Essays on Leadership Styles in Contemporary Clinical Practice Essay

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The paper 'Leadership Styles in Contemporary Clinical Practice ' is a perfect example of a Management Essay. Leadership style has been proved to be one of the major factors in determining the success of a health organization. The use of various leadership styles has been found to be more effective in various situations. Effective health care leaders are generally consistent in the mode on which they influence the behavior of a health organization or a group. Most of the managers’ behavior is too complex to be elaborated by a single leadership style.

Managers normally modify their leadership styles in order to match a prevailing situation. There are generally three types of leadership styles which are adopted by managers and leaders. These leadership styles include bureaucratic, participative, and situational. Each of the three leadership styles has its own rationale to be applied (Cubero, 2007, p. 351). Bureaucratic leadership style is where a manager or leader utilizes policies and procedures to influence the performance of his/her followers. In this regard, health leaders utilizing this leadership style must refer to organizational policies, procedures, or contact other leaders in a high level in order to make a decision.

Such a health manager is usually more of a policeman than a leader since he/she enforces rules and policies of the health organization (Cubero, 2007, p. 352). The rationale of using this leadership style is that it is more effective in various situations within a health organization. To start with, a bureaucratic leadership style is more effective when health care employees are performing routine tasks. Lower-level health care employees usually perform routine tasks whose policies and procedures are well established and defined.

As a result, leaders in health care organizations should use this leadership style to influence lower-level employees with routine tasks (Cubero, 2007, p. 352). Moreover, when there is a need for health care organizations to understand certain procedures or standards of operation, a bureaucratic leadership style is the most effective style. In this regard, the bureaucratic leadership style is suitable for influencing new health care employees. New health care employees are usually not acquainted with policies and procedures in health care organizations thus they need direct guidance. In this case, the new employees should be told by leaders on what to do and how to it and when to do it to ensure the effective operation of health care business organizations.

Moreover, in the case of the introduction of new policies, procedures, and technology of operation, bureaucratic leadership style is the most effective leadership style to employ (Griffin, 2009, p. 7). Besides, when health care employees are dealing with dangerous or delicate apparatus that need a definite set of procedures to operate, the bureaucratic leadership style becomes an effective leadership style.

Since most of the apparatus and operations in a health care institution are dangerous and delicate, leaders usually use a bureaucratic leadership style. Moreover, when health care employees are being trained in safety and security, the bureaucratic leadership style remains to be the most effective. In other words, in any situation where a deviation to procedures and policies may lead to more harm, a bureaucratic leadership style is usually advisable (Griffin, 2009, p. 8). However, bureaucratic leadership style is ineffective where health care staff lose their interests in their jobs as well as in their fellow employees.

In other words, this type of leadership lowers the motivation of an employee especially if it is applied for a long period of time. Moreover, these leadership styles discourages creativity and innovativeness within a health organization since health staffs only do what they are expected to know. In this regard, improvement of quality of service delivery in a health organization is not likely to be attained especially the leadership style is used for a long period of time (Griffin, 2009, p. 9).

References

Cubero, G. (2007). Situational leadership and persons with disability. Reading Mass,

29(4), p.351-356

Griffin, F. (2009). What’s your leadership style? Woman Advocate, 14(3), p.7-15.

Michael, N. (2008). When participative management leads to garbled communication.

Healthcare Financial Management Journal, 62(2), 118-120.

Paraschiv, V. (2007). New trends in leadership development. Management Horizons,

12(1), 425-431.

Silverthorne, C. (2007). Situational leadership style as a predictor of success and

productivity. The Journal of Psychology, 135(4), p.399-412.

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