Contribution of Effective Leadership in Health and Social Care - Essay Example

Contribution of Effective Leadership in Health and Social Care Name Id Course Instructor’s name Institution Location Date Contribution of Effective Leadership in Health and Social Care Introduction Deaths of most patients are caused by the errors that are made in the medical care as well as from the injuries caused during care provision (Alderwick, Ham and Buck, 2015). The effectiveness of the health and social care should be evaluated on the basis of its operations with relation to safety, timeliness, being patient- centered and providing equitable services. Open communication is encouraged between patients and nurses to ensure effective administration of medicine to the entire stakeholders of the health and social care (Meads et al. 2008). With the challenges that have been expressed in the healthcare provision sectors, there is need to provide fundamental changes and transformations in the leadership of the health and social care to build and sustain a collaborative healthcare economy (Bishop, 2009). The changes would range from the way work is designed and personnel deployed with the understanding of how culture acts on the science of safety (Harms and Credé, 2010). The leadership required in the sector is the type that is capable of transforming physical environment and the beliefs as well as practices of nurses and other health and social care workers in the environment (Avolio and Yammarino, 2013). The change initiative in transforming the sector to bring effectiveness in the operations within health care requires an understanding and collaboration of the employees. Effective leadership has the ability to bring health and social care into an environment with sustainable collaboration. This paper looks at the transformation leadership theory (Liu et al.2011) as the best way through which a sustainable collaboration can be realized within the health and social care environment (Martin and Rogers, 2004). It does so by looking at the transformation leadership principles, its operations strategies and incorporating evidence based management practice in the system. Transformation leadership roles in building and sustaining collaborations Leadership is based on the relationship that is created between the leaders and the followers in an organization (Salanova et al. 2010), (Cummings et al. 2011). The genius and success of leadership is seen in the manner through which leaders see things, act on them, and satisfy followers’ values and motivations as well as servicing themselves (Bishop, 2009) and (Wang et al. 2011). Transformational leadership occurs when the leaders advocate for the joint held goals with their followers with the indication of separate ideas but related ones with focus. The leadership shows the elements of mutual understanding among the stakeholders with influence of elevation that raises the level of human conduct as well as aspiration. The leadership is developed through the use of different process which includes; leaders taking the responsibility to make commitment to relationship with the followers through creation of ongoing mechanisms promoting both parties communication (Alderwick, Ham, and Buck, 2015). In this case the nurses and other social care providers are given the mandate to respond directly to the leadership and raise their complaints regarding the operations of the facilities. The idea helps the nurses to realize their mistakes as well as identify the needs of the leadership, hence avoiding conflict development, but creating consultation platform through the provision of the two way communication strategies (Doody, 2012), (Haider and Riaz, 2010) and (Bushra et al. 2011). Secondly, the leadership ensures that the followers are trained and appreciate the roles that each of them play in the life of each other (Jenkins, and Stewart, 2010) and (Marquis and Huston, 2009), (Aarons et al. 2012) and (Toussaint, 2013). In the nursing scenario, the nurses are equipped with the knowledge that they need to work with the help of each other to ensure that they support each other in the work. It brings the sense of knowledge in the mind of the workers that despite holding of different personal interest and gains, they are to work towards achieving a specific goal that is the call for nursing (Pegram et al. 2014). Lastly, the leadership aims at ensuring that collective objective is attained in the realization of the goals in a system rather than expressing individual goals in life. The principle of operation ensures that the operation is based on serving all the patients with care and minimal error cause to facilitate the development of the highly regarded collective responsibility (Bishop, 2009), (Long et al. 2012) (Rahman and Ferdausy, 2012) and (Feistritzer and Jones, 2014). In building and ensuring a sustainable health care provision, the use of evidence based system is taken into considerations (Gerrish et al. 2012), (Saint et al. 2010), (Munten et al. 2010), (Naylor, 2012) and (Huber, 2013). The principle of operation ensures that the organization develops pressure on the employees to account for every action that takes place with the facility (Marquis and Huston, 2009). The idea ensures that every action is taken into consideration with the operation being recorded after and before it is completed. The errors within the healthcare provision sector will be reduced as every individual will be keen in their actions and reporting will be done effectively to ensure support and idea sharing within the operation of the business. Trust among the employees is developed which ensures that none of the workers is held accountable for the mistake he or she did not commit, but you only remain answerable to the action you caused (Naylor et al. 2016). In most cases the sustainability of the health and social care sector is lost due to the constant error causing activities which remain unaccounted (Meads et al. 2008). Once the accounting process has been designed through the transformational leadership style and the use of evidence based management, the errors will be minimized creating a sustainable and a collaborating environment in the field of health and social care provision sector (Jeon et al. 2010), (Ferlie et al. 2011), (Hauck et al. 2013), (Akerjordet et al. 2013), and (Salmela et al. 2012). From (Davidson et al. 2006), (Millward and Bryan, 2005), (Dopson and Fitzgerald, 2006), (Crow, 2006), (Manley et al. 2008), (Redman, 2006), (Pearson et al. 2007) and (McIntosh and Tolson, 2009) some of the practices that have been put in place by the transformational leadership theory are; first, balancing of the tension between efficiency and reliability in the health care facilities. The activity involves conducting production activities in a manner which is cost effective and time efficient to spare the resource utilization. In none safety industries, cost effectiveness has been realized through downsizing, outsourcing, and cost cutting which cannot be practiced in the health care provision sectors. Transformational leadership in health and social care apply this principle to ensure that they introduce the personnel and equipment redundancy practices into the aspects of design