Health Management versus Health Leadership - Research Paper Example

? Health Management vs. Health Leadership Key Words: Health Management, Leadership, Healthcare, Introduction Management and leadership for long despite each holding proven theories have led to unending controversies among numerous scholars (Walshe & Smith, 2011). Probably, this is because of their conventional applications in diverse fields despite their theories; hence influencing scholars to come up with contradicting arguments. These applications have also affected corporations’ productions and fields differently making managers or leaders esteem certain ways, which they deem enabled them to succeed in attaining their targets (Rigolosi, 2012). Controversies may have also emanated due to the nature of the fields. For instance, healthcare where almost the practitioners’ specializations vary according to their fields where their core purpose encompasses ensuring patients’ welfare, but not leading or managing (Geisler, Widerberg, Berghofer & Willich, 2010). Leadership is an art of attaining set targets via people but not organizational goals, which is management’s role (Rigolosi, 2012). This study intends to seek adequate information regarding both the leadership and management from arguments esteemed by diverse intellectuals (Rigolosi, 2012). This is via reviewing, critiquing, evaluating and even ascertain new arguments concerning these two terms to come up with the best explanation or a proposition that may be appropriate. Rigolosi bases his argument on the phrase “organizational goals” to expound on the scope of both the management and leadership terms. According to him, the manager (Hospital Administrator) is an employee whose duties encompass ensuring effective accomplishing of the “organizational goals” by applying professional services (Rigolosi, 2012; pp. 4). This implies manager’s post bears the authority to mobilize those under the stated authority to accomplish any set goals. Conversely, he argues leadership assumes a broader scope compared to the management, whereby everybody in the healthcare possesses authority as a leader because of the expertise one possesses in a given field (Rigolosi, 2012). The latter encompasses accomplishing either individual or departmental goals but not the entire hospital’s targets (Rigolosi, 2012). For illustration, an ordinary nurse because of one’s expertise in a given field influences the actions of others; though this is incomparable to that of a head nurse, hence leadership and management theory (Rigolosi, 2012). The existing inevitable challenges evident in the clinical field have resulted to the emergence of innovative leadership and management approaches (Marquis & Huston, 2009). Since, practitioners ought to act both as the patients’ agents and as healthcare administrators (Marquis & Huston, 2009). Marquis and Huston (2009) argue that, it is essential for practitioners to go beyond application of transformational leadership, which earlier proved to be effective especially in resolving managerial predicaments. This is via applying of concepts that focus on the complexity of the relationship amid the leader and the follower, which align effectively with the 21St century predicaments (Marquis & Huston, 2009; pp. 52). Concepts such as principle agent theory, human social capital theory, emotional intelligence, authentic leadership, quantum leadership, thought leadership, cultural bridging and servant leadership (Marquis & Huston, 2009; pp. 52). This combination is an appropriate approach meant to direct present’s human capital because of its unique characteristic emanating from the urge to have satisfaction in their respective fields (Walshe & Smith, 2011). Hence, this prompts managers to adopt strategies that will ensure effective employees’ retention (Walshe & Smith, 2011). La Rue et al (2012) argues that, improved service delivery in the healthcare and other related outcomes are only viable via equipping the entire staff with adequate skills. According to this study, the method encompasses training of the staff by adopting the team-based approach, where staffs will be able to extent the relationship they had in their respective areas (La Rue et al 2012). This improves patient’s care besides numerous services, which the staff ought to deliver not only to the ailing, but also to visitors. However, this approach despite its emphasis on equipping the staff with adequate skills and the aspect of acting as a team, it is devoid of the interrelationships amid the leader and the follower. Since, reliable leadership and management encompass thought of sound interactions among all the involved parties (La Rue et al 2012). Presently, numerous scholars and institutions cite the only effective solution, which firms ought to adopt is the transformational leadership (Govier & Nash, 2009). This is because of its emphasis on the relationship that ought to be evident between the leading and follower, where the latter deems the leader has the necessary expertise meant to steer the firm to its destination (Barnes, 2008). The approach grants manager or leader an elevated position contrary to the followers, hence one makes a conclusion of any decision meant for implementation (Robbins & Davidhizar, 2007). However, this approach cannot adequately aid in managing the 21St Period medical field’s predicaments. This is because of the predicaments’ unpredictable nature besides complexity whereby the staff besides their varied specializations ought to act both as managers and as leaders (Marquis & Huston, 2009). Hence, entailing an appropriate approach whose scope includes both the followers and the leading personnel on relational basis other than one seeking admiration based on expertise. Undeniably, medical field presently is experiencing numerous transformations, which entail the staff to have both leadership and managerial expertise besides equipped with their varied fields’ skills (VanVactor, 2012). Since, the field has become a venture, whereby the entire staff should have at least certain level of managerial expertise that will aid in conflict resolution and ensuring good relationships (Healey & Lesneski, 2011; pp. 145). The most effective technique will be that of Marquis and Huston (2009) in ensuring effective healthcare management. Since, its focus entails addressing the complexity that is evident between the leader and one’s followers, which might pose a challenge in the realization of the healthcare facility’s goals (Marquis & Huston, 2009; pp.52). Conclusion The present’s management and leadership challenges evident in the medical field, it is necessary for the healthcare facilities to adopt effective approach that will ensure success (Rigolosi, 2012). It entails an approach that will focus on the complexity amid the managers and staff. This is divergent to the 1970s transformational approach esteemed by numerous scholars as an effective leadership style, whereby presently is almost outdated (Govier & Nash, 2009). Because the medical field’s transformation into a venture where the staff besides their varied specializations, ought to have managerial skills meant to ensure sound interactions and understanding. References Barnes, Larry. 2008. Healthcare Crisis and Transformational Leadership, Health Leaders Media, Viewed 29Th December 2012. Geisler, B. P., Widerberg, K. F., Berghofer, A. & Willich, S. N. 2010. Leadership in health care, Journal of Health Organization and Management, Vol. 24, No. 3, pp. 258 – 276. Govier, I. & Nash, S. 2009. Examining transformational approaches to effective leadership in healthcare settings, Nursing Times.net, Viewed 29Th December 2012 Healey, B. J., & Lesneski, C. D. (2011). Transforming public health practice leadership and management essentials. San Francisco, Jossey-Bass. La Rue, K. S., Alegre, J. C., Murei, L., Bragar, J., Nandita, T., Kibunga, P. & Cheburet, S. 2012. ‘Strengthening management and leadership practices to increase health-service delivery in Kenya: an evidence-based approach,’ Human Resources for Health, Vol. 10 No. 25, Viwed on 28Th December 2012 Marquis, B. L., & Huston, C. J. 2009. Leadership roles and management functions in nursing: theory and application. Philadelphia, Wolters Kluwer Health/Lippincott Williams & Wilkins. Rigolosi, E. L. M. 2012. Management and leadership in nursing and health care: an experiential approach. New York, Springer. Robbins, B. & Davidhizar, R. 2007. ‘Transformational leadership in health care today,’ Health Care Manag (Frederick), Vol. 26, No. 3 pp. 234-9. VanVactor, J. D. 2012. Collaborative leadership model in the management of health care, Journal of Business Research, Vol. 65, No. 4, pp. 555 – 561. Walshe, K., & Smith, J. 2011. Healthcare management. McGraw-Hill International: New York. Read More