Leadership and Strategy - Case Study Example

Leadership and Strategy Name Class Unit Table of Contents Table of Contents 2 Part 1: Service Redesign at South Devon Hospital Trust 3 Leadership approaches demonstrated by the Fiona Jenkins. 3 Transformative leadership 3 Idealised influence 4 Inspirational motivational 5 Individualised consideration 6 Intellectual simulation 7 If you had been appointed in Fiona Jenkins’s place, would you have handled things in the same way? 8 Part 2: Critical evaluation of organisation strategy 10 British Heart Foundation strategy critical evaluation 10 Mission statement 11 Mission statement 11 Objective 12 Environment analysis 13 Internal analysis 13 SWOT analysis 15 External analysis 16 Recommendations 17 Conclusion 19 References 20 Part 1: Service Redesign at South Devon Hospital Trust Leadership approaches demonstrated by the Fiona Jenkins. Fiona Jenkins demonstrated a transformative leadership approach in the case study. As a head of physiotherapy for the English National Health service (NHS) she reviewed and redesigned the stroke unit in the region. This assignment will use the transformative theory of leadership to explore the service redesign done by Fiona. This is due to fact that she caused changes into individuals and the social system which are the main aspects of transformative leaders. The assignment will be structured into the 4I’s of transformative leadership (Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, and lastly, idealized Influence) to explore her case in relation to transformative leadership (Shields, p. 26-33). In this assignment, we will be talking about transformative leadership and elaborate on the 4 I’s and give examples on each of them from the case. Lastly, the assignment will explain how I would have handled things if I had been appointed in Fiona Jenkins’s place. This part will also use transformative leadership and address the weakness that has been found on Fiona Jenkins’s approach. Transformative leadership Transformative leadership is one of the most prominent theories in organisational behaviours. This form of leadership is concerned with the development of full potential for the individuals and motivating them towards a common good (Crevani, Monica and Johann, p.82). This is as seen in the case study where Fiona Jenkins is motivating the individuals involved into greater good and against their self-interest. The model of transformational leadership is based on four main components which are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Montuori, p.8-10). Idealised influence In idealised influence, the leadership is supposed to do what is ethical rather than choosing to do what is expedient. Leaders in this case are guided by their moral commitment to their followers as seen in the case for Fiona Jenkins (Montuori, p.7-11). They go beyond self-interest and focus on the interest of the organisation. In this case, Fiona had to put the organisation interest in front of hers. She had to convince the stakeholders to adopt a new structure and implement change. Her responsibility to completely review and redesign the south Devon stroke services was beyond her self-interest. This is also seen as she took the make the patients diagnosed with stroke were well catered for. She worked hard to improve the community rehabilitation services and came up with integrated services and collaboration across the network. She also has a moral commitment to her followers. This is seen as she gathers all vital information that would help in making the stakeholders convinced on the need for change (Battilana et al., 2006). She valued the stakeholders’ inputs and suggestions to make them feel as a part of the change processes. She worked hard to ensure that all organisations were able to work together for a common good (Shields, p. 26-33). Idealised influence can be described into two ways; attributed and behavioural. In the attributed, it involves the traits assigned to a leader while bahavorial refers to what one does (Dantley and Linda, p.18). As seen in the case study, Fiona instils pride on those that she works with. She makes them to be part of the project and identify with it. She also emphasizes the need for a collective mission. It is evident throughout the case that Fiona Jenkins acted as a role model and exhibited behaviours that are admirable. The subordinates in this case most who were the stakeholders admired and appreciated her work and performance. She made difficult choices that ensured those suffering from stroke were able to benefit in a great way. Despite the unhappy staff, she worked hard to ensure that their grievances were addressed. This is seen in her appointment for the non-medical consultants who were based at the Newton Abbot. The consultant coordinated with the medical staff and the social services to ensure that there was seamless care. This was aimed at addressing the employees’ grievances and to ensure that the recommendations worked (Battilana et al., 2006). Inspirational motivational Inspirational motivational is exhibited by the transformational leaders through their behaviours to inspire and motivate the followers (Shields, p. 29). This is aimed at raising the level of self-confidence on the ability to achieve the goals which may seem