Leadership in Clinical Settings

 

Leadership in Clinical Settings

Introduction

Creating an influence in an organization is difficult especially when there is no one who can lead towards the changes. Leadership in an organization is important to make the policies and regulations align with the organizational objectives. Aside from creating valuable approach in between the management and the co-workers, the leaders are the people who understand both sides of management and people.

Leadership Roles

Leadership is about getting results from the followers. In order to get results, the subordinated should support the people. Leadership style is important to retain the followers and within the organization, the leaders should be balanced in order to increase the value on the elements involved in the organization. Leaders should also provide the appropriate strategies in the organization (Gandz, 2005).

The Role of Leader and Follower

The increase in interest of the business leaders towards the efficiency of the performance can be traced on the essential roles of the leaders and followers. The focus of the leader is to examine the different angles or perspective in the transactions and transformation approach. Also, followers and their role to develop from a new and conceptual model can give rise in the effectiveness of their relationship and partnership (Rosenbach, 2007).

Leaders are important for they can facilitate the people according to the goal and objectives of the organization. With the help of the experience, leaders can effectively guide the people by adjusting their values, changing perspective, and learning new habit. Various theories of leadership had been recognized in attempt to bring the best outcome of the people. But on the ongoing investigation of the researchers in the leadership theory and the idea of “follower-centered” approach (Fujita, Aji, and Kyaw, 2009). From the observation, the leaders are the people on which the subordinates or followers depend on and their words can empower or destroy the role of the follower (Hantula, 2009). Leaders are responsible for building organizations where people continually expand their capabilities to understand the complexity, clarify the vision, and facilitate the learning (Agashe and Bratton, 2001).

The followers are almost the same as the leaders for they also play a crucial role in the organization as well as the analysis of the leadership. Obviously, there are no followers if there are no leaders to stand before them and be a model. The followers are also attempting to find an opportunity to be a leader but this aspiration is impossible if there is no good leader or leadership (Hantula, 2009). It seems like the power of a leader is to influence others most especially the followers. The perspective of the followers to be influenced by others is part of the ideal characteristics. In the stay of the individuals in the relationship, there is also a possibility that the both leaders and followers influence each other. In the strong belief of the individuals regarding the goals of the organization, the follower could give an eager support with the leader. However, follower should point out flows of leaders when leader fails to implement the organization’s goals or leader is doing unethical. The differences of the leaders and the followers in behaviors are in the dimension of the two parties to support and be challenged. The continuous development of the leader-follower can now be described as partners and the essential roles are being divided among them (Rosenbach, 2007; Fujita, Aji, and Kyaw, 2009).

The Theory of Authority and Power

In the structure of the leadership and organization, the power theory and power-base formation became a model that displays the both the dependent and interdependent relationships considered critical to power acquisition, power transformations, power dynamics, and organization effectiveness. The model’s design can help examine both positive and negative power outcomes and provide an accelerated dramatization of known power relationships in complex organizations. Power in leadership is necessary in order to provide the authority. Power obviously is a pervasive reality in the life process of all modern-day organizations. Leaders regularly acquire and use power to accomplish specific work goals and to strengthen their own positions. In the exercise of power, there is a possible interaction and every social relationship in an organization (Michelson, 2002). In health care settings, the main role of the leader is to take care, both people and the medical team. Leaders need to understand their purpose and assess the environmental stress that affects the patients and staff and take action to alter unhealthy situations. The idea of being a leader to give his all, skills, knowledge, time; and he can be very effective in promoting the positive clinical interaction.

 

 

References:

Agashe, Z., & Bratton, J., 2001. Leader-Follower Dynamics: Developing a Learning Environment, Journal of Workplace Learning, Vol. 13, No. 3 [Online] Available at: http://www.psmprogram.sa.gov.au/wp-content/uploads/2008/03/agashae-z-bratton-j-2001-leader-follower-dynamics-developing-a-learning-environment.pdf [Accessed 08 Nov 2010].

Fujita, K., Aji, W., & Kyaw, W.A., 2009. Primary Study of Leader and Follower Relationship in Asia: Empirical Study on Manager at AEON in Asian Countries, International University of Japan [Online] Available at: http://www.iuj.ac.jp/im-info/Publications/pdf/IM-2009-04.pdf [Accessed 08 Nov 2010].

Gandz, J., (2005) The Leadership Role: Improving the Practice of Management, Ivey Business Journal [Online] Available at: http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=532 [Accessed 08 Nov 2010].

Hantula, D.A., 2009. The Essential Leader-Follower Relationship, The Psychological Record, Vol. 59, No. 4.

Michelson, B.J., (2002) Leadership and Power Base Development: Using Power Effectively to Manage Diversity and Job-Related Interdependence in Complex Organizations [Online] http://www.au.af.mil/au/awc/awcgate/au-24/michelson.pdf [Accessed 08 Nov 2010].

Rosenbach, W.E., 2007. The Leadership Paradox: The Dual Role of Leader and Follower, Journal of Dental Education [Online] Available at: http://www.jdentaled.org/cgi/reprint/71/1/63.pdf?ck=nck [Accessed 08 Nov 2010].

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