Over the past 20 years, the healthcare industry has experienced a volatile existence. This volatility is a direct result of rivalry, the evolution of managed care, client demand for quality measures and the high cost of new medical technology. These shifting environmental factors have forced healthcare organizations and healthcare managers to develop new strategies to respond. Thus, today, management is about developing a firm understanding of the relationship between the leadership styles and the healthcare organizations’ administration level. The leader in healthcare organizations has different tasks and responsibilities. The most common challenges the leader has to face are the continuous change, the relations among the staff and the ability to achieve the targets. Thus, the major aspect of an effective situational leader is to facilitate and foster collaboration by pooling staff knowledge, defining who needs to participate in discussions, and asking critical questions. It is for this reason that the acquisition of sound leadership skills from a situational leadership approach is critical for healthcare. The following article addresses the advantage of the situational leadership approach in fitting with the realities of healthcare organizations.
Situational Leadership, Healthcare Organizations (HCOs), Organizational Management Level