A good leadership aids the development and success of any given institution. The health department is not left behind. When enshrined adequately at health facilities, the proper leadership qualities contribute to better medical attention to the patients. Additionally, adequate leadership ensures the immense success of a given health facility. A recent study on the essence of quality leadership in the context of medical sector reveals its importance. This paper looks at the six levels of leadership by Rowitz. The standards include Personal, Team, Community, Professional, and Communication levels. Essential determinants that categorize the steps include ethical principles, moral values, Leadership among others. Furthermore, the article looks at the relationship between the levels.
In leadership terms, power is the act in which a single individual has excessive authority. The individual in control can assign responsibility and duty to the people under them. People should look at power as the capability of influencing junior colleagues (Aarons, Ehrhart, Farahnak & Hurlburt, 2015). Ethical leadership is the kind that obeys acceptable ethical theories, principles, and concepts. Before choosing a leader, members of a given team should look at an individual of unquestionable moral values. The noble leader should urge the health practitioners to treat patients according to ethical principles.
A relationship exists between leadership, ethics, power, and values. A proper understanding of these aspects positively impacts the provision of medical attention. A good leader exercise power wisely. The exercise of excessive influence on the physicians by their team leaders put undue pressure on them. Thus, the excess energy affects their service delivery. Additionally, the leader should practice ethical principles. The moral pillars include respect for Autonomy, Beneficence, Non-maleficence, and justice (Busse, Aboneh & Tefera, 2014). A noble master is an excellent example to the employees who in turn observe ethics in all their endeavors. Therefore, the leadership of health facilities should see ethical principles as the clinicians are likely to follow suit.
An individual in a leadership position should urge the physicians to observe the cultural values. Furthermore, the health practitioners should respect the benefits, which most people subscribe to and are using. Moreover, physicians should improve their profits. Rowitz insists that a good leader should encourage the health practitioners to prioritize the concern of the patients (Brownson, Deshpande & Gillespie, 2017). Additionally, the leader should respect every physician. The leader should treat the physicians in a just and a fairway. Furthermore, the leader should adequately coordinate all the members of the team (Cancedda et al., 2015). Every group members should understand their duties in line with the objectives of the health facility.
Strategies to facilitate Collaboration and empowerment of others with individuals and teams
A good leader enables the members of the group to realize their full potentials. The exemplary results by a hospital at most times emanate from good leadership. A majority of Australian health facilities put much emphasis on the development of sound leadership fronts. Since, proper stewardship leads to appropriate service delivery (Day et al., 2014). Exemplary service delivery meets the expectation of a significant number of patients. Healthcare leaders look after healthcare teams (Fernandez, Noble, Jensen & Steffen, 2015). Therefore, the success of a team needs a good understanding of the team members and their leader. Additionally, the leader must motivate members to work harder to realize the goals of the health facility.
Changes base themselves on values are very critical in the ministry of health. The transitions issue a more significant consideration of the management of treatment administration. Furthermore, the changes in the physician's values improve the kind of services that they offer to the patients. The changes in values transform the provision of Care from a physician focused model to patient-centered care (Hutchinson & Jackson, 2015). The attainment of value changes among medical practitioners is a complicated undertaking. Elaborate planning and procedure must take center stage to exceptional tune physicians to embrace the transitions (Jadhav, Holsinger, Anderson & Homant, 2017). In most scenarios, a change in values succeeds the improvement of treatment parameters by health facilities.
A team leader who can manage the team properly can enforce the spirit of empowerment and collaboration among the team members. The team leader should delegate duties to the members according to the capabilities of the members (Kearney et al., 2018). Once group members face tasks that suit their strengths, they feel comfortable. Group members should actively participate in making decisions at the level of management (Kerry & Mullan, 2014). When they get the opportunity to air their views freely, they feel motivated to improve their performances.
Change Management Strategies with Teams and Individuals
Change is a parameter that transforms issues from their original state to a new status. For a health facility to realize a full transition, it has to overhaul its operational procedures. In the scenario of a health facility, changes in values are of the essence since they directly impact the managers (Kuipers et al., 2014). A change in the values of the management improves the quality of services that a health facility offers to the patients (Lachance & Oxendine, 2015). Additionally, the wishes of the patients get the priority when the change management strategies get the priority.
A team is the combination of individuals with different ideologies. The role of a manager is to harmonize the diverse opinions to enable the people to work jointly. In several occasions, people function solemnly to satisfy personal interest and achieve their objectives (Lenihan et al., 2015). The change should assist to bring members together to realize the same purpose.
Kotter devised an eight-step model that a health institution can apply to manage the changes (Lenihan et al., 2015). First and foremost, the physicians must realize the need for transformational management (Lunt, Exworthy, Hanefeld & Smith, 2015). After that, the health facility should create a group of professionals to spearhead the transitional process. A proper transition requires a well-outlined mission and vision statements for the next phase (Montano, Reeske, Franke, & H?ffmeier, 2017). Every staff member of the hospital should be aware of the new mission and vision statements. The team spearheading the transition process should leave no stone unturned in the procedure.
