Distinguish Leadership in Healthcare Organizations – Health System Example

Download free paperFile format: .doc, available for editing

"Distinguish Leadership in Healthcare Organizations" is a wonderful example of a paper on the health system. Leaders impart social influence on followers. Through the influence of a leader, followers are motivated to improve their performance and the quality of services they provide. On the other hand, managers control an organization or divisions within that organization (Toor, 2011). Managers achieve this by supervising and monitoring work processes to ensure that they are aligned with the organization’ s principles and policies. Managers play administrative roles while leaders inspire innovation within an organization.

In playing administrative roles, managers focus on work structures and organizational systems. Leaders focus more on followers and the ideas they have for positive change. Leaders are originators of ideas (Giniat, Benton, Biegansky & Grossman, 2012). They play this role by communicating the vision of an organization and convincing followers to work towards this vision. Managers differ because they often imitate the processes and processes that are considered ideal in executing work processes. Leaders often challenge others to implement the desired change while managers often maintain the status quo. Leaders use a trust to influence followers but managers depend on control.

The view of a leader is more strategic or visionary than that of a manager, which is often short-range (Toor, 2011). Impact on Health Care PlanningThe differences between leaders and managers of a health care organization demonstrate their roles in health care planning. Managers contribute to the planning processes, such as the allocation of resources. The managers then focus on ensuring that providers stick to these plans by controlling their health care processes (Dotson & Nuru-Jeter, 2012). Leaders, on the other hand, inspire providers to work towards the long-term or strategic plan of the health care organization.

This inspiration results from the roles of leaders in influencing change. This means that leaders are more flexible than managers in the implementation of health care plans. In this sense, leaders may suggest innovative approaches through which health care plans and programs can be executed with utmost effectiveness and efficiency (Giniat, Benton, Biegansky & Grossman, 2012). Health care plans will be executed through providers under the influence of leaders. Managers would focus on the role of health care structures, systems, or resources in implementing health care plans.

In health care planning, managers will obtain and direct various resources towards the achievement of health care objectives, as stipulated within health plans. Leaders within health care organizations set an example through their visionary skills and therefore enabling the followers to follow this example in the process of implementing health care plans (Dotson & Nuru-Jeter, 2012). Consequences of Lacking LeadershipLack of leadership within an organization would inhibit the process of change. This is due to the roles of leaders in catalyzing desired change within an organization (Toor, 2011).

This reveals that lack of leadership will render an organization less innovative and unable to adapt effectively to the changes within the industry of operation. Lack of motivation among employees is likely to arise when there is no leadership within an organization. Employees may not be inspired through the exemplary actions of a leader if an organization lacks leadership (Jones, 2010). Furthermore, lack of leadership means that employees may not be influenced to work towards the organizational vision. The communication processes within an organization would be less effective if there is no leadership.

Furthermore, employees may not be able to develop trusting relationships if there is no leader to engage them in healthy and inspiring conversations (Giniat, Benton, Biegansky & Grossman, 2012).

References

Dotson, E., & Nuru-Jeter, A. (2012). Setting the Stage for a Business Case for Leadership Diversity in Healthcare: History, Research, and Leverage. Journal of Healthcare Management, 57(1), 35-44.

Giniat, E. J., Benton, B., Biegansky, E., & Grossman, R. (2012). People and Change Management in an Uncertain Environment. Hfm (Healthcare Financial Management), 66(10), 84-89.

Jones, R. (2010). Finding the Good Argument OR Why Bother With Logic? Writing Spaces: Readings on Writing

Toor, S. (2011). Differentiating Leadership from Management: An Empirical Investigation of Leaders and Managers. Leadership & Management in Engineering, 11(4), 310-320

Download free paperFile format: .doc, available for editing
Contact Us