impossible. This is through use of symbols and emotional arguments which can help in gaining the followers acceptance and commitment (Montuori, p.7-12). This is seen in Fiona Jenkins through her efforts to create an inspiring and appealing vision for the future of the stroke sufferers. She showed the followers a high level of determination in accomplishing the task of redesigning the service delivery for the stroke patients. She was able to show confidence that they would achieve the goal for appropriate care for the stroke patients. As she got started on the redesign, she worked hard to ensure that she encouraged the followers and set the standards. She made them aware of the important issues and the problems facing the stroke patients at the centre. She knew her job was not easy since it required a lot of investment to improve the quality of the care for stroke patients in the stroke health community. Her goal included collaboration across the services and develops work practices all which required inspirational motivational (Battilana et al., 2006). Individualised consideration Individualised consideration refers to the leaders’ efforts to give emotional and social support to the followers (Crevani, Monica and Johann, p.83). This is empowering them through use of coaching and counselling. In this case, the leader is expected to consider the individual needs and aspirations. They listen to their needs attentively as seen on this case (Dantley and Linda, p.23). Fiona Jenkins was keen on the needs for the workers who were affected by her efforts to redesign the services. She met with members from all areas of the health community who dealt with the stroke care through the steering committee. The committee included the nurses, patients, social workers services representatives and the regional coordinators in the stroke association among others. As explained by Jenkins, stroke service was plotted based on individual initial consultation based on the health and social care system (Battilana et al., 2006). Despite being time consuming, Jenkins preferred use of individualised consideration. This shows that she valued the contributions made by the individual shareholders as well as their inputs. She was able to emphasize on the need for collaboration and communication to all organisations individually. She was able to explain the implications and explained all issues which occurred in the treatment of the stroke patients. She tried to inspire the committee through a visit to the stroke unit which was being considered as centre of excellence for care. As explained by Jenkins, she took every individual who participated in the trip for a six hour journey on the centre. She listened, communicated and encouraged the committee. Through selecting the committee, she was able to empower others and support those in subordinate positions (Battilana et al., 2006). As seen in the case study, she was involved in treating every individual based on their needs, abilities and aspiration which are element of individualised consideration (Ncube, p.78-82). Intellectual simulation Intellectual simulation refers to the ability of the leader to challenge the followers intellectually. They are leaders who can instil creativity and encourage the followers to approach things in a different way. In this case, it involves the ability to help others question their status quo and look for new way of doing things (Shields, 2003). Jenkins worked hard to enable others to solve the problem in an innovative way. It involved showing others the need to question the status quo and come up with creative solutions (Shields, p. 26-33). Jenkins faced difficult choices and came up with an innovative solution. She maintained the acute care unit at the Torbay general Hospital while the specialist rehabilitations services were moved within the PCTs. She came up with a solution where there were economies of scale in staffing. Despite the opposition to her idea, she explained the way her solution would work for the benefit of all. She dealt with the unhappy staff and showed them the need to break the status quo. She responded to their fears and challenges in an innovative manner (Battilana et al., 2006). This is through the appointment of a non-medical staff consultant to coordinate. She seeks different views from the stakeholders and encouraged them to express their ideas and opinions. This made the whole project to be collective. She was able to question the traditional way of doing things in care for the stroke patients and showed the value of questioning the existing assumptions (Montuori, p.7-10). Jenkins problem solving showed that she looked at the problems faced by the stroke patients on a different angle and encouraged non-traditional thinking. He suggested to all stakeholders involved new ways of doing things. The ability of Jenkins to challenge the stakeholders’ intellectual made it possible to come up with new recommendations for the stroke patients’ care. She looked at the challenges which the patients had faced and engaged others to come up with creative solutions to them. This is what intellectual simulation entails. The followers were intellectually challenged to challenge the existing assumptions (Ncube, p.78-82). If you had been appointed in Fiona Jenkins’s place, would