Health Sciences and Medicine - Essay Example

? Health Sciences and Medicine Health Sciences and Medicine Describe and discuss the role transformational leadership plays in strategic planning Lowder (2009) notes that several leadership theories have emerged from the management schools of thoughts. The different management schools of thought, according to Lowder (2009) make us have a good understanding of the correlation between leadership and strategic planning during change management and implementation processes. Transformational leadership is one of the leadership models employed for effective management of an organization. Transformational leadership, according to Bass, and Riggio (2012), is a leadership concept that emphasizes on the motivation and empowerment of followers towards a shared vision and the attainment of the vision through the provision of necessary resources for followers to develop their full personal potential. This leadership style has proved remarkably effective as far as organizational strategic planning is concerned. This section of the paper explores the role played by transformational leadership in strategic planning. Transformational leadership is extremely beneficial for an organization that wishes to succeed. Gittens (2009) attributes this to the fact that this leadership type believes in the introduction of new ideas, in the management of an organization in order to achieve the vision of the organization. It pertains to a transition from old views to new views, which is very critical for strategic planning taking into consideration the fact that organizations are dynamic, and new things keep coming up. In this regard, transformational leadership is a driver of change in an organization. Bass and Riggio (2012) argue that transformational leadership plays a critical role in strategic planning. Bass and Riggio attribute this to the fact that transformational leaders are internally driven visionary, and are able to see beyond their technical skills and political exchange. This makes them see where change is desired thereby resulting in good strategic decisions. In addition, Bass and Riggio (2012) stated that transformational leadership focuses mainly on a paradigm where realization of the organizational vision is given first priority. In this regard, transformational leadership is effective for strategic planning since it rallies employees in the organization towards the attainment of organizational vision. In fact, in order for an organization to be successful, it must have clearly defined visions, which employees understand. Once the vision has been defined, employees are then rallied towards the attainment of the vision. Transformational leadership has proved remarkably effective in ensuing that employees understand the vision of the organization, which their leaders rally them towards the attainment. Transformational leaders, according to Bass and Riggio (2012) are also ethical, wield power from a set of values, and communicate symbolically to ensure organizational vision is attained. Further, Bass and Riggio state that transformational leaders posses an inborn ability to adapt and align their strategies in an ever-changing environment. These qualities possessed by transformational leaders are very essential for strategic planning as they help align followers towards the attainment of organizational objectives. Transformational leadership concept also plays a vital role in strategic planning since such leaders tend to focus on affirmative moral obligations of an organization. Lowder (1996) argues that transformational leaders focus a lot on social ethics theory, which holds that an organization has positive moral duty to do that, which is good for its stakeholders. At the same time, transformational leaders strongly believe that companies have a moral duty to do good for its employees. Emphasizing on ethics in the decision-making process is extremely important since it ensures that the organization only does that which is beneficial to its stakeholders. Transformational leadership also plays a critical role in strategic planning due to its inspirational motivational. According to Lowder (2009), transformational leadership greatly influences the culture of an organization through actions, decision-making, modeling, and personal attitude, which, in turn, positively boost the values and perceptions of employees in an organization. According to Bass and Riggio (2012), the transformational leader makes decisions in accordance with Kantian Capitalism perspective free of employees or people as a means to an end in accomplishing objectives. This is because transformational leaders do not use their employees to achieve goals without seeking their consent. As a result, before any strategic decision is made, employees to be engaged are first consulted to ensure that every employee knows what he or she is expected of in order to achieve the vision of the organization. Lowder (2009) argues that the returns of the inspirational influence of transformational leadership include virtuous traits and behaviors at the workplace. These include honesty, trust, meaning, honor, ethics, and caring just to name but a few. These virtues are exceptionally significant for organizational success. Gittens (2009) noted that, as transformational leaders fulfill their promises through virtue-drivel leadership style, the commitment level of employees in the organization increases. These results in positive outcomes in the workplace, which include among other things job satisfaction, higher productivity, and good attendance rates and increased working morale. Transformational leadership also plays a crucial role in strategic planning through intellectual stimulation. In this regard, transformational leaders achieve intellectual stimulation by promoting innovation and creativity among their followers and takes risks to ensure the success of an organization. Gittens (2009) argues that transformational leaders establish organizational mindsets that all organizational members have the right to take part in the decision-making process. Gittens (2009) argues that this enhances positive intellectual stimulation. Transformational leadership also promotes strategic planning since such leaders tries as much as possible to understand the cultural perspectives of employees, their shared values, norms and beliefs and their influences on the productivity and performance during the change process. Normally, the effective change management requires a good understanding to cultural influence on employees. Gittens (2009) argues that understanding the influence of employee’s culture, assists transformational leaders in integrating employee’s mental and emotional participation in the day-to-day decision-making. 