Leadership Style Paper
University of Phoenix
Two leadership models—“operations” and “dyad.”
The operations model is the traditional and most effective model of leadership. The management structure on a team of supervisors, managers, and directors working together under the leadership of a vice president to coordinate and implement organizational initiatives. In essence, the supervisor reports to and is evaluated by their manager; the manager reports to and is evaluated by the director or vice president, and so on.
In most business settings the preferred model is an operational one—a pyramid structure with clear lines of authority and accountability. This structure is efficient and straightforward. Authority increases as one moves upward and falls ultimately on one shoulders. The strength of this structure is the clear lines of accountability—the supervisor reports to the manager who both directs staff and evaluates success. Health care, however: has unique differences and a new model, the dyad model, has taken root (Baldwin, Dimunation, & Alexander, 2011).
The definition of “dyad model” varies across health care organizations. In most health care systems the operations model remains intact the vice presidents are partnered with physician champions, who provided support for their recommendations.
The dyad model provides physician engagement to build that trust. It opens communication between physician-nurse and physician-administration in a powerful way.
The “microsystem” (language from the Institute of Medicine) dyad partnerships were formed between the department leads and the operations leads in ambulatory departments and hospital service areas.
Drawbacks to Operations Management in Leadership
According to Baldwin, Dimunation, and Alexander (2011) one key drawback of the operations model is that, other than the chief medical officer, physicians hold no formal leadership roles. In addition most health care organizations, physicians are no longer owners but employees.
In this sense, they should behave as employees and recognize their relative position within the organizational hierarchy. In the operations model, they would be excluded from positions of legitimate authority and influence unless they held title. For these reasons, the dyad model makes sense in
A key challenge in the dyad model is to harness the leadership potential of the masters in business (MBA) who brings essential perspective and knowledge around the larger sphere of business and effectively partner them with the MD who lives intimately in the clinical realm.
Leadership in Health Care
Unlike business, where individuals enter the organization in leadership positions after completing a bachelor's degree, the infrastructure in health care relies on the identification of individuals with clinical experience who demonstrate leadership potential.
Integrated delivery systems require trusting partnerships between caregivers. Because physicians hold a different status than nurses, the need for trust and communication is essential. When trust is engendered, the partnerships allow alignment and movement toward shared goals, both clinical, and organizational (Baldwin, Dimunation, & Alexander, 2011).
Benefits of the dyad model, foremost is partnership of operations and physician reduces the “us-them”...
References: Baldwin, K., Dimunation, N., & Alexander, J. (2011). Health care leadership and the dyad model. Physician Executive, 37(4), 66-70. Retrieved from EBSCOhost.
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Ford, R. (2009). Complex leadership competency in health care: towards framing a theory of practice. Health Services Management Research: An Official Journal Of The Association Of University Programs In Health Administration / HSMC, AUPHA, 22(3), 101-114. Retrieved from EBSCOhost
Frączkiewicz-Wronka, A., Austen1, A., & Wronka, M. (2010). An empirical research on the leadership and effectiveness in public healthcare organizations: Lesson from transition economy. Journal of US-China Public Administration, 7(2), 1-15. Retrieved from EBSCOhost
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