you have handled things in the same way? If I were in Jenkins place, I would have done the things in almost the same way but address the weakness she had. I would have changed several ways in which she approached the process of coming up with the solution. Being a transformative leader involves facilitating a series of conversation with the stakeholders but not making decisions or establishing strategic plans. One has to ensure that the key stakeholders are involved in making the final decisions. One is not supposed to come up with ideas without full consultation with all key stakeholders (Shields, p. 26-33). This is one of the weaknesses in Jenkins approach. She failed to involve all stakeholders which lead to unhappy staff at the end. After making the choice, Jenkins faced opposition from the staff. It was not only Sleight who was unhappy with her proposal but the staffs from the Torbay general hospital and newton abbot were worried (Battilana et al., 2006). It seems that she had failed to include this group which are the key stakeholders. She was not able to facilitate communication with them while making a decision. I would have involved them in the process of making decision through creation of a conversation and having their inputs. I would have honestly cared about all stakeholders and ensure that their needs are catered for in the final solution made. I would also have been involved more in coaching and mentoring. This would have increased the motivation and morale among the staff (Montuori, p.7-12). The unhappy staffs in the Jenkins case is caused by lack of adequate mentoring and coaching. This would have required played the role of individualised consideration more keenly. This is through understanding how people think and challenge their long term assumptions and beliefs (Ncube, p.78-82). Despite the fact that Jenkins was involved in individualised consideration, she failed to fully challenge the existing assumptions. The employees were not fully transformed leading to resistance and unhappy staff. It is important to note that change will always bring conflict. I would have figured out how to minimise the conflict in the solution suggested. This would have enabled me to deal with the opposition more effectively than Jenkins. It is important to note that poor change management leads to more conflict. I would have emphasized more on the benefits that employees would gain in the process. Also, I would have ensured the staff that the proposed solution was compatible with the existing values. In this case, the employees were worried about changing roles in their jobs and lack of facilities in newton abbot hospital (Battilana et al., 2006). The change of work made some of the employees anxious. These are problems that I would have solved before coming up with the final solution. I would have explained that the proposed solution would not bring complex changes and the changes were simple and easy to understand. Also, the change process would have been proposed to be carried out in a step by step basis. It is important to note that communication can help a lot in eliminating the conflict and opposition (Montuori, p.7-12). This implies that I would have to communicate more before coming up with the strategic solution in service redesign. This is especially with the key stakeholders who included the staff in both hospitals. As a transformational leader, I would have succeeded through valuing the associates and all partners by taking their inputs more seriously (Ncube, p.78-82). I would have encouraged the staff to be more creative to help in coming up with a solution that is best for all. Despite the fact that Jenkins solutions was the best for the care of stroke patients, lack of input from the staff lead to unhappiness (Battilana et al., 2006). The creative input from the staff would have made the solution highly accepted by all. It is important to note that Jenkins ways of handling things was successful but it had several limitations. These limitations are the one I would have addressed if I were in her position. Part 2: Critical evaluation of organisation strategy British Heart Foundation strategy critical evaluation British Heart Foundation (BHF) is one of the most successful charity organisations. It is the fifth largest charity in the UK and has been on the forefront against the heart diseases. This can be attributed to the organisation strategic planning. The organisation strategy is has enabled them to promote health and wellbeing (Townsend, et al., p.77). This makes it a great organisation to analyse their strategy. This assessment critically analyses the strategy by the British heart foundation based on tools used to formulate and implement strategy. Strategic planning is a challenging and exciting exercise undertaken by organisations. It allows the organisations to make important decisions through taking a long term view on what it aims to accomplish and how it will do it (Mintzberg, p.31). A well-developed strategic plan should act as a blueprint for making changes that will make it possible to attain the set goals (Steiner, p.43). It is vital to look at the BHF strategy and make a critical analysis. The strategy starts by listing the organisation mission which is to win the fight against the cardiovascular