The paper 'Mid Stafford Hospital - Leadership Analysis " is a good example of a management case study. The release of the Mid Stafford hospital report was a clear indicator of the abuse of the patients within the National Health Service (NHS) in England. The article seeks to address the system by revising it and coming up with ways in which Staffordshire abuses can be curbed and prevented from reoccurring. The board has the main responsibility of ensuring the patients received high-quality care and overall performance of the system (NHS, 2013). According to the inquiry, the board failed in this regard.
Leadership and organization culture led to many patients to suffer abuses while others lost their lives. The report indicates that there is a need to change leadership and culture in the context of NHS. NHS leadership has been heroic based and has failed to use leadership that is shared, adaptive, and distributive. From the report's point of view, the most important leadership in NHS is between general managers and clinical managers (McMullen & Adobor, 2011). The report also notes that leaders exist at all organization levels.
The report notes that leadership in care settings and other organizations is vital. The stakeholder theory looks at the new non-hierarchical conceptualization of leadership. Stakeholders include those inside the organization as well as those outside it. There is no assumption of managerial overall authority on the rest of the stakeholders. According to the theory, leaders do not have to be managers. Leaders are expected to rely on non-hierarchical relationships (NHS, 2013). This case study analyses leadership and governance bases on the Mid Stafford hospital report in terms of stakeholders’ theory showing how stakeholders’ theory informs leadership and governance and how the theory and practice may be developed. Critical analysis Board management model Up to the 1990s, NHS boards’ management used the stakeholders’ model.
The boards were large and their membership included the elected local government members, trade unions, and health care professionals among others. Due to the large sizes of the boards, they were heavily ritualized in their meetings. The decision making was shaped by the senior officer and their team. The model changed in 1991 due to the advent of the internal market (Klein, 2006).
NHS boards adopted the private sector unitary board model which was used by the business in the US and UK. This led to the formation of small unitary boards made up of 11 to 15 members. The members took collective responsibility in their decision making. The change of the stakeholders’ model by the NHS boards and the adoption of the business model was adopted in 1991. Corporate governance in NHS was strengthened by using lessons learned from the failure of the other corporate in the 1990s (Klein, 2006). NHS Foundation Trusts were first established in 2004 and were based on co-operative and mutual traditions.
The trusts cover more than half of the acute care hospital and mental care providers. The foundation trust governance structure is made up of two boards which are the board of governors and local leadership. The structure thus resembles the Anglo-Saxon unitary model. The role of the board must be based on conformance and performance. Conformance involves being accountable for externally and supervision management (Newdick & Danbury, 2013). External accountability is based on being compliant with legal and regulatory requirements.
The board has to be accountable to the shareholders as well as stakeholders involved. In ensuring there is supervision management, the board is supposed to ensure that there is oversight, performance monitoring, and appropriate internal controls. On the performance, the firm is supposed to ensure that it achieves its mission and goals through the board (Klein, 2006).
Alimo-Metcalfe, B 2012, Engaging Boards: The relationship between governance and leadership and improving the quality and safety of patient care, Retrieved 6th December 2014 from, www.kingsfund.org.uk/leadershipreview
Coulter, A 2012, Leadership for Patient Engagement. Retrieved 6th December 2014 from, www.kingsfund.org.uk/leadershipreview
Harrison, D 2012, “The sTIMUL Project: Putting Yourself in the Patient’s Shoes”. British Journal of Healthcare Assistants, Vol. 6, no.2, pp. 546-549.
Klein, R 2006, “The Troubled Transformation of Britain’s National Health Service”. The New England Journal of Medicine, Vol.355, no.1, pp. 409-415.
McMullen, R.S & Adobor, H 2011. “Bridge leadership: a case study of leadership in a bridging organization”. Leadership & Organization Development Journal, vol 32, no 7, pp 715- 35.
National Health Service (NHS) 2013, Commissioning Board. Report of the Mid Staffordshire NHS Foundation Hospital Trust Public Inquiry. Board Paper: NHSCB28021.
Newdick, C & Danbury, C 2013, Culture, “Compassion and Clinical Neglect: Probity in the NHS after Mid Staffordshire”. Journal of Medical Ethics, (Online). http://dx.doi.org/10.1136/medethics-2012-101048.
Ramsay, A & Fulop, N 2010. The Healthy NHS Board: Principles for good governance. London: National Leadership Council.
Schulter, J., Winch, S., Holzhanser, K & Henderson, A 2008, “Nurses’ Moral Sensitivity and Hospital Ethical Climate: A Literature Review”. Nursing Ethics, 15, 304-321.
Spurgeon P, Clark J & Ham C 2011, Medical Leadership: From the dark side to centre stage. London: Radcliffe Publishing.
West M & Dawson J 2012, Employee Engagement and NHS Performance (online). www.kingsfund.org.uk/leadershipreview