This study “Health and social care for leadership and management” investigates the role played by the NHS and presents NHS as a good example of a transformational leader in the health and social care. NHS oversees various management aspects such as ensuring high-quality care.
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An extensive review of the literature on management and leadership of health and social care confirms that effective leadership and management is essential for health and social care provision. Both the management and leadership ensure higher quality, consistent safety, and streamlined efficiency. Effective leadership is essential for driving health and social care delivery. The care manager needs to have the ability to exercise the leadership skills that required in their job role for effective and efficient management of care. The health and social care provision success or failure depends upon the leaders. All care professionals are considered to play an important part in leading in some certain aspects of care.
The National Health Services UK
The UK National Health Services was established in 1948 in the aftermath of the Second World War. During this time, healthcare was a luxury, and not everyone could afford it. However, it was based on the principles that everyone was eligible for care. Since then, NHS has undergone a lot of changes and transformations. The National Health Service delivers healthcare to a total population of over 62 million people in the United Kingdom. According to Gopee & Galloway, NHS’s total expenditure amounted to £106 billion out of the total public expenditure of approximately £700 billion for the UK. Therefore, the total expenditure on healthcare accounts for 16 percent of the total annual expenditure for the United Kingdom. NHS plays a key role in providing leadership in the health.
Despite this desirability, the theory faces criticism from C.L. Graeff, who claims that there is conceptual ambiguity that limits the practical application of the theory’s prescriptive model. One such problem is the situational leadership theorist’s argument that a motivated person without ability is less mature than an unmotivated person with ability is, against which a number of logical arguments could be made (Graeff, 1983, p. 287). Situational leadership, which attempts to impose categorical classifications onto people and groups, often fails in empirical support as well. Task-relevant maturity suffers from conceptual ambiguity and thus offers little help in a real-life approach to solving management and leadership problems (Graeff, 1983, p. 290). Escaping the kinds of theoretical problems with situation leadership, some theorists prefer to discuss a notion of “transformational leadership.” Transformational, in this case, refers to the idea that leadership should inspire and cause change in individuals as well as institutions. This notion of transformation first arose in 1978 with the writings of James MacGregor Burns, who defined the concept as “a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents” (Wren, 1995, p. 102). Defined in another way, transformation means not only instilling a new idea and motivation in one’s followers, but to empower them to become leaders (and proselytizers) themselves. In addition, leaders are turned into “moral agents,” by which Burns means they advance from one stage of development to another, fulfilling their higher human needs for esteem and
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According to the report in assessing this type of leadership, it is important to argue that the qualities or traits needed in order to secure strong and effective leadership is supremely debatable. There are some discussions on the qualities which are essential for effective leadership. Effective leadership may not be based on qualities like drive or knowledge.
The author states that in an ideal world, leadership theories should inform leadership development practice. However, the current leadership development programs fail to articulate perspectives on leadership beyond a behaviour and value approach. The concept and practice of leadership has been explained through a wide range and ever growing theories.
Change theory will be extensively analyzed.
However, it has been argued that a leader can not have all the skills required therefore the optimum will be to have as a leader someone who is flexible but when it is required s/he will let the leadership to the others.
The health care services related to health promotion, health prevention and rehabilitative care being extended to elderly patients in private residential aged care function badly because of integration problem.
& Buchanan, D.2007). Even if the final decision is made by the social worker, the leader will invite the suggestions and opinions of all the individuals in his/her organized group (Johnson, K., & Williams, I., 2007). A leader is anyone who is looked upon as an authority
It is witnessed that the political influences have drive changes in the health and social care services. In this regard, the range of factors such as legislation and governmental policies have directly and indirectly influenced the overall functions of health and social care services during the last couple of decade.
The author of the paper states that declaring the appropriate leadership style as context-dependent and highly variable is a desirable view to take, because it alleviates the epistemological problem of trying to generalize good leadership practices to many different situations that may have nothing in common.
According to the report, Operational Management in Health & Social Care, despite its wide application in the West, the adoption of lean management by the Hong Kong health care system is almost lacking. This report recommends lean management for a Hong Kong hospital based on the lessons learned from the cases of two American hospitals.
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