Every organization desires to make improvement on a daily basis especially when it comes to the issue of quality of services provided to their clients. The same case applies to the world of nursing where hospitals try as much as they can to give the best services to the clients. Good hospital services mean more lives are saved while at the same time it gives good business to the owners of the hospitals. Mitchell (2012), states that the barrier to effective health care depends on the culture of the organization that is in question. My current hospital has a group of nurses where autocratic style of leadership has been in use for the last one decade. Recently, the Ceo of the hospital decided that the team was going to adopt Laissez-faire style of leadership instead of the initial autocratic that was in use before.
As the leader of the group, I initially had so much control over the entire group, a factor that gave me a chance to make follow-ups on the performance of every group member. However, with the current change in the organization, the team leader will have very little control on the operations carried out by each member of the team. What that means is that even if the nurses mess within their work stations, it would be very difficult to know in good time. Another factor is the decision-making process used to be done by the top leader of the group but the current system requires everyone to be involved in decision-making process (Mc Alearny, Tarris, HardAcre & Spurgen, 2014). Such bottle necks will most likely limit the performance of the entire organization. For instance, if there is an emergency, it becomes difficult for normal operations to proceed since decisions have to be made in a group.
As the team member, my roles and responsibilities seem to have been watered down by the new technique. I will only be required to chip in when necessary by providing a link between the upward and downward communication channels (Shirey, 2016). Very little directions will be required from the team leader when the new system begins operating.
References
Shirey, M. (2016). Lewin's Theory of planned change as a strategic resource. Strategic Leadership For Organizational Change, 43(2), 69-72.
Mc Alearny, A., Tarris, D., HardAcre, J., & Spurgen, P. (2014). organizational coherence in healthcare orgnizations: Conceptual guidance to facility quality improvement and organizational change,23(4), 254-267.
Mitchelle, G. (2013). Selecting the best theory to implement planned change. Management Theory, 20(1), 32-37.
