...The Impact of leadership Styles on Quality Management in Health care Effective and strong leadership is one of, if not the most important and critical component for any organization’s success, particularly in health care facilities. Leadership also plays a major role in enhancing an organization’s competitiveness as confirmed by various academics (Rowe, 2001; Riaz & Haider, 2010). Many argue and suggest that there is a connection between an organization’s leadership style and its ability to implement and manage quality initiatives. That being said, researchers still encounter difficulties when assessing the effect of leadership styles on healthcare quality management, as most of the available theories were developed outside of healthcare setting. This paper aims to present an evaluation and a review of published scholarly articles discussing three styles of leadership and their association with quality management initiatives. The three leadership styles chosen for this evaluation are: Transformational leadership, servant leadership, and situational leadership. The paper will also describe my current leadership style, then compare it to the transformational model, and finally outline the changes I need to implement in order to incorporate its key characteristics into my own style. Research Summaries In the first article titled “Knowledge Management as a Mediator for the Efficacy of Transformational Leadership and Quality Management Initiatives in U.S. Health Care”...
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...Occupational stress is a recognized problem in health care workers.1 Nursing has been identified as an occupation that has high levels of stress. In an investigation conducted by the National Institute for Occupational Safety and Health in the USA, nurses were found to be one of the occupations that had a higher than expected incidence of stress related health disorders.3 It was found that job stress brought about hazardous impacts not only on nurses’ health but also their abilities to cope with job demands. This will seriously impair the provision of quality care and the efficacy of health services delivery. In a study of job stress among hospital nurses, it was found that 27% of the subjects experienced psycho physiological symptoms of stress, and 38% reported consulting a doctor in the past 6 months. It has also been found that different nurses experience job stress different (Josef, 2003). In recent years there has been broad discussion on the nature of stressors experienced by members of “high risk” occupations and professions, for instance nursing and emergency workers, whose role is to support others through traumatic scenarios. Most people can cope with stress for short periods but Chronic stress produces prolonged changes in the physiological state.8 Effectiveness of coping behaviors depends on the situation in which they are used. Some coping behaviors may work well for some situations but not for others.9 In general terms, coping are a strategy that helps people reduce...
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...------------------------------------------------- Task 1: Organization and Leadership Analysis Assessment Code: C200 Student Name: Student ID: Date: Student Mentor Name: Table of Contents Organization Overview 3 An organizational overview in a non-profit description of a job is an analysis of all the key shareholders of the organization. It would ideally be a catalogue of all necessary information that would help an external party to assess the organizational fit in a better way, and understand whether he/she is in total sync with the organizational goals, and the other beneficiaries(Ko\vsnarov\'a, 2013). Generally an overview is a summary of- 3 Organization Description 4 Leadership Practices 5 Relationship Between Leadership and Organizational Culture 7 SWOT Analysis 8 For the betterment of our understanding of the given topic, we are conducting a SWOT analysis of the organization. 8 Organizational Strength 8 Organizational Weaknesses 8 Organizational Opportunities 9 Organizational Threats 9 Leadership Evaluation 10 In this context I have chosen the situational leadership theory that according to me it was the ideal form of leadership being portrayed by Mark Benioff, for his organization. It is extremely relevant in this context and we can attribute the overall success of the leadership owing to the leadership qualities shown by him. 10 Leadership Strengths 10 Leadership Weaknesses 12 Recommendations for Leadership Development 13 References...
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...Literature Review: Our thesis aims to evaluate work based learning approaches in developing acute skills for nurses in critical care wards. In this section of the literature review, we will discuss policies in the nursing profession, case studies and various approaches to work based acute skills learning programmes. For our purposes we conducted a literature search using popular medical databases and terms such as ‘acute skills’ ‘learning programmes’ and ‘critical care learning’. Our review highlights on the several important approaches to work based learning ranging from reflective practice to experiential learning and work based formal practical training to enhance professional skills. A learning programme for acute ward nurses responsible for caring of critically ill patients has been the central focus of nursing practice development. According to Coad et al (2002), a work-based learning approach has been found to empower ward staff with the necessary skills of nursing and the authors studied the efficacy of a five-day competency based high dependency skills course in enhancing professionalism and quality of care in nursing. The aims of comprehensive critical care are developing leadership potential and enhancing networking opportunities for nurses within critical care and acute ward areas. Critical care is the most challenging aspect of nursing care and acute skills in nursing are enhanced not just by work-based learning programs but also from first hand nursing and...