which ensures that replacement is easily found in the system (Meads et al. 2008). With the principle of leadership that encourages the collective goal establishment, the organization ensures that other professionals take the responsibility of their fellow on the occurrence of the issues affecting the organization. The leadership style of transformational ensures that none of the workers restricts himself or herself to a specific kind of work but operates on inter-disciplinary actions which imply that he or she can take any responsibility at any time (Ghaye, 2008). To sustain the collaboration within the healthcare provision departments, the providers of the safety services are trained in all aspects to reduce the chances of gaps being left in the organization in case one worker leaves the job (Grant et al. 2009) and (Austin and Ciaassen, 2008). This ensures there is constant working in the organization with sustainable workers who has the capability to work at every sector. According to Bartram and Casimir (2007), Joseph et al. (2005), Nelson et al. (2009), Wong and Cummings (2009), Murphy (2005), Clarke and Ward (2006), Sama and Shoaf (2008), Erkutlu (2008), Hendel et al. (2005) and Akerjordet and Severinsson (2008) the collaboration and sustainability of the health care can be achieved through the creation of sustainable trust between the employees. Patients and nurses require trust for each other’s operation within the set up to ensure that they operate effectively in the health care. Trust is the act of being willing to operate under vulnerability to the attentions of one another whose strength is realized when parties believe each other to be competent and have their interests at heart. The transformational kind of leadership gives the workers and those being serviced the opportunity to be free and share with each other in realization of the collective goals of the business. The collaboration and sustainability of the sector is based on the trust created and the leadership style is important in creating the needed trust (Ghaye, 2008). When trust links people and groups to the organization like this case to the health care environment, it makes the stakeholders especially workers to be willing to contribute all their efforts without expectations of immediate payoff increasing the extent of reliability of the health care providers on offering interests of the organizations (Meads et al. 2008). The building and sustainability of the sector is developed when the workers increase their capacity for change through lowering their uncertainty and discomfort with change that only impairs the individuals and group adaptability but aiming at increasing the willingness to take risks. The ideas can only be achieved through the development of trust which is guaranteed through the application of the transformational leadership which initiates the provision of trust. The communication among the patients, nurses, and leadership is well developed when the leaders facilitate trust for each other and every individual within the organization to provide the sustainable environment in the sector. The trust developed works as an ambassador towards believing whatever the leadership communicate, what the nurses express and any communication system that is put in place within the institution. It also ensures that there is flow of knowledge and innovations within the health care sector through recording and sharing, as there is reliability on any information that is shared within the organization. The health care and social sectors require constant change in the way of operation and introduction of the new ideas in the system (Faugier, 2005). To build and sustain such kind of the organization, the leadership must ensure that changes are taken into consideration with the new ideas constantly practiced within the business to ensure that every practice is up to date. In order to ensure the development of change, the leadership style that is to be practiced should be one that provides the potentiality of actively managing the processes of change within the business (Avery, 2004). The change in the healthcare sector should be taken with the attention of the effects of change on the life of the patients and should only be active towards provision of the changes that positively benefits the patients. A new medical technology might be present in the sector but poor implementation of the system may result to the adverse effects on the health of the patients as well as the entire community. Transformational leadership ensures change takes place within the organization following five predominantly human resource management practices which are important for successful change implementation. Failure of application of the five stages results to the break down in change implementation and may only results to the destruction of the health care provision strategies rather than realizing the benefits of the organization. According to Northouse (2014) the development processes include; ongoing communication which ensures that the ideas of the workers are consulted towards the change that is to be implemented. Secondly, it requires that workers are trained on implementing the innovations in the field of introduction. Thirdly, the idea before it is introduced into the sector is evaluated through the use of different measurement mechanisms whose feedbacks are analyzed and redesigned to ensure that only positive changing activity is introduced into the system. Fourthly, the transformational leadership ensures that the change is given maximum attention before it is introduced into the sector to ensure that the system is effective and appropriate for the organization (McAlearney, 2006). Finally the leadership ensures that every worker is involved in the running of the organizational changes through inquiries of the ideas and their plans (Northouse, 2014). Through engagement of the employees in realizing change ensure that the new practices will be practiced in the organization without any failure from any of the members of the sector. Every sustainable organization ensures that there is total involvement and interaction with the employees in every activity of the health care and social economy (Shi et al. 2015). The response to situation within the organization is the idea that determines the influence the leadership brings to the entire organization (Thomas et al. 2014). The transformational kind of leadership ensures that every individual is given the mandate to be heard in the organization through sharing and communication systems. The sustainability and building of the collaboration within the health care and the social sector can only be achieved when leaders and other stakeholders have the capability to bring forward their ideas into running of the organization. The safety of the employees is assured through offering opportunities which facilitates communication and interaction within the organization which offers them morale towards working (Baker and Denis, 2011). A sustainable sector of operation is where the organization ensures that decision making process is brought down to the level of workers. Once the decision is made from the bottom most sector of the business, the workers feel like being