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For many years, nurses have not enjoyed optimal collaborative relationships with other professionals in medical institutions. But for several years all cadres of staff in medical facilities have shown a renewed zeal to be accorded the recognition and respect they deserve (Scott, 2011).
In recognition of this desire, governmental and non-governmental health organizations have embarked on a mission to integrate collaborative working relationships in their environments. But despite the efforts, the intention to achieve work-place collaboration in medical care has remained a dream – a vision whose attainment has not yet been fully realized (Muller-Juge et al, 2014). In this paper, I have emphasized the need for all cadres of medical staff to work in collaboration with each other and have a shared and equal representation in leadership through a transformational leadership that encourages collaboration among staffs in healthcare delivery. Through a review of literature, I have identified evidence of improved healthcare standards in medical facilities owing to endeavors by staff to work collaboratively.
In order to achieve this type of collaboration among different categories of employees, the management needs to employ a transformational leadership style. According to Frandsen (2014), transformational leadership is a blend between democratic and servant leadership, exploring the needs of the staff members and giving them room to air their views and grievances. Through this type of leadership, communication channels are enhanced to reach all levels of employees. A nurse leader who adopts transformational leadership needs to constantly interact with team members. Therefore, the leader will adopt the “leadership by walking around” leadership style. This style of leadership encourages interaction among different levels of employees through creation of maximum interaction at the work place (p. 8).
A scan through literature identified
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