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...solutions for the IT Sector of Defense Contractor X. SE is comprised of a Director, Tens Level Managers, Unit Level Manager, Team Leads and Software Engineers. The Director and Tens Level Managers have three to eight people reporting to them. The Unit Level Managers have from fifteen to twenty people reporting to them. In order to manage such large numbers of people, the Unit Level Managers are encouraged to empower their employees to take ownership of their jobs. The Team Lead role is used as a substitute for a Unit Level Manager, with increased responsibilities, but there is no increase in pay or grade when someone assumes the job. Often managers use the Team Lead role to groom future managers of NGIT. Many of the Team Leads are motivated, self-directed individuals who have a certain amount of autonomy in their current roles, which pre-disposes them for managerial work in the organization. OCI Review Based on my analysis of SE using the Organizational Culture Inventory (OCI) analysis tool, I determined that the organization’s primary style is Conventional. Conventional cultures focus on following procedures regardless of their applicability. SE is mandated to follow two rigorous procedures: Defense Contractor X’s Integrated Engineering Process Guide (IEPG) and Capability...
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...institutional objective as so far as nursing service delivery is concerned. The leadership principles provide a leadership background to the staff to enable the develop effective accountability, decision making skills and professionalism in their duty and service delivery. Success in leadership development depends on element of sharing authority accountability and communicating effectively to the subordinate staff and involving them I multiple tasks concerning improvement of the nursing services. Nursing leaders play an important role in innovation and mentoring of the nursing staff by ensuring his leadership has an impact on many and is accepted by his team members. She incorporates her staff through effective communication and discussion of the problems facing the organization and how she or he intends to solve them, she or he listens for the opinion of others before making the final decision .the decision made is then communicated to the staff who are then equipped with the necessary skills needed to affect change and lead the organization towards change (Sully & Dallas, 2005). Health care system leadership remains a challenge to the nurse leader since its composed of subsystem characterized by complexity and fragmentation with an aim of delivering quality health care to its clients who are the patients. In this context of quality services then leadership, effective...
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...Task 1: ORGANIZATION AND LEADERSHIP ANALYSIS Assessment Code: C200/BIP Task1 Student Name: xxxx Student ID: xxxxx Date: October 30th 2014 Student Mentor Name: xxxx Task 1: ORGANIZATION AND LEADERSHIP ANALYSIS 0 Organization Overview 2 Organization Description 3 Leadership Practices 4 Relationship between Leadership and Organizational Culture 7 SWOT Analysis 8 Organizational Strength 8 Organizational Weaknesses 9 Organizational Opportunities 10 Organizational Threats 10 Leadership Evaluation 11 Leadership Strengths 11 Leadership Weaknesses 13 Recommendations for Leadership Development 14 Organization Overview Organizational overview provides a framework of the organization. It would ideally be a catalogue all necessary information that would help an external party to assess the organizational fit in a better way and understand whether he/she is in total sync with the organizational goals and the other beneficiaries. The organizational overview addresses the following: * The mission and the history * The stakeholders * The goals and the programs * The budget * The outcomes and the achievements * The sponsors or the funders. I have chosen Salesforce.com as the organization for my analysis and believe that the description provided would help in giving a better understanding of the organization for any third party considering a position with the organization. This organization was developed about fifteen years ago...
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...LEADING, MANAGING & FOLLOWING (Chapter 1, p. 3-21) 1. Relate leadership and other motivational theories to behaviors that serve as important functions of professional nursing. a. Leadership theories i. Trait theories: 1. 2. Innate leadership skills: being born with a certain set of physical and emotional characteristics for inspiring others to reach a common goal ii. Style theories: 3. 4. How leaders behave in certain environments and situations. a. Democratic: you care about what others think b. Lasae faire: no structure; people can do what they want c. Authoritarian: you are in charge iii. Situational-contingency theories 5. 6. These theories consider the challenge of a situation and encourage an adaptive leadership style to complement the issue being faced. Assess, assess, assess 7. You are typically democratic; you assess the situation and change your style based on what the situation is. iv. Transformational theories 8. 9. Inspires, motivates, empowers, mentors, provides intellectual stimulation and promotes creativity b. Motivational Theories v. Hierarchy of needs 10. 11. Low level needs will always drive behavior before higher levels needs can be addressed. For example, pain level, nutrition, and energy level...
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...A Phenomenological study describing the lived experience of nurses caring for prisoner-patients by Christopher Veal i A Phenomenological study describing the lived experience of nurses caring for prisoner-patients ABSTRACT There are close to five thousand prisoners in custody in Queensland prisons and this number is on the increase. Prisoners have complex health needs and it is the role of the correctional health nurse to care for prisoner-patients and their health needs. Yet there is a paucity of research surrounding this topic. The purpose of this phenomenological study was to describe the lived experience of nurses caring for prisoner-patients. Five registered nurses, employed in correctional centres in Southeast Queensland were interviewed to illuminate the experience of caring for prisoner-patients. Data was analyzed using Colaizzi’s (1978) method of phenomenology. Textual analysis revealed two themes with five corresponding sub-themes that depicted the meaning of nurses’ caring for prisonerpatients. The experience of nurses caring for prisoner-patients was described by nurse participants as ‘obstructive practices’ from the custodial officers, ‘decreased standards of care’ by nursing staff, ‘prejudice’ towards to prisoners, ‘increased level of mentally ill prisoners’ and a ‘lack of recognition’ for nurses working in the prisons. Amidst all these difficulties, nurses who cared for prisoner-patients demonstrated courage in the work they did and persevered...
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...National competency standards for the registered nurse Introduction • • returning to work after breaks in service, or • National competency standards for registered nurses were first adopted by the Australian Nursing and Midwifery Council (ANMC) in the early 1990s. The ANMC was a peak national and midwifery organisation established in 1992 to develop a national approach to nursing and midwifery regulation. The ANMC worked in conjunction with the state and territory nursing and midwifery authorities (NMRAs) to produce national standards – an integral component of the regulatory framework – to help nurses and midwives deliver safe and competent care. educated overseas seeking to work in Australia involved in professional conduct matters. The National Board may also apply the competency standards in order to communicate to consumers the standards that they can expect from nurses. Universities also use the standards when developing nursing curricula, and to assess student and new graduate performance. The ANMC officially became the Australian Nursing and Midwifery Accreditation Council (ANMAC) on 24 November 2010. The name change reflected ANMC’s appointment as the independent accrediting authority for the nursing and midwifery professions under the new National Registration and Accreditation Scheme (the National Scheme) that came into effect on 1 July 2010 (18 October 2010 in Western Australia). These are YOUR standards — developed...
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...marked progress in growth and success for the past 8 years of its establishment and it doesn’t show any signs of slowing down. Started off as a small partnership between 3 doctors with just 5 nurses being hired, this centre has eventually grown to house 200 employees. The Director of this centre is the senior most doctor/founder among the three who initiated this partnership. This reflected a very centralized organizational structure. Centralization is the degree to which decision - making authority is concentrated at the top of the organizational hierarchy (Fry & Slocum, 1984). This role is now being looked into an elected basis as they a have board of governance in place as the centre expanded. Housing 150 permanent staff and 50 temporary personnel, this company is still very hierarchical in its structure. Hence it is very rule driven, stable and resistant to change. Much of the work behaviour is regulated and kept within organizational guidelines and standards. This spelled out a very mechanistic structure and it saw a very high turnover in the last 4 years. The brain drain was among the senior doctors and nurses, leaving this centre with a diminished degree of quality in terms of management and health services delivery. From the data acquired via surveys done among the staffs showed that there is a high level of dissatisfaction and demotivation. Additionally, the customer service feedbacks showed that clients exposed declining trends in satisfaction and trust levels...
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...Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies...
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...Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies...
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...Literature Review on Leadership Commissioned by the Performance and Innovation Unit of the Cabinet Office Dr Keith Grint Templeton College University of Oxford Introduction 1. Over 25 years ago Stogdill’s Handbook of Leadership [1] exposed a problem for understanding leadership that has, if anything, grown worse over the years: there are almost as many definitions of leadership as there are people attempting to define it. Over ten years ago Yukl’s [2] wide ranging review of the literature on leadership effectiveness came to an equally perplexing conclusion: ‘most of the theories are beset with conceptual weaknesses and lack strong empirical support. Several thousand empirical studies have been conducted but most of the results are contradictory and inconclusive.’ [3] Against this background of confusion and uncertainty within the literature on leadership, the following review establishes the two most common and traditional approaches (trait and contingency theories) before engaging in the more contemporary debates that support the general perspectives taken in the main report. Traditional Models of Leadership 2. Trait approaches to leadership have been popular since Hippocrates’s construction of personality types derived from ‘body humour’, but contemporary forms are rooted in psychological assessments of personality and a consequent taxonomy of consistent behaviour: leaders behave in certain ways because of their traits. These traits, or ‘unseen...
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...of consensual decisions A qualitative study Lorenz Imhofa, Romy Mahrer-Imhofa, Christine Janischb, Annemarie Kesselringc, Regula Zuercher Zenklusend a b c d Zurich University of Applied Sciences ZHAW, Institute of Nursing, Winterthur, Switzerland Department of Education, Training and Professional Development, Stadtspital Waid Zurich, Switzerland Institute of Nursing Science, University of Basel, Switzerland Department of Medicine, Pourtalès Hospital, Neuchâtel, Switzerland Correspondence: Lorenz Imhof PhD RN Zurich University of Applied Sciences Institute of Nursing School of Health Professions Technikumstr. 71 CH-8401 Winterthur Switzerland lorenz.imhof@zhaw.ch pivotal. Therefore, leadership by experienced senior physicians and nurses is needed and great efforts should be made with regard to multidisciplinary education. Key words: decision-making; multidisciplinary collaboration; end-of-life issue; resuscitation orders Introduction Since the 1980s, “do-not-attempt-resuscitation (DNAR)” orders have become common in medical practice. DNAR orders are given for 50–60% of patients who die a non-sudden death, with wide variations among countries. DNAR orders apply to only 19% of hospitalised patients in Italy, but to as many as 83% in Sweden and 86% in Switzerland [1, 2]. The frequency of DNAR decisions in which competent patients had been involved in the decision is as low as 10% in Italy and as high as 84% in the Netherlands. Several other authors reported strong reluctance...
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