Change management and leadership Essay Example

dialogue among stakeholders, exchanging expertise and experiences, and simplifying complexities within the healthcare setting. When implementing changes in healthcare, individuals at different levels of authority actively engage in communication to ensure requirements are met and address any concerns. In the care environment, all members work together to implement streamlined procedures and effective practices.

These diverse stakeholders represent distinct cultures and promote integration and interdependency (AANAC, 2016). The leaders are able to unify individuals by sharing values and visions to achieve desired change outcomes. In contrast, authoritarian leadership style is ineffective in implementing change in a healthcare environment. This leadership style becomes evident when leaders make decisions without considering employee input. Rules are enforced through punishment and negative reinforcement.

Leaders may choose to hide information from their team members in order to maintain power (Delmatoff, 2014). Subordinates are often blamed for mistakes. Although this approach ensures compliance with procedures and policies for patient safety and health, it does not foster teamwork, communication, or trust in daily operations. Furthermore, the Laissez-faire leadership style lacks sufficient supervision and guidance (AANAC, 2016).

Thus, the authoritarian or laissez-faire leadership styles are ineffective when it comes to enforcing change in health care settings. These styles are only used by new leaders and do not have a significant impact on change processes within health care facilities.

Changes in healthcare

In conclusion, regardless of whether a change is supported in an organization, employees should focus on understanding the reasons for the change process and how it will affect them. Issues such as layoffs alongside other organizational changes can cause confusion, paranoia, insecurities, and anger due to the nature of change. It should be noted that supporting change is

both tiresome and demanding. Instituting change requires managers to overcome previous practices and exercise perseverance to handle existing behaviors. Implementing change is a lengthy process that requires a substantial commitment of time from managers.

Managers must be cognizant of the customary values and focus on modifying them rather than simply reacting to various invitations for change (Austin, et al., 2016). They must establish clear boundaries that delineate what is crucial and employ proactive responses. In addition, organizations that employ a large number of professionals will witness a decline in performance once bureaucracy takes hold. Bureaucratic and hierarchical organizations are less receptive to change initiatives and offer limited opportunities for empowering their staff members. A company cannot fully harness the value of its expert workforce if it insists on strict adherence to established guidelines (Al-Sawai, 2013). Therefore, leaders must prioritize acquiring the skills to manage change instead of allowing change to dominate them.

In this case, organizations can move forward favorably by implementing effective change management processes. For public firms specifically, they should introduce changes that align with their unique situation and requirements. It is important to note that change management is an ongoing process. Moreover, leaders should have a strong understanding of the change process and common issues to effectively lead and manage change, resulting in significant performance improvement in their organization (O'Riordan & Elton, 2016). They should also learn how to overcome obstacles and navigate the natural confusion that arises during complex change processes. Furthermore, organizational leaders should be able to assist employees and other stakeholders in forming active groups and establishing new structures to support the change (Austin et al., 2016).

It is crucial for successful

organizational leadership to create a shared vision that highlights the output of legitimate workers. A well-informed and inspired leadership is essential in driving organizations towards success. Additionally, having clear visions regarding the direction of change is necessary to ensure successful implementation within an enterprise. Measuring and monitoring the outcomes of the change process are significant in determining if the desired goals have been accomplished (Murillo, 2017). Since change is an ongoing process accompanied by modifications, it is important for those in charge to address any issues that arise as a result of these changes.

Effective handling of change is essential for the administration to prevent future obstacles. The following resources provide insights into nursing leadership, management styles, and the significant trends impacting healthcare:

• AANAC 2016, Nursing leadership: management & leadership styles, viewed January 5, 2017: https://www.aanac.org/docs/white-papers/2013-nursing-leadership---management-leadership-styles.pdf?sfvrsn=4
• AFSCME 2017, What are the major trends affecting health care?, viewed January 5, 2017: http://www.afscme.org/news/publications/health-care/the-new-health-care-delivery-system-a-guide-for-nurses/what-are-the-major-trends-affecting-health-care
• Al-Sawai, A 2013, 'Leadership of healthcare professionals: Where do we stand?', Oman Medical Journal, vol. 28, no. 4, pp. 285-287.

Arbuckle, G 2012, Humanizing healthcare reforms, Jessica Kingsley Publishers, London.
Austin, J, Bentkover, J & Chait, L 2016, Leading strategic change in an era of healthcare transformation, Springer, Berlin.
Banaszak-Holl, JC, Levitsky, SR & Zald, MN 2010, Social movements and the transformation of American health care, Oxford University Press, Oxford.
Brook, P 2017, The six forces transforming the healthcare industry, viewed January 5, 2017, <http://www.modernhealthcare.com/article/20160815/SPONSORED/160819942>.
Delmatoff, J 2014, 'The most effective leadership style for the new landscape of healthcare', Journal of Healthcare Management , vol.

Herzlinger, RE (2006) discusses the challenges faced when trying to innovate in

the healthcare industry. The article is available at https://hbr.org/2006/05/why-innovation-in-health-care-is-so-hard.

The following publications are relevant to healthcare and nursing:
- Institute of Medicine 2011, The future of nursing: Leading change, advancing health, National Academies Press, Washington, D.C.
- Kavaler, F & Alexander, RS 2012, Risk management in health care institutions, Jones & Bartlett Publishers, Burlington.
- Mahoney, J & Thelen, K 2010, Explaining institutional change: Ambiguity, agency, and power, Cambridge University Press, Cambridge.
- Murillo M 2017, Trends affecting healthcare
- O'Riordan A ; Elton J 2016, Healthcare disrupted: Next generation business models and strategies, John Wiley ; Sons , New York.

Raza, T 2011, Exploring transformational and transactional leadership styles, viewed January 5, 2017, http://irc.queensu.ca/articles/exploring-transformational-and-transactional-leadership-styles. Suchman, AL, Sluyter, DJ ; Williamson, PR 2011, Leading change in healthcare: Transforming organizations using complexity, positive psychology and relationship-centered care, Radcliffe Publishing, London.