Leadership issue in Healthcare - Research Paper Example

?Running head: LEADERSHIP IN HEALTHCARE Leadership issue in healthcare (school) Leadership issue in healthcare Leadership issue One of the current issues in healthcare is the shortage in nursing staff. This shortage is primarily caused by the budget cuts implemented on health care services. As a result, fewer nurses are being hired and retained by health administrators. The US is experiencing a nursing shortage problem which is likely to be felt until the year 2020 (Goodin, 2003). Without any solutions to this problem, this issue would continue to impact on the quality and the adequacy of nursing care in hospitals. This is an unfortunate problem because nurses are one of the primary workers in health care. They are more than just assistants to doctors but they are also there to ensure that the patient receives 24 hour care – care which significantly determines improved patient outcomes. Leadership theory McGregor’s Theory X and Y is one of the many leadership theories. It has been of popular usage in human resource management and in organizational development (Ledlow and Coppola, 2010). This theory proposes two attitudes in the application of leadership qualities, and that leaders either followed one or the other. Firstly, according to his Theory X, management admits that employees are by nature lazy and are likely to stay away from work if and when they can (Ledlow and Coppola, 2010). Leaders therefore need to monitor workers and closely supervise them based on various control measures. The hierarchical structure is important to control the employee. Moreover, this theory sets forth that employees would not show much ambition without incentives implemented by the leader; moreover, they would avoid any responsibility as long as they are able (Ledlow and Coppola, 2010). The leader who believes this theory conceives that his employees do not actually want to work, and that they would prefer to avoid responsibility; moreover, the leader believes that he has to establish a structure which would motivate his employees. Consequently, the theory X leader is likely to implement a more authoritarian style of leadership, one which is made more effective by punishment (Ledlow and Coppola, 2010). Theory Y on the other hand sets forth that employees are very ambitious and motivated; that they eagerly await and accept responsibility; and that they have self-control in their activities (Ledlow and Coppola, 2010). This theory assumes that employees are enjoying their work and if given the chance, they can be creative and imaginative. The Theory Y leader has a more encouraging outlook for his employees as he sees them as a creative workforce and employees who are motivated to do the job right (Ledlow and Coppola, 2010). This leader also seeks to assist the member by removing barriers which prevent these members from realizing their potential. Additional information from journals Peterson, (2007) also discusses that Theory X members need extra and constant attention; they also do not want to work and actually need to be punished for failing to work. And the Theory Y members are those who want to work and do not need to always be controlled or monitored. Carson (2005) also discusses that Theory Y describes the management principles seen in the last half of the 20th century. It highlights a time when the people and the leaders have become more focused on enjoying their work and their responsibilities without the encumbrances of forced work or oppressive work conditions under the rule of dictators or authoritative leaders. In short, the rule of thumb seen in the second half of the 20th century according to Carson fits the principles laid out under Theory Y. In order to address the nursing shortage, Thyer (2003) discusses that in order to help manage the nursing shortage, it is also important to prevent nurses from leaving the practice. Preventing them from leaving the practice can be ensured with the application of transformational leadership. This transformational process involves the act of bringing the nursing profession into the 21st century with the application of new and innovative nursing practices. These new practices veer away from gender-based practices; instead they focus on the improvement of communication strategies within the health sector (Thyer, 2003). Moreover, transformational leadership is also focused on communication and team building, with the end goal of ensuring the future of nursing practice. Laschinger and Finnegan (2005) discuss how structural empowerment are also essential tools in building respect and organizational trust, tools which can eventually assist in retaining nurses in the profession. With empowerment, it is possible to improve job satisfaction and organizational commitment which can help in resolving the nursing shortage issue. In empowerment, the nurse leader has an essential role in building a trusting relationship with his staff in order to eventually translate that trust into the organization and to the nursing profession as a whole. Upenieks (2003) discusses how the current nursing shortage is causing significant issues in health care delivery. He notes how nursing leaders are carrying out aggressive and expensive methods of recruitment in hiring and retaining nurses. Some of them have been effective in recruiting new nurses however their methods do not adequately address the root cause of the problem. The author suggests that leaders need to recognize that the issue is not only with the recruitment of nurses, but the retention of the current and experienced nurses. The nursing shortage issue is largely also attributed to the difficulties in retaining current nurses within the practice because of job dissatisfaction (Upenieks, 2003). In order to resolve this issue nurse leaders have to establish more proactive means to make hospital work more enjoyable and appealing to nurses and potential recruits. It is also important for nurse leaders to allow nurses to have more control over their environment and to be appreciated for their knowledge and expertise (Upenieks, 2003). It is therefore crucial for nurse leaders to reorganize the current nursing work settings to allow for participatory management and decentralized structures. In essence, this is the very crux of nursing empowerment in the nursing care setting. Personal reflections McGregor’s Theory Y is the better theory for me to apply in my life as a leader. There is a better merit in viewing members as ambitious and motivated. In assuming this quality, I am better able to trust them to carry out their activities and responsibilities as nurses. It would also be better for me to assume that members eagerly await responsibility. This can help me assign crucial work for them in the health care setting, with the goal towards meeting organizational needs and professional responsibilities. Employees can be creative and imaginative, given this assumption, it is possible to assign various tasks to the members and eventually see these tasks be successfully carried out with the personal touches of these members. As a theory Y leader, I would view my members as a creative and well-motivated work force. I would also not interfere with their activities -- activities which help them achieve and even rise above their potential as nurse practitioners. Works Cited Goodin, H. (2003). The nursing shortage in the United States of America: an integrative review of the literature. Journal of Advanced Nursing, volume 43(4), pp. 335–350 Laschinger, H. & Finegan, J. (2005). Using Empowerment to Build Trust and Respect in the Workplace: A Strategy for Addressing the Nursing Shortage. Nurs Econ, volume 23 (1), pp. 6-13. Ledlow, G. & Coppola, N. (2011). Leadership for Health Professionals: Theory, Skills, and Applications. Jones & Bartlett: Sudbury, Mass. Thyer, G. (2003). Dare to be different: transformational leadership may hold the key to reducing the nursing shortage. Journal of Nursing Management, volume 11(2), pp. 73–79. Upenieks, V. (2003). The Interrelationship of Organizational Characteristics of Magnet Hospitals, Nursing Leadership, and Nursing Job Satisfaction. Health Care Manager, volume 22(2), pp. 83–98 Read More