Current Issues in Leadership MBA595
April 25, 2010
Introductory Section Supportive organizations and exceptional individual contributions set the stage for effective teamwork. Healthcare teams require a clear purpose that integrates specific analytical groups and multiple facets of patient care. “Healthcare teams which have a clear purpose that is consistent with the organizations’ mission, can be more clearly integrated, resourced and supported. Healthcare teams generate commitment through a shared goal of comprehensive patient care and a common belief that the team is the best way to deliver coordinated care” (Proctor-Childs, 1998, pp 616-635). Transformational leadership creates an empowering environment where quality in clinical care is significant. Communicating a vision and influencing others to strive towards this ideal is the premiere responsibility of an effective leader.
“Committed individuals are more willing to invest personally in the team, contribute to the decision making and respect the balance of interdependence and collaboration” (Bassoff, 1983, pp 280-286). “As the health care system is staffed by more and more professionals, the need for more supportive type leadership based on referent power will increase. In order to achieve the goals of the organization, leaders must begin to rely on their ability to communicate “themselves” to others, rather than on their coercive or legitimate power. Rapport (through empathy, respect, and warmth) is suggested as a means of influencing the attitudes of others and developing supportive leadership capabilities” (Warner, 1981, pp 415-420). When there is trