Leadership Theories in Health Care - Essay Example

Leadership theories in health care Introduction A manager is a person that can guide a workforce towards working to achieve a common goal. The leadership styles developed over the years is not specific of the nursing and medical field but lean mostly on the business filed. Leadership is a dynamic process and keeps on changing with the developing world. Thus, the leadership styles developed many years ago may not all be relevant to the modern world and a leader should adjust the leadership style to suit the current world (Martin and Euan 2001, 110). Leadership styles should assist the workforce to adapt to changes. One cannot proclaim that one leadership style is better than the other; each leadership style is determined by the framework of the organization and the workforce present. There are various leadership styles that include democratic, laissez-fair, authoritarian. The theories between 1950 and 1980 which include the contingency and situational theories are supportive of putting into consideration the needs of the employees, the work that needs to be conducted and the situation at hand.The present theory of interactive theory formed in the 1970s, encourages a good relationship between the leader and the employees. Supportive leadership is the most effective where the leader is supportive and motivates the employees in the nursing filed towards achieving a common goal in providing quality services to the patients. Studies show that employees are satisfied and happy when supported (Tony 2002, 254). Leadership theories The aim of heath care service is to provide services to the public and cure diseases and in the same time maintain hygiene. The health care service should compare and contrast the different leadership style and the most suitable. The three leadership styles include authoritarian, democratic and laissez-fair. The authoritarian leadership style involves the use of force and strict orders as means of governing employees. The authority withheld by the leader in the medical field instills fear in the workforce and become afraid to go against the leader. There are rewards put in place for employees who uphold the rules and regulations set in place, however, there is punishment set for those who go against them. This style of leadership is most appropriate where fast decision needs to be made and there is no time to consult the employees. This leadership compare to democratic leadership style is insufficient because employees feel left out in making decisions that affect them (Jasper and Jumaa 2005, 116). The professions found in the medical service are highly trained and have many ideas that could be very useful. The democratic leadership style encourages employees to contribute their ideas in management in the health service. This leadership allows the leadership management to interact with the team and patient and inquire about their needs and involve them in decision making. The health service and management, for example, a doctor in democratic leadership should consult the patient about their needs and treat them putting in mind what they need and making the patients part of the decision. The doctors and nurses should ensure that they receive consent from their patients towards decisions that affect them in their lifetime (Manning and Kent 2003, 79). This approach is a democratic leadership, as opposed to authoritarian leadership where the nurses and doctors make medical decisions on behalf of the patients because they feel they are in the best place and their profession and state give them power to make the decisions.In this style of leadership compared to democratic leadership, one finds that the leaders at some point act ultra vires and make wrong decisions that cost the health institution when the patients sees the institution. The laissez-fair leadership style advocates for free reign among employees. The managers assume that the workforce is well aware of the duties and responsibilities and able to work under minimal supervision. The medical profession has experts trained in providing services to patients and does so with very minimal guidance from the management. The management believes that, with such expertise, the workforce can conduct its duties independently with minimal supervision (Letchfield 2008, 52). Compared to the authoritarian leadership style, the Laisser-fair is most effective in the medical filed because emergencies happen all the time and immediate decisions have to be made for patients in the critical ward unit. The various leadership style used in the health and social care service fit the current needs in the medical filed.The authoritarian style is crucial in the health and social care; critical decisions concerning the current emerging diseases are made by leaders that are in a better position. The leaders have enough knowledge and have attended international conferences making them best suited to make critical decisions. The laissez-fair doctrine gives free will to the professions. It allows decisions to be made without much supervision from the management. Thus, allowing the professions in the health institutions to make immediate decisions for the good of the patients. For example, a patient who brought in a critical condition and needs immediate surgery (Gray and Richard 2010, 34). The democratic leadership style allows build a strong relationship between the management, the team, the stakeholders, the customers and other professions. This leadership style allows the professionals to take consent from patients and management and consider all parties involves before making decisions concerning them. An example of usage of this style to suit current needs is a situation where urgent surgery should be conducted and the hospital needs consent inform of a signature from the immediate family member. Another current need is a situation where a patient on life support machine needs to be set to rest and a decision made only family members. Leadership skills There are skills needed to effectively manage and govern the health and social care. Leaders need to integrate the workforce and involve it in decision making and coach them to value life. The leaders should acquire good leadership skills which include confidence, self-fulfillment, goal oriented, and future oriented, honest and be able to lead the people in the right direction. Leaders in the national health care should be able to integrate development and ensure the workforce accept the change and work towards achieving a common goal (Jones 2007, 144). For the NHS to counter the challenges faced there should be delegation of power and duties to govern the health institution. Teams should be formed to effectively manage the health institution; there should be a close relationship between the service users, the managers, the stakeholders and other professionals (Einhorn 1986, 376). To achieve this relationship, the different groups should work closely together to ensure effective delivery of services and achieve satisfaction to all parties. Leadership development programs strengthen the relationship between managers and other professions. For the patients and the staff they need to feel engaged and appreciated by implementing their decisions and improve care. The stakeholders should be informed about any reforms and their ideas taken into consideration in improving health care. When managers work closely together and delegate the responsibilities, the services provided satisfy the needs of health care, none should feel more superior to the other but should work together in achieving a common goal. The health profession should relate well and ethically with other professions. The health and care institute also interact with the finance, human resource, procurement and other professionals and should build strong relationships with these professions. Ethical behavior should be upheld always to ensure maintenance of strong relationships with these relationships. Conclusion In conclusion, governing and management of the health and social care is not easy because it is a very diverse filed that requires much effort and commitment to servicing the people. Therefore, critical care should be taken while choosing a leadership style to use in this field. The authoritarian leadership style is best suited when the leader is an expert in the medical field and critical decisions need to be made with little time. Also in the case where the people are illiterate and cannot make decision for themselves, the leadership style will apply (Gray and Richard 2010, 34). The most preferred leadership style is the democratic style because it puts into consideration the views of everyone and decisions made suit everyone. The workforce feels appreciated and motivated and this highly motivates the employees. Most organizations adopt this leadership style and preferred as opposed to the authoritarian style of leadership. The laissez-fair style of leadership allows the employees free will to conduct their duties with minimal supervision. It acts as an encouragement that the workforce feels trusted by the management and takes their responsibilities seriously. It is also best suited especially in cases of emergencies (Barr and Lesley 2012, 145). When NHS delegates its roles and duties among its managers, the staff, stakeholders and this ensures that the challenges faced by the health institution reduces at a high rate. The delegation of the activities and programs set ensure that each employee has a responsibility and gains a feel of belonging to the organization. It also ensures that one department is not overloaded with work and this eventually ensures a smooth flow of activities and effective provision of services in the health and social service. By use of effective leadership styles in the health and social care the services improve the deaths caused by irresponsibility and also lack of enough skilled workforce reduces the deaths that occur and builds trust in the health and social care. Reference List Barr, Jill, and Lesley Dowding (2007). Leadership in health care. 2nd ed. Los Angeles: SAGE. Einhorn, Jay (1986). Leadership in health care and human service organizations. Springfield, Ill., U.S.A.: Thomas. Gray, Ivan, and Richard Field (2010). Effective Leadership, Management and Supervision in Health and Social Care. Exeter: Learning Matters Ltd. Huber, Diane (2006). Leadership and nursing care management. 3rd ed. Philadelphia: Saunders Elsevier. Jasper, Melanie, and Mansour Jumaa (2005). Effective healthcare leadership. Oxford, UK: Blackwell Pub. Jones, Rebecca A. Patronis (2007). Nursing leadership and management theories, processes, and practice. Philadelphia, PA: F.A. Davis Co. Kippenberger, Tony (2002). Leadership styles. Oxford, U.K.: Capstone Pub. Letchfield, Trish (2008). Leadership and management in social care. Los Angeles: SAGE Publications. Manning, George, and Kent Curtis (2003). The art of leadership. Boston, Mass.: McGraw-Hill/Irwin. Martin, Vivien, and Euan S. Henderson (2001). Managing in health and social care. London: Routledge. Read More