Healthcare Leadership
Contemporary healthcare systems are plagued by numerous unprecedented challenges due to increases in the complexity and cost of health care (Stoller, 2009). The Unites States healthcare system for instance faces the problems of system complexity, shortage of clinicians, financial shortfalls, issues of medical errors and patient safety, increased prevalence of chronic conditions, and poor distribution of resources (Marshall, 2010). In this light, health care today requires visionary, wise, empowered, and effective leaders.
Strategies for empowering managers include reduction of bureaucracy through removal of layers of managers. Removal of layers of managers results in a broadened span of control for a senior manager which implies that he or she has less time to spend providing direct supervision for subordinate managers (Lashley, 2012). In healthcare set ups, reduction of bureaucracy empowers junior or unit managers by giving them more autonomy. These managers are allowed to manage their responsibilities devoid of close and ongoing supervision. Empowerment of junior managers’ scope of autonomy may include them being given more latitude with regards to the decisions they can make. Alternatively, they may be left to manage their respective departments without direct supervision. Empowerment alters the relationship between senior managers and their subordinates to one of a coach and counselor. This change is significant as managers can be guided to be transformational leaders through coaching and facilitation. This coaching entails the senior leadership setting a standard for the behavior of all stakeholders in the organization and facilitation of managers in developing the core personal values required for transformational leadership (Lashley, 2012).
Research indicates that a variety of leadership styles and approaches are effective in different roles and circumstances (Marshall, 2010). In this regard, leaders must possess both transactional and transformational leadership traits. In addition, they must be able to utilize the most effective leadership style or a blend of the two in the appropriate circumstances. For instance, responses to emergencies and disasters in health care set ups require utilization of authoritarian forms of leaderships. In contrast, getting members of organizations to buy in and implement quality improvement initiatives requires the use of transformational leadership traits. Therefore, the most important characteristics leaders should have are technical skills and knowledge, communication skills, industry knowledge, problem-solving skills, emotional intelligence, and a commitment to life-long learning (Stoller, 2008).
In summary, this paper has reviewed the strategies that can be used to empower leaders. It has established that reduction of bureaucracy helps to empower junior or unit managers and alters the relationship between them and senior managers. The new relationship formed fosters coaching and facilitation of the junior managers to become transformational leaders. The paper has also identified the most important characteristics leaders should possess. It has argued that effective leaders possess both transactional and transformational leadership traits.
References
Lashley, C. (2012). Empowerment: HR strategies for service excellence. Oxford: Reed Educational and professional Publishing.
Marshall, E. (2010). Transformational leadership in nursing: From expert clinician to influential leader. New York: Springer Publishing Company.
Stoller, J. K. (2008). Developing physician-leaders: Key competencies and available programs. The Journal of Health Administration Education, 25(4), 307-328.
Stoller, J. K., Berkowitz, E. and Bailin, P. L. (2009). Physician management and leadership education at the Cleveland clinic Foundation: Program impact and experience over 14 years. Journal of Medical Practice Management, 22, 237-242.