The health organization should come up with short-term goals. Once the transitional process is over, the management should change every aspect to accommodate the changes (Morshed et al., 2017). The administration should ensure that the transformation conforms to the current economic environment.
Principles of effective governance including accountability in the organization
Proper management is of the essence in all health facilities. The exemplary governance assists the health ministry to regulate its activities worldwide. A significant number of governance principles exist. The Principles cannot function properly without a framework of accountability (Popescu, & Predescu, 2016). The leader of any healthcare group should have a direct focus on achievement of goals. The team members follow the determination of their leader in achieving the objectives of the hospital (Kuipers et al., 2014). Members of the medical teams should be of clear accountability and integrity (Patel & Rushefsky, 2015). The members of the group must allow the leader to exercise authority over them (Lenihan et al., 2015). A good leader builds a responsible and a hardworking team.
A responsible leader motivates the group members. Consequently, the cooperation between the leader and members improves the quality of service that a health facility offers. The leader should ensure that the members are free with one another (Lachance, & Oxendine, 2015). Furthermore, the manager should instill ethical principles in the staff members.
In this level of leadership, the manager should have a keen look at the four critical pillars that include: leadership, power, ethics, and values. The standard doctrine is that when the implementation of some transitions is underway, hospitals should entrust Agencies with power. The authorization of Agencies facilitates critical decision-making processes (Lunt, Exworthy, Hanefeld, & Smith, 2015). Any leader should observe ethical principles. A health facility that ethically attends to the patients provides satisfactory services to the patients. The doctrines of ethics dictate that staff members must have mutual respect for themselves.
The leadership pattern at the level of Agency needs a close partnering between health facilities and Agencies. The same Agencies rely on the transition to enact legislation (Montano, Reeske, Franke, & H?ffmeier, 2017). Thus, the transformations alter the priority listings of the agency. Nowadays, different firms enact changes on a regular basis. The medical field is not left behind as the sector also embraces transformational opportunities (Morshed et al., 2017). In the level of Agency Leadership, the ability of a health facility to change depends on its structures. Strong leadership is essential for the development of any establishment (Patel, & Rushefsky, 2015). The occurrence of misunderstanding in an organization is a standard feature.
In the agency leadership level, the management should pay keen attention to external factors that a business may face. The executive should devise plans of ensuring that factors from outside do not affect the activity (Popescu, & Predescu, 2016). Furthermore, the management should come up with an efficient plan to ensure the smooth running of the business association. Any business set up requires an elaborate strategy of resolving misunderstandings to remain in agency leadership (Reich et al., 2016). An elegant manner of solving disagreements ensures that staff members coexist peacefully. Hence, they work in unity to realize the objectives of the organization.
Apart from the management of conflict, agency leadership requires the managers to concentrate on the action part. The organization must focus on internal and external factors affecting a business (Scarbrough et al., 2014). At the agency level, the satisfaction of patient's desires come first. The physicians must ensure that they offer excellent medical attention to the patients. The leaders of various health teams must ensure that their groups are functioning normally (Shickle et al., 2014). The leadership level dictates that moral values take center stage during service delivery.
Difference between Agency and Team Leadership
Agency level of leadership defines power differently to the team leadership approach. In this level, each person has the mandate to participate in the making and implementation of critical decisions (Stander, De Beer, & Stander, 2015). The freedom installs the culture of transformative execution. The transformation of leadership from one stage to another is essential (Swanson et al., 2015). The transitional procedure yields desirable changes that steer an organization to greater heights. However, leadership at the Team level incorporates the communication skills into teamwork. In the latter level, the main highlight is finding a lasting solution to problems that a firm may be facing. Every aspect of the business surrounds good leadership.
In Agency level, every conclusion revolves around the integration of leadership, ethics, power, and values. After the successful incorporation of the four pillars, transition follows accordingly. However, the results of the transformation cannot lead to an improvement in medical attention in hospitals. In occasions where sections of the groups object to transitional processes, the transformative process in that company fails. Frequent disagreements stem from alliances, partners and members of the Alliance-Union (Top, Akdere, & Tarcan, 2015). The organizational teams which experience regular misunderstandings such appoint the appropriate team leader to unite them.
On the other hand, managers must use ordinary tools. Proper use of the strategies enables the leaders to institute transition in the organizations. The level of team leadership encourages firms to motivate workers properly. A happy member of staff is the secret to a successful business. Agency level does not agree with team level on workers treatment (Swanson et al., 2015). There are a variety of methods which institutions use to motivate the staff. The level of agency concentrates on a proper structure of leadership. In both standards, ethical principles come first before anything (Reich et al., 2016). Furthermore, health facilities should scale up their operations to meet the high expectations of physicians.
Agency level notes that management should assume three categories. The levels are personal, community and organizational levels. There is an essence for health facilities to alter various structural orientations to enable a smooth transitional process (Reich et al., 2016). Authority interrelates to essential values since it helps in the creation of fairness in the provision of medical attention. Proper utilization of leadership authority elevates the status of health of a people. Medical practitioners should concentrate on every corner of the pillars of health to ensure the provision of quality care. Each person in the medical field should improve the socio-cultural aspects of healthcare provision. The agency and team levels differ significantly (Patel, & Rushefsky, 2015). However, observation of ethical principles remains of the essence to both sides.
The relationship among Leadership, power, ethics, and values
This level has a different focus as opposed to the previous four levels. The professional level looks into chances, the know-how and advocating for rights. The level of manager's experiences is essential at this level (Morshed et al., 2017). The nature of job assignment alters because of the consistent transitional phases that exist (Morshed et al., 2017). The level introduces alternative business methods that brilliant leaders apply in the running of their enterprises. Additionally, the research and knowledge sharing lead to the improvement in the quality of collective activity (Montano et al., 2017). The level demands that team members and their leaders take an active part in practical activities within the firm. Moreover, leadership takes center stage at this level. Staff members look at how managers go about their duties.
Leadership at professional level merges leadership traits and transitional development. The combination of the two strategies assists in solving industrial problems. On the other hand, the managers should look for other alternatives to industrial unrest (Lunt et al., 2015). They should not rely overly on the professional level. The relationship between this level and unrest resolution depicts the difference between the current model and the Team level of leadership (Lenihan et al., 2015). In the administration at the team level, the joint working among employees indicates the diversity of roles within an organization.
At times, leaders receive rebellion from team members due to some reasons. A good manager should devise ways of winning the workforce back onto their sides. Moreover, the managers should exercise a high degree of work ethics when educating employees about emerging development trends (Lachance, & Oxendine, 2015). The leader has the sole duty to create a comfortable working environment for other colleagues.
The leadership at the community level is similar to the professional standard when it comes to the manager engagement. Both levels dictate that team members have to engage the team leader in any project to ensure success. Community level of leadership agrees that excellence is not a typical scenario. Although, when the management applies the necessary tools and concentrate on joint operations, success can quickly come to a company. The level reveals that the success of an organization can trickier down to the grass root level.
The members of a community can benefit from the success of the nearby firm. For community leadership to succeed, team members must work together to achieve joint goals. The management of a health facility should ensure that all systems are working to provide excellent service delivery. The transitional steps are regular and take place at a majority of stages of medical attention process (Kuipers et al., 2014). Therefore, the four pillars apply in varied situations.
Variations in the relationships from the first four Rowitz’s Leadership levels
One can comfortably state that the four levels of leadership differ vastly from one to the other. However, a direct link connects the four pillars of leadership. On a critical point of view, the components disagree regarding community, team, agency and personal levels (Kerry, & Mullan, 2014). Leadership at personal degree focuses on the acquisition of knowledge by the leader and their development. Therefore, at the personal level, the authority and value variables are non-existent. On the other hand, leadership at the community level, the two variants exist. However, the relationship between them varies significantly (Kearney et al., 2018). The manager concentrates on teamwork to improve the status of the community.
Leadership at the level of agency differs from the personal and community levels. The focus of management changes to other issues (Jadhav et al., 2017). Therefore, authority and core values retain light degrees of relevancy. The manager switches attention to more pressing matters. The essential components that managers are looking at this stage include the following. The development of proper tools and improved strategies to ensure industrial success are necessary at agency level (Hutchinson, & Jackson, 2015).
Leadership at the team level focuses on ethical principles and moral core values. Team level lowers the priority bar on leadership and authority (Day et al., 2014). Ethical principles and moral values are excellent qualities of a leader. The two variants enable managers to make crucial decisions (Fernandez et al., 2015). The outcome of the decisions brings the best out of the teams. Furthermore, proper decisions improve the quality of medical attention. In reality, there is interdependency and a healthy relationship between the various determinants of leadership levels (Day et al., 2014). The important point is that each determinant is of the essence to the health facility.
Team leaders should actively participate in the activities of the health facility alongside the physicians. The complete involvement of the manager motivates the employees hence boosting the standards of service delivery (Cancedda et al., 2015). Health bodies in Australia reinstate the need to follow medical instructions and improve the state of healthcare in the country (Cancedda et al., 2015). The need to boost the level of healthcare unites all stakeholders.
The sixth level talks about the essence of proper communication in an institution. Appropriate modes of passing information breed industrial success (Cancedda et al., 2015). A good leader must sharpen the communication skills to enable efficient communication to the team members (Cancedda et al., 2015). The manager should engage the workers directly to ensure successful outcomes.
The art of leadership goes beyond ordering employees to perform specific tasks. Leadership multidisciplinary as it entails different levels. The levels include: personal, team, community, professional, and communication level. The various levels differ from each other and are unique in their manner. The determinants that assist in categorizing the levels of leadership include social values, power, and ethics among others. A good leader should exercise authority in such a manner that the employees feel comfortable. Additionally, the exercise of moral value when treating patients ensures patient satisfaction. Moreover, ethical principles are essential in providing proper service delivery by the health facility.
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