The Situational Leadership for the Three Realities at Healthcare Organizations

Year 2020, Volume: 2 Issue: 2, 230 - 247, 07.08.2020

Hatem H. Alsaqqa

Abstract

          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.

Keywords

Situational Leadership, Healthcare Organizations (HCOs), Organizational Management Level

References

• Alemi, F., Safaie, F. K., Neuhauser, D. (2001). A survey of 92 quality improvement projects. The Joint Commission journal on quality improvement, 27,619-632.
• Andreatta, P. B. (2010). A typology for health care teams. Health care management review, 35,345-354.
• Atwal, A., Caldwell, K. (2005). Do all health and social care professionals interact equally: a study of interactions in multidisciplinary teams in the United Kingdom. Scandinavian Journal of Caring Sciences, 19,268-273.
• Bateman, T. S., Snell, S. A. (Ed.). (2004). Management: The new competitive landscape. New York: McGraw-Hill.
• Bazerman, Max (2005). Judgment in Managerial Decision Making. New Jersey: Wiley and Sons.
• Bennis, W. G. (1992). Leaders on leadership: Interviews with top executives. Boston: Harvard Business School Press.
• Berwick, D. M., James, B., Coye, M. J. (2003). Connections between quality measurement and improvement. Medical care, 41,30-38.
• Blanchard K. (2011). Lideranca de alto nivel: como criar e liderar organizacoes de alto desempenho. Porto Alegre: Bookman.
• Blanchard, K. Z. P., Zigarmi, D. (2003). Situational Leadership II. San Diego, CA: The Ken Blanchard's Companies.
• Braithwaite, J., Herkes, J., Ludlow, K., Testa, L., Lamprell, G. (2017). Association between organisational and workplace cultures, and patient outcomes: systematic review. BMJ open, 7,e017708.
• Cascio, W. F., Honig, P., van Deventer, W., Geerligs, H. P., Backer, C. A. (1991). Applied psychology in personnel management (Vol. 4). Englewood Cliffs, NJ: Prentice Hall. Brown, A. (1995), Organizational Culture. London: Pitman.
• Burrell, D. N., Abdul-Malik, O., Rahim, E., Huff, A., Finklea, K. (2010). An analysis of the application of situational leadership in the post 9/11 evolving public health managerial environments. Leadership journal, 5,49-59.
• Chisholm, C. D., Collison, E. K., Nelson, D. R., Cordell, W. H. (2000). Emergency Department Workplace Interruptions Are Emergency Physicians “Interrupt‐driven” and “Multitasking”?. Academic Emergency Medicine, 7,1239-1243.
• Damschroder, L. J., Aron, D. C., Keith, R. E., Kirsh, S. R., Alexander, J. A., Lowery, J. C. (2009). Fostering implementation of health services research findings into practice: a consolidated framework for advancing implementation science. Implementation science, 4,1-15.
• Dougherty, D. (1990). Understanding new markets for new products. Strategic management journal, 11,59-78.
• Draheim, C., Hicks, K. L., Engle, R. W. (2016). Combining reaction time and accuracy: The relationship between working memory capacity and task switching as a case example. Perspectives on Psychological Science, 11,133-155.
• Eberle, T.S. (1997).Cultural Contrasts in a Democratic Nonprofit Organization: The Case of a Swiss Reading Society in S.A. Sackmann (Ed.), Cultural Complexity in Organizations: Inherent Contrasts and Contradictions (pp. 133–59). Thousand Oaks, CA: Sage.
• Eggleston, K. (2001). Multitasking, competition and provider payment: Discussion Papers Series, Tufts University, Department of Economics,United States.
• Galea, M. (2017). Applying leadership styles to the healthcare sector. The Journal of the Malta College of Family Doctors, 1,26-30
• Grol, R., Grimshaw, J. (2003). From best evidence to best practice: effective implementation of change in patients' care. The lancet, 362,1225-1230.
• Hanse, J. J., Harlin, U., Jarebrant, C., Ulin, K., Winkel, J. (2016). The impact of servant leadership dimensions on leader–member exchange among health care professionals. Journal of nursing management, 24,228-234.
• Harris, L. C., Ogbonna, E. (1998). Employee responses to culture change efforts. Human Resource Management Journal, 8,78-92.
• Hatch, M. J., Cunliffe, A. L. (2006). Modern, symbolic, and postmodern perspectives. London: Oxford University Press.
• Hencley, S.P. (1973). Situational behavioral approach to the study of educational leadership: L. C. Cunningham ve W. J. Gephart (Eds.), Leadership: The Science and Art Today (pp. 139-164). Itasca, IL: F.E. Peacock Publishers.
• Hernandez, D., Bumsted, S., Berger, L., Zwingman-Bagley, C. (1997). Nurse Leaders: roles driving organizational transition. Nursing Administration Quarterly, 22,38-46.
• Hersey P, Blanchard K. (1992). Psicologia para administradores: a teoria e as tecnicas da lideranca situacional. Sao Paulo: EPU.
• Hersey, P., Blanchard, K. H., Johnson, D. E. (2007). Management of organizational behavior. New Jersy: Prentice hall.
• Hoy, W. K., Miskel, C. G. (2013). Educational Administration: Theory, research and practice. New York: Random House Trade.
• Jez, V. (2011). Searching for the meaning of multitasking. 2011 Norsk Konferanse for Organisasjoners Bruk av Informasjonsteknologi (NOKOBIT) (pp. 157-166).
• Jobes, M., Steinbinder, A. (1996). Transitions in nursing leadership roles. Nursing administration quarterly, 20,80-84.
• Leebov, W., Scott, G. (1991). Health care managers in transition: Shifting roles and changing organizations. Boston, MA: Jossey-Bass Inc.
• Leeftink, A. G., Bikker, I. A., Vliegen, I. M. H., Boucherie, R. J. (2018). Multi-disciplinary planning in health care: a review. Health Systems, 9,95-118.
• Legge, K. (Ed.). (1994). Managing culture: fact or fiction. Personnel Management: A Comprehensive Guide to Theory and Practice in Britain. Oxford: Blackwell.
• Lok, P., Hung, R. Y., Walsh, P., Wang, P., Crawford, J. (2005). An integrative framework for measuring the extent to which organizational variables influence the success of process improvement programs. Journal of Management Studies, 42,1357-1381. Lok, P., Westwood, R., Crawford, J. (2005). Perceptions of organisational subculture and their significance for organisational commitment. Applied Psychology, 54,490-514.
• Marsilio, M., Torbica, A., Villa, S. (2017). Health care multidisciplinary teams: The sociotechnical approach for an integrated system-wide perspective. Health care management review, 42,303-314.
• Martin, J. (1992). Cultures in organizations: Three perspectives. London: Oxford University Press.
• McDonagh, K. J. (1998). The nurse as senior health care executive. Essential Readings in Nursing Managed Care, 22,22-29.
• McIntosh, N., Meterko, M., Burgess, Jr., Restuccia, J. D., Kartha, A., Kaboli, P., Charns, M. (2014). Organizational predictors of coordination in inpatient medicine. Health care management review, 39,279-292.
• Morrison, I. (1996). The second curve: Managing the velocity of change. New York: Ballantine Books.
• Mutlu, S., Benneyan, J., Terrell, J., Jordan, V., Turkcan, A. (2015). Aco-availability scheduling model for coordinating multi-disciplinary care teams. International Journal of Production Research, 53,7226–7237.
• Nagata, S. F. (2003). Multitasking and interruptions during mobile web tasks. 2003 Proceedings of the Human Factors and Ergonomics Society Annual Meeting (pp. 1341-1345).
• Norris, W. R., Vecchio, R. P. (1992). Situational leadership theory: A replication. Group & Organization Management, 17,331-342.
• Palthe, J., Ernst Kossek, E. (2003). Subcultures and employment modes: Translating HR strategy into practice. Journal of Organizational Change Management, 16,287-308.
• Perrow, C. (2014). Complex organizations: a critical essay. New York: Random House.
• Rubinstein, J. S., Meyer, D. E., Evans, J. E. (2001). Executive control of cognitive processes in task switching. Journal of experimental psychology: human perception and performance, 27,763.
• Schein, E. H. (1996). Culture: The missing concept in organization studies. Administrative science quarterly, 41,229-240.
• Schein, E. H. (2010). Organizational culture and leadership. San Francisco: Jossey-Bass.
• Schyve, P. M. (2009). Leadership in healthcare organizations: A guide to joint commission leadership standards, a governance institute white paper. San Diego: Governance Institute.
• Skerrett, P. J. (2012, January 7). Multitasking-a medical and mentak hazard. Retrieved from http://www. health.harvard.edu/blog/multitasking-a-medical-and-mental-hazard-201201074063. Date of access: 20.09.2019
• Sleeth, R. G., Johnston, W. R., Wallace, R. (1996). The effective leader as a link between task and people. SAM Advanced Management Journal, 61,16-21.
• Sonnenfeld, J. A. (1985). Shedding light on the Hawthorne studies. Journal of Organizational Behavior, 6,111-130.
• Taylor, N., Clay-Williams, R., Hogden, E., Braithwaite, J., Groene, O. (2015). High performing hospitals: a qualitative systematic review of associated factors and practical strategies for improvement. BMC health services research, 15,244.
• Trice, H. M., Beyer, J. M. (1993). The cultures of work organizations. New Jersey: Prentice-Hall
• Van Maanen, J., Barley, S. (1983). Cultural organization: Fragments of a theory. Cambridge: Alfred P Sloan School of Management.
• Vanberkel, P. T., Boucherie, R. J., Hans, E. W., Hurink, J. L., Litvak, N. (2010). A survey of health care models that encompass multiple departments. International Journal of Health Management and Information, 1,37-69.
• Von Bertalanffy, L. (2015). General system theory: Foundations, development, applications. New York: George Braziller Inc.
• Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation science, 4,67.