Introduction
The government has the obligation of providing health care services and establishing health care facilities for its citizens. In order to achieve this fundamental goal, it has established an effective health care system that provides dynamic and responsive workforce that can overcome challenges associated with organizational changes .The government and other parties in the health care sector understand that leadership plays a vital role in ensuring that a health care system attains it objectives, goals, and improve performance. Based on this assertion, the government has employed medical practitioners and clinicians who have leadership qualities and skills and act as role models and vote heads in the health care sector (Borkowski, 2009). This affirms that the role of effective leadership skills is of paramount importance in health care system because it promotes efficiency, provision of quality medical care services and financial success. Like any other organizations, the success of health care organization depends on the efficiency and performance of the medical practitioners and clinicians hired by the government. However, efficiency and performance are contingencies of effective leadership and management; an idea that proves that effective leadership remains crucial in health care organization.
In the last few years, health care system has undergone tremendous changes coupled with widely accepted reforms. This paradigm shift has abolished the use of paternalistic principles, which lower productivity and performance in health care organization, and instead adapted effective and desirable approaches. This transformation can be attributed to several factors namely; change in organization culture, decentralization of health care services and implementation of new health care policies and legislations (Susan, 2006). However, introduction of effective leadership styles and management remains the main contributor. This aspect has enabled health care organizations succeed and progress in their operations. Leaders heading health care organizations practice different leadership styles as illustrated below.
Transactional/Authoritative leadership: This form of leadership has dominated in health care organizations for many years. It employs top-down approach where the managers make the decisions without involving the junior employees’ .In this scenario; junior employees cannot question the manager’s decision because it is final. Although this type of leadership sounds harsh and undesirable, it is used when introducing new changes in the organization. The manager uses the power bestowed upon him/her to influence other employees.
Transformational/ interactional/democratic: This form of leadership provides a platform where managers can exchange ideas and suggestions with their employees. However, the managers have the obligation of drafting and implementing the final decisions. Additionally, the manager draws limits and allows employees to discuss and conclude their ideas.
Renaissance/participate: It borrows heavily from charismatic leadership style because the manager uses their power to influence employees’ embrace change, network, and encourage innovation (Roussel, 2006). Similarly, the manager may ask employees to suggest possible solutions as a way of solving existing problems in the organization; an idea that improve collaboration and productivity.
Laissez-faire: In this case, a manager assumes a passive role in decision-making process, but sets the limits where employees operate. Junior employees are allowed to make their own decisions and implement them as long as the decision promotes organizational goals, objectives, and mission. This leadership style promotes creativity and invention in the organization.
Leaders employing these leadership styles should posses the following personality and leadership traits: courage, assertiveness, good communication skills, patience, calculative, risk taking, agreeableness, socially skilled and persuasive.
Differentiate formal and informal power and leadership
One explicit formal power based on his/her position, duties, roles, and title in an organization. This implies that managers have formal power because they hold senior position in the organization. On the other hand, informal power emanates from the relationship and respect one earns from other employees in an organization without having a leadership title.
References
Borkowski, N. (2009). Organizational Behavior in Health Care. New York: Jones & Bartlett Learning.
Roussel, L. (2006). Management And Leadership For Nurse Administrators. New York: Jones & Bartlett Learning.
Susan, O. (2006). Leadership in health care. Musculoskeletal care, 41(1), 37-47