part of the decision, and they always work to ensure that they fulfill the decision application that was started and introduced by them (Cheng et al. 2016). The idea reduces the conditions of imposing policies on the workers which reduces their morale and ability to sustain their working rate in ensuring the success of the organization. The ideas also create trust and reliability of the members of the organizations with leadership being left with the roles to supervise and guide the organization towards attaining the required standards. The sustainability of the health care and the social sectors of the economy will remain operating successfully through the involvement of the employees in decision making process through the initiative application of the transformational leadership (Baker, 2012). The transformational leadership creates the opportunity for the workers within an organization to learn on daily basis (Thomas et al. 2014). With health care sector being sensitive in its operations, it requires constant learning process which will sustain it throughout the entire generations. The safety of the health care society relies on the ability of the providers to learn from the changes that are taking place within the organization as well as the trends in the organizations. The implementation of the learning process within the organization ensures that the organization only creates additional skills in the management of the different situations within the organization. The practice ensures that new skills are acquired, transferred with its knowledge, as well as modified with its behavior which reflects the new knowledge and insights. The organizations which are learning do not wait for the knowledge to present itself but provides and actively manage the learning process by taking advantage of all the sources of knowledge through the practice of systematic experimentation facilitating new knowledge introduction. Through these practices different sectors of the health care will be utilized through the use of different principles to ensure that the organizations remain relevant with the employees motivated throughout the work practice (Leathard, 2003). The management needs to ensure that they actively engage in the learning activities of the organization to provide the route through which the organization carries out its operations. The involvement and design of these ways ensures that none of the employees within the healthcare is left out in the learning process for better work force. The entire process is ensured through making every part of the organization to remain alert in obtaining the information through sensitizing them on the benefits and utilization of the resources (Alvesson, 2002) and (Gopee, 2015). The management and leadership maintain the belief of the patients in the sector of the economy through the use different experimental methods to achieve the required decision for the action of the organization. Transformational leadership ensures that stakeholders within the business sector have the knowledge concerning each other ensuring that there is easy and efficient way of transferring the new idea into the organization (Koubel and Bungay, 2012). The organization understands whatever is needed to convince each and every person within the organization to facilitate easy approach of the individuals. Through the leadership of the organization, they evaluate the ways through which a learning environment is created within the shortest time possible (Chadwick, 2010). To ensure building and sustainable collaboration in the development of practices within the health care social economy, the nurses and the stakeholders need to operate in one voice (Grey, 2008). The loss of voice among the nurses has ensured that sustainability within the clinical set ups have been reduced causing constant fail in the departments within the organizations. Transformational leadership style has the capability to regain this voice among the nurses which will ensures that collaborations take place within the individuals (Koubel and Bungay, 2012). The proper representation method that the leadership brings to the stakeholders revives the spirit of the nurses which ensures that the organization operates towards attaining the goals of the health care and social economy. The leadership will ensure that reporting to the leaders takes place in across-organizational manner in which communication is made easier between the employees (Gopee, 2015). Transformational leadership strengthen the rule that takes place within the business through ensuring that the entire organization does not feel being controlled from one sector of the management (Gilburt et al. 2014). The leadership needs to ensure that communication within the economy is strategized through the use of the flat communication system (Grey, 2008). It is only through the use transformational leadership that the flat means of communication can be realized leading to the development of the safe and quicker decision making processes. The nurses and other stakeholders benefit from this communication system which ensures that complaints are easily raised to the leadership and solved while still at the control hand (Petri, 2010) and (Walshe and Smith, 2011). The process solving the problems at the initial stages ensures that there is sustainability in the healthcare provision sector since every individual is taken care of at every stage of their problem development. The flat communication ensures sustainability through different feedbacks that the organization receives from the entire environment (Leathard, 2003) and (Edwards, 2014). According to Himelstein et al. (2004), Pollens (2004) and Liben et al. (2008) the leadership ensures perspective of palliative/hospice care within the health and social care through the transformation of the relationship between the patients and the care givers. This gives the multidisciplinary approach to the diseases which ensures that the care is sustainably provided through the intervention of different individuals. It aims at improving the quality of life for every stakeholder in the organization ensuring that success becomes a factor of determination within the sector (Puchalski et al. 2009). The palliative care establishes the trust and the love for the patients as it provides care even without necessarily being sick. Through the initiative of the transformational leadership, the care providers are motivated and the care is given which build and sustain the health and social care. From the discussion, the paper has looked at different ways through which leadership can be used to and sustain the health care provision and social sector. It is with the understanding that proper leadership is necessary in facilitating the trust, morale and changes in the sector that transformational leadership becomes the prime leadership principle to apply in the sector. The operation within the healthcare is based on understanding the situation at hand and being ready to be corrected in every aspect of actions. It is therefore important for the organization to work tirelessly in ensuring that every member of their sector are involved in the decision making process. 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