisions related to the completion of a specific task. The transformational style of leadership is used at times complex issues crop up and there is the need for more inclusion of inspiration from a specific leader. The leader mentioned that he became one over the course of his tenure as a part of the organisation and learned through his mistakes and ultimately became a leader through the course of his mistakes.
The challenges of being a leader which was mentioned in the present situation was the challenge of dealing with the ego of the workers in the workplace. There are bound to be people who do not agree to the norms and conditions which are mentioned or set by a particular leader. This is due to the issues of their ego. No matter the level to which a leader is cordial, there are bound to be professionals who will reject their constructive ideas and suggestions which they put forward. Often leaders face problems in getting staff adhere to the rules and regulations which they enforce keeping the present scenario in mind. Therefore the challenge of managers also includes getting different people to provide ideas. These ideas help in managers in getting people to follow their plans. This also helps in the communication of the leader with the staff members and helps them to work together s a team.
The leader also concluded with a great message to any person who was aspiring for the purpose of healthcare. The leader mentioned that a person needs to act with integrity in any particular scenario and this is necessary specifically for the healthcare profession. Staff members are also bound to work for those managers or leaders who work in an honest way. The leaders also need to treat every person equally as perception often takes the place of reality in situations where the staff members think that there is a difference of treatment of different members.
It is clear from the above segments that there is a lot of connection between the relevant literature on the types and categories of leadership behaviour and leadership styles and those which are practically applicable in real life situations in the “health care industry”. In case of the health care industry as was described by the leader, it was mentioned that every situation demands a certain style and a form of leadership. Because of this the situations need to be conducive for ensuring that the leadership styles are employed properly. Therefore it can be said in this particular connection that personal experience plays a better role in stating the importance as well as the applicability of the concept of leadership.
Conclusion:
The overall experience of carrying an interview with the manager of a health care organisation was a learning experience as the understanding related to the factors which are necessary for making a proper leader was attained. All in all, “leadership encompasses a holistic focus on the shared procedures, structures and culture”. This interview facilitated the understanding that the phenomenon of being a leader can be satisfying as well an uphill challenge for public. I came to understand that “being a leader” is not for every individual due to the myriad challenges of “physical, social and intellectual requirements which are expected from a specific healthcare leader”.
References:
Barr, J., & Dowding, L. (2015). Leadership in health care. Sage.
Brach, C., Keller, D., Hernandez, L. M., Baur, C., Dreyer, B., Schyve, P., … & Schillinger, D. (2012). Ten attributes of health literate health care organizations (pp. 1-26). Washington, DC: Institute of Medicine of the National Academies.
(retrieved from https://cvp.ucsf.edu/docs/bph_ten_hlit_attributes.pdf)
Doody, O., & Doody, C. M. (2012). Transformational leadership in nursing practice. British Journal of Nursing, 21(20), 1212-1218.
(retrieved from https://ulir.ul.ie/bitstream/handle/10344/2782/Doody_2012_nursing.pdf?sequence=2)
Ginter, P. M. (2018). The strategic management of health care organizations. John Wiley & Sons.
Goodwin, N. (2013). Leadership in health care: A European perspective. Routledge.
Munir, F., Nielsen, K., Garde, A. H., Albertsen, K., & Carneiro, I. G. (2012). Mediating the effects of work–life conflict between transformational leadership and health?care workers’ job satisfaction and psychological wellbeing. Journal of Nursing Management, 20(4), 512-521.
Porter-O’Grady, T., Porter-O’grady, S. P. T., & Malloch, K. (2014). Quantum leadership. Jones & Bartlett Publishers.
Radnor, Z. J., Holweg, M., & Waring, J. (2012). Lean in healthcare: the unfilled promise?. Social science & medicine, 74(3), 364-371.
( retrieved from https://dspace.lboro.ac.uk/dspace-jspui/bitstream/2134/15864/1/SSM-D-10-00801R4%20Final2.doc3.pdf)
Stoller, J. K. (2013). Commentary: recommendations and remaining questions for health care leadership training programs. Academic Medicine, 88(1), 12-15.
( retrieved from https://case.edu/newmeded/downloads/leaders.pdf)
Street, R. L., Gold, W. R., & Manning, T. R. (Eds.). (2013). Health promotion and interactive technology: Theoretical applications and future directions. Routledge.sig=Bf3KFTHidZeinwTpqXTlIXVqS60#v=onepage&q&f=false )
VanVactor, J. D. (2012). Collaborative leadership model in the management of health care. Journal of Business Research, 65(4), 555-561.
West, M. A., Eckert, R., Steward, K., & Pasmore, W. A. (2014). Developing collective leadership for health care. King’s Fund.
(retrieved from https://www.ctrtraining.co.uk/documents/DevelopingCollectiveLeadership-KingsFundMay2014.pdf )
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