2. Health Reform has introduced many new models of care that are based in large part on paying for performance. Discuss these new models of care and how they contrast against our former system of delivery and their respective incentives of quantity vs. quality. Janeba (2008) cites that reforming the health care system has been top of President Obama’s reform agenda. In so doing, the government intends to employ a number of strategies to reforms the health care system. Top of the reform strategies has been the implementation of new payment models whose objective is to improve the value. Pay-for-performance (P4P) system is one of the payment methods that have been introduced as a means of reforming the country’s health care system. The P4P method is a provider reimbursement system based on the achievement of a pre-determined quality measure (Janeba, 2008). Quality in this case can be outcome-based determined through benchmarking or can be process-based measured through improvement. The P4P method, according to Janeba, (2008) aims at achieving the defined and measurable objectives associated with care outcomes and processes, resource use, patient experience and other related factors. P4P system has helped reform the health care system by improving the quality of care delivery while reducing the cost, as well (Janeba, 2008). In addition, pay for performance method encourages collaboration among care providers, promoting accountability, as well as encouraging improvement by emphasizing the result of care delivery to patients. The P4P method is associated with several provider reward program option aimed at assisting in reforming the U.S. health care system. They include: Uniform provider payment methods and rates. According to this payment system, all payers are required to adopt a payment rate and method similar to those of Medicare. Under this payment system, all rates will have to be publicized and updated periodically to show the yearly fluctuation in productivity and costs per unit. It is projected that the implementation of this payment system will help save an estimated $23.1 billion in the next five years (Janeba, 2008). However, experts estimate that the implementation of this system would also result in a reduction in income for some care providers. Janeba (2008) indicates that the system will affect mostly care providers that do not handle Medicaid patients and those who have high reimbursement rates currently. Prometheus Payment Model The Prometheus payment model, according to Janeba (2008), is based on the evidence-informed case rates (ECR): risk-adjusted, single, prospective payments share between several providers both outpatient and inpatient environment to provide care for patients with certain diagnosis. Janeba (2008) notes that the payment will be based on the total amount of resources needed to provide care to the whole episode. At the same time, part of the payment will be withheld and later redistributed based on the performance of providers. However, every provider, under this system will be liable for technical risk through the use of payment-linked performance standards but would only be protected from the probability risk by the risk adjusting to payments. Primary Care Case Management programs These systems aim at making medical home-certified physicians be paid a per-member per month (PMPM) fee on top of the current rates. The PMPM, according to Janeba (2008) will provide a cover to enhance primary care services such as chronic diseases management and care coordination. It is estimated that the effective implementation of this system will help save over $193.5 billion over the next decade with another $4.1 billion being realized at the state level (Janeba, 2008). Virtual Bundling Payment Program Janeba (2008) reveals that MedPAC did present a payment reform options intended to slowdown the growth of Medicare expenditure. The payment option called for the introduction of a bundled payment method for all services linked with hospitalization. The virtual bundling method, according to Janeba (2008), will not interfere with the current fee-for-service (FFS) system but will see an adjustment to both hospital and inpatient physician services based on the amount of services provided to patients during hospitalization. Janeba (2008) also noted that the fee charged would be subject to withholding. In addition, care providers with low or average expenditures would be entitled to receive the withheld amount. In contrast, those with high expenditures will not be eligible for reimbursement of the amount withheld under this new proposal. In fact, all providers of Medicaid will be required to be involved in this system. Gain sharing Report indicates that gain-sharing system has received considerable support from different policymakers. This follows the successful demonstration by the CMS that gain sharing can reduce spending for cardiovascular care. MedPAC, for instance, has recommended to Congress to authorize gain-sharing arrangements between hospitals and physicians and ensure that such arrangements are regulated. This I aimed at protecting the quality of care while minimizing financial incentives capable of affected physician referrals (Janeba, 2008). Primary Care Comprehensive Payment The primary care comprehensive payment is intended to replace the counter-based payment system. This is aimed at ensuring that patients are provided with comprehensive care. According to this new system, a monthly payment would be enough to cover all expenses. Janeba (2008) reveals that there has also been a suggestion that part of the payment needs to be the outcome or performance-based that should be paid in the form of a bonus for accomplishing predetermined objectives. This model holds that charges from specialists or hospitals would be left uncovered by the payment. This implies that all charges will remain at the hands of the payer (Janeba, 2008). Contrast between the new and the old models The implementation of these new models will help improve the quality of service delivery to patients, as well as reduce the cost of health care services. This is the most striking contrast between the old models that have been in use, in the health care. For instance, the old payment models currently in use such as the fee-for-service, per diem, episode-of-care, and capitalization, condition-specific capitalization, and multi-provider bundled episode-of-care have failed to improve the quality of service delivery to patients. In addition, these traditional payment models have failed to reduce the cost of service delivery to patients making its hard for Americans to receive affordable health care. In fact, the failure of these payment methods have made Americas cost of health care increase at an alarming rate. In contrast, the new models, as indicated, will save the country billions of dollars over the next few years (Janeba, 2008). References Bass, B. M., & Riggio, R. E. (2012). Transformational leadership. New York, NY: Psychology Press. Gittens, B. E. (2009). Perceptions of the applicability of transformational leadership behavior to the leader role of the academic department chairs: A study of selected universities in Virginia. New York, NY: ProQuest. Janeba, N. (2008). Healthcare payment reform & provider reimbursement: A summary of strategies for consideration by the Oregon Health Fund Program. Oregon for Oregon Health Policy and Research. P. 1-22. Lowder, T.M. (2009). The best leadership model for organizational change management: transformational versus servant leadership. P. 1-28. Read More