Development Plan and The leadership style

Development Plan

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Development Plan

The leadership style that will be needed to effectively implement these strategies is effective communication. The use of Team drills in addition to SBAR-R will help in cultural competence, improve the safety of patients, improve communication and collaboration. Communication is critical because it is the process by which information will be exchanged between nurses and patients through an ordinary system of behavior, symbols and signs.

There would be a dire need for the hospital leadership and nurses to cooperate. This is because for them to realize their shared goals they will need to work together. This would have to be more than the intersection of goals that is usually observed in hospital ventures. This is because the environment for nurses that would really provide patient safety would need effective communication through the hospital. This will be particularly so in the deployment and personalization of work as well as how the hospital culture comprehends patient safety. The hospital will have to establish through its leadership policies and practices that will enhance effective communication.

The Leininger Cultural care theory would come in handy in enhancing effective communication practices in the hospital. This is because it opines that nursing and medicine belong to two different cultures. In addition to that it postulates that subcultures do exist between different communication groups found in a hospital environment. It is the identification of these various cultures that will link communication between the various subgroups in the health care setting to Leininger Cultural care theory. He refers to ethnocentrism as the perception that one’s way is the best and this indicates that we must go beyond our own culture if we are to successfully attain cultural competence through communication.

Management practices that have been proven to enhance effective communication will have to be implemented in the hospital. This would be enhanced through studying how to manage organizational disasters and high reliability of effective communication practices. Several management practice that can provide this ample working environment in the hospital include; balancing of tensions between reliability and efficiency, providing and sustaining trust in the entire hospital setting, Ensuring that change is actively managed.

This paper will focus on implementing Using knowledge management practices to establish the organization as a “learning organization. Transformational leadership that is needed to implement this practice has to adopt high communication strategies in the hospital setting. Transformational leadership is a critical precursor for any successful adoption of fundamental hospital management practices.

The successful execution of leadership in hospitals has been linked to organizational commitment, job satisfaction and productivity amongst nurses and other HCOs. However, effective leadership should be distinguished from the wielding of power and transformational leadership should be distinguished from transactional leadership. The effective exercise of power in a hospital setting is based on the interaction between the hospital managers and the nurses. This is because the nurses are followers of the hospital leadership and work under their close supervision. To effectively engage and induce followers to work to further the hospitals strategic goals the leadership needs to implement effective communication channels within the hospital (Yoder, 2011).

Leadership genius is found in how leaders perceive, act on and satisfy their followers’ motivations and values. Transactional leadership characterizes the kind of relationship inherent in most followers and leaders. The leadership genius is inherent in how the leadership perceives acts on and satisfies the followers’ motivations and values. Transactional leadership entails: “you scratch my back I scratch your back” phenomenon. This is about fulfilling the psychological, political and economic items of value to both the hospital leadership and the nurses. Their objectives are interrelated only if both parties believe that they further their individual interests. This point is evident when labor strikes occur subject to change in the terms of employment. The acquiescence of labor management is subject to an acceptable set of transactions between the employer and employees. Once the transactions are changed the organization may not have any basis of holding together its employees (IOM, 2003).

Contrastingly, transformational leadership is envisaged when followers are engaged by their leaders in the pursuit of goals that are held jointly. Their objective which may have begun as disconnected but related now becomes amalgamated. This is the kind of leadership that is described as inspiring. The followers who are led in most cases feel elevated and even become more active in their roles in the end creating more cadres of leadership (Yoder, 2011).

Transformational leadership essentially is a relationship of mutual elevation and simulation which raises the degree of aspirations and human conduct of both the leadership and their followers. This entails the creation of formal continues processes that promote the exchange of ideas and two way communications. It is upon the leadership to play a critical role in sustaining the relationship between them and their followers. Most serious leaders would seek to satisfy not only their own motivations, wants and needs but as well as those of their followers. The comprehension of followers, motivations, wants and needs can only be obtained through the exchange of ideas and information. To achieve this leaders are required to modify their own leadership so as to acknowledge their followers preferences, in anticipating their responses or in pursuit of their common goals, motives and values (Vijay for Victory, 2008).

As much as a transforming leader plays a critical role in obtaining the combined objective of followers and leaders, it also acknowledges that followers and leaders are involved in a common venture and are thus dependent on one another. The basis of transformational leadership is that in spite of the separate interests held by people they are united potentially in an effort to attain higher goals. This is evidenced in the accomplishment of serious changes in the pooled or collective interests of followers and leaders. Leaders and leadership effectiveness is evaluated by the extent by which the objectives are attained and expectations satisfied (IOM, 2003).

Transformational leadership is not restricted to government departments rather its can be obtained whenever managers, parents, politicians, and teachers tap into the motivations of employees, students and the electorate. In a hospital that deals with acute care people in feasible transformational leadership roles include; medical officers, board level chairmen, nurses, directors, and the chief executive. Leadership by the oversight boards and senior organizational managers is needed to accomplish the breath of organizational change that is required to obtain higher levels of patient safety, the safety of organizational culture, changes in managerial practice, work design and flow as well as workforce deployment (Yoder, 2011).

In conclusion if these leaders decide to continue relying on conventional transactional approaches to leadership it would be difficult to attain these considerable changes. This is so because the leadership will be forced to conduct frequent, continuous and probable conflicting negotiations with employees. This would be in the face of increasingly dynamic external forces.

References

Yoder-Wise, P.S., (2011). Patient Safety. Leading and Managing in Nursing (5th ed). St. Louis, Missouri: Mosby, Inc.

Vijay for Victory (2008). Team work explained

Institute of Medicine (IOM). (2003). Keeping patients safe: Transforming the work

environments of nurses. Executive Summary. Institute of Medicine (IOM) Report,