disease. Mission statement “Our mission is to win the fight against cardiovascular disease” (British Heart Foundation). This is an appropriate mission for the organisation. The mission is appropriate due to the fact that UK has been facing a major threat from the heart attacks. At the moment, about 480 people visit the hospital with a heart attack. In a group of ten about seven survives and return home while the rest succumbs to heart diseases. When the organisation began in 1961, the survival rates from heart attacks were low. The rates of recovery from the heart attack were very poor. Through their mission, BHF has been pioneering with research that has led to live saving treatments. Through the research programs, the organisation has worked towards a change that will make it possible to save lives (Townsend, et al., p.77). Mission statement “Our vision is a world in which people do not die prematurely or suffer from cardiovascular disease.” (British Heart Foundation) The organisation vision is a world in which people do not die prematurely or suffer from the cardiovascular disease. The vision is also appropriate for the organisation. This is due to fact that it focus on eliminating premature deaths or sufferings caused by the cardiovascular disease. The vision is embedded on the organisation mission. This is a vision that helps the organisation to increase their efforts in research and development to ensure fight against cardiovascular disease is won in UK (Scarborough et al, 12-67). A good vision is supposed to be easy read and understood. It is also supposed to capture the required spirit in an organisation and attract the people attention (Mintzberg, p.33). This is seen in the vision for BHF. It is also a vision that can be easily understood and read. The spirit of the organisation is to fight the cardiovascular diseases which are clearly seen in the vision. To fight for their vision, BHF has listed their plans for 2020 (British Heart Foundation): Fund more vital research discoveries Lead the fight in preventing more people developing risk of cardiovascular disease Help the victims of cardiac arrest or heart attack survive. Ensure that more people are able to receive best support possible, care and information. Deliver on ambitious programmes aimed at growing the organisation income Run a world class organisation. Objective The objective of BHF is to fight against the heart disease (British Heart Foundation). This is attained through funding the research projects around the UK which are aimed at fighting the heart disease. The organisation also helps millions of people with information about the heart disease making sure that the public is well informed. The organisation has also been holding campaigns aimed at showing the public how to make a difference. It is important to note that the organisation has been engaging the politicians to ensure that there are better services for the heart patients. The organisation works along the government, health charities and health care professionals. There is also involvement of dedicated supporters where everyone has a role to play in attaining the objective. Through asking for support in donations, BHF has been able to support their research (Townsend, et al., p.77). This is an objective that is central to the organisation activities. The objective is very appropriate for BHF since it is based on the needs in fighting the threat of heart diseases in UK. Environment analysis A well-developed strategic plan is expected to address the strengths and weakness of the organisations (Jackson, p.54). This is due to fact that by understanding the organisation environment, it becomes possible to make changes in order to achieve the goals set. BHF strategic plan is based mostly on research. Through research, the organisation is able to come at the forefront in cardiovascular issues. The research requires that the organisation has internal and external environment capability to fund them. Through internal analysis, it is possible to identify the weakness and strengths of an organisation. This helps in determining the competitive edge of the organisation. It became possible to reposition the organisation through addressing the weakness (Mintzberg, p.17-54). In this case, it is vital to look whether BHF has been able to analyse their environment and address their weakness. Internal analysis Resources analysis is carried out during the internal analysis of an organisation. This includes both tangible and intangible resources that are able to put the organisation in a better position (Mintzberg, p.34). BHF has been able to base their strategy based on the resources available. This is due to fact that the strategy focuses on increasing donation and also income generating means. The research is mostly founded through donations. This is due to fact that the process of research requires a lot of cash to fund. BHF has a shop which also contributes to the required funding for research. It is therefore evident that the strategy took in consideration the organisation resources (British Heart Foundation). The core competency for BHF is their strong funding network which makes it among the biggest charities in UK. The strategy focuses on efficiency in carrying out the organisation tasks. BHF strategy also focuses on innovation. This is through the using innovative ways to gain funds for research. BHF is highly reliant on the public. This is through their reliant on the generosity of those contributing for a course. For example, the new strategy aims at raising more than half billion pounds by 2020 (British Heart Foundation). A SWOT analysis is a great tool in determining the strengths and weakness of an organisation. A good strategy should be drafted after carrying out a detailed SWOT analysis (Jackson, p.54). In this case, the strategy by the BHF seems to cater for the strengths and weakness for the organisation. The main weakness for the organisation is the fact that it has to rely more on donations. Despite the research being highly costly, the organisation has to depend mostly from the well-wishers. This is a weakness that is addressed by the organisation strategy through coming up with several incoming generating means. The organisation through the strategy has been using their online ship to sell different items. There are also organisations of charitable events which are aimed at generating more revenue for the organisation. Also, the organisation has been very keen on increasing the level of funding from the well-wishers. This is through awareness campaigns and collaborating with government among other stakeholders (British Heart Foundation). SWOT analysis Strengths Trusted brand Market leader being among the best charities Great customer relationship management Driven by a cause hence highly motivated Successful awareness campaigns Huge number of corporate sponsors Solid knowledge base due to high number of professionals Noble cause- heart diseases are leading killer in UK Weakness Lack of customer friendly products in online shop High reliance on donations Low in innovation Being highly driven by cause makes it hard to see the general public perception Opportunities A lot of their customers are linked with the source hence can create long term relationship Little competition Companies have been increasing their focus on corporate social responsibility Increased media attention on healthy living Increasing government support Threats Reducing disposable income may affect the level of donations An increase in charities tackling similar issues Possibility of unreliable research External analysis Strategies are drafted after carrying out external analysis. This is due to fact that the strategy being developed must conform to the organisation external environment. PEST analysis is a tool that has been in use when drafting the strategies (Abraham, p.17). Political Looking at the political aspect of the PEST analysis it is important to note that BHF is affected by the political environment. The organisation operates on a stable government environment. This has made it possible for the strategy to be implemented with close collaboration with the government (British Heart Foundation). Economic The economic aspect affects the strategy being drafted (Winston et al., p.17-31). The economic growth of the country determines the social status of the citizens. This has an impact on the ability of the citizens to contribute to a worthy cause. Britain economy has been growing at a good rate with low level of unemployment. This implies that the ability of the citizens to contribute to a worthy cause is high. Social cultural The social cultural concern plays a major role in the strategy formulation. This is due to the fact that lifestyle changes affect the operations of an organisation (Winston et al., p.17-31). There has been a rise in health awareness among the public. This has led to choice for healthy lifestyle and support for charities advocating for the same. In this case, the strategy has taken advantage of the social cultural aspect in UK to gain support and funding. Technological By investing in research, BHF takes the opportunity offered by the modern technology. The organisation has also been involved in e commerce through online shopping (British Heart Foundation). This is based on the strategy to gain more funds for research. This has given the organisation a first mover advantage since they are among the first charities to have online shopping. Recommendations The strategy being used by BHF is more generic for a charity organisation. The organisation has been able to reduce the cases of cardiovascular diseases in UK since its foundation. This is through research which is funded by donations and raising the level of awareness (British Heart Foundation). The organisation has been able to raise funds through use of donations and online shop. A thorough environmental analysis shows that the organisation has some weakness. This can be addressed through enhancing the existing methods of raising funds. The organisation can increase the number of charity walks and also lobby the government for more funds. The organisation must continue raising awareness based on their mission and vision to reduce the cases of heart diseases (Townsend et al., p77). To be successful, the organisation must put in place a public health action. This should be based on science and practical experience. There must be solid policies which are founded on the current knowledge. Despite the support for the heart diseases increasing, it is not yet sufficient to sustain the needs for the public health (British Heart Foundation). There is need for new efforts to curb the heart diseases and stroke. Treating the patients of the cardiovascular diseases alone cannot solve the problem. The issue of prevention should be highly addressed by the strategy. This will ensure that it is possible to increase the quality of life and eliminate any health disparities. The strategy should also be closely related to the government policies on the cardiovascular health. This is due to fact that the organisation collaborates with the government to attain its objective. The policy makers should be able to work together with the organisation in drafting the strategy. The strategy is also supposed to include training for support staff in the cardiovascular health. This is due to fact that as population wide approach increases, there will be need for more skills and resources in the public health agencies (Townsend et al., p77). Despite the fact that the strategy is based on close collaboration with the familiar organisation, agencies and partners, there is need for more partnerships. There is need for new strategic alliances to be formed by BHF with partners who has distinctive perspectives and contributions. This may potentially include partners beyond the healthcare sector. There is also need for more strategic collaboration with the global partners. This will help the organisation to play part in improvement of the cardiovascular diseases worldwide. Through collaboration with the international partners, it is possible to avoid duplication of efforts and enhance exchange of information. This will lead to an improvement in cardiovascular research and work for the mutual benefit for all. UK has a role in the global arena to curb cardiovascular diseases (British Heart Foundation). This include providing information based on own experience and supporting others to grow the knowledge. This should be included in the strategy in the BHF to advance the global health issues. This will ensure that BHF plays a part in global partnerships to prevent and address cardiovascular diseases. The strategic planning is supposed to develop a vision for the future. It also involves charting a course that is best for the organisation and following it while at the same adjusting as more information and experience is gained. It is supposed to have a clear direction (Mintzberg, p.14-37). These are things which are evident in the BHF strategic plan. The strategy has a clear sense of direction for the organisation to follow. Conclusion To sum up, BHF is one of the most successful charities in UK. It is an organisation whose success can be attributed to their strategy. BHF has a well-designed mission, vision and objectives which are very appropriate for their task. The organisation has the capability to fight cardiovascular diseases in UK. The strategy by the organisation is well drafted based on internal and external environment of the organisation. Despite this, the organisation can improve their strategy through the given recommendations. This will ensure that BHF is able to continue reducing the cases of cardiovascular diseases in UK and the world at large. References Abraham, Stanley C., ed. Strategic planning: A practical guide for competitive success. Emerald Group Publishing, 2012. Battilana Julie, Cagna Anne-Marrie, D’Aunno and Gilmartin J. Mattia, Service Redesign at South Devon NHS Trust (A), INSEAD, 2006. British Heart Foundation, Our Strategy to 2020, https://www.bhf.org.uk/publications/about- bhf/our-strategy-to-2020, 2016. British Heart Foundation, Our strategy, https://www.bhf.org.uk/about-us/bhf-strategy, 2016. Crevani, Lucia, Monica Lindgren, and Johann Packendorff. "Leadership, not leaders: On the study of leadership as practices and interactions." Scandinavian Journal of Management 26.1 (2010): 77-86. Dantley, Michael E., and Linda C. Tillman. "Social justice and moral transformative leadership." Leadership for social justice: Making revolutions in education (2006): 16-30. Jackson, Janice. "Strategic planning." Every Child, Every Classroom, Every Day: School Leaders Who Are Making Equity a Reality (2011): 54. Mintzberg, Henry. The rise and fall of strategic planning. Pearson Education, 2000. Montuori, A., and U. Fahim. "Transformative leadership." Revision: A Journal of Consciousness and Transformation 30.3 (2010): 1-3. Montuori, Alfonso. "Transformative leadership for the 21st century." Reflections on the design of a graduate leadership curriculum, ReVision 30 (2010): 4-14. Ncube, Lisa B. "Ubuntu: A transformative leadership philosophy." Journal of Leadership Studies 4.3 (2010): 77-82. Scarborough, Pet al, et al. "Coronary heart disease statistics 2010 edition." London: British Heart Foundation (2010). Shields, C. M. "Leadership: Transformative." International encyclopedia of education 5 (2010): 26-33. Shields, Carolyn M. Good intentions are not enough: Transformative leadership for communities of difference. Scarecrow Press, 2003. Steiner, George A. Strategic planning. Simon and Schuster, 2010. Townsend, N., et al. "Coronary heart disease statistics 2012 edition." London: British Heart Foundation (2012): 77. Winston, William, et al. Strategic planning for not-for-profit organizations. Routledge, 2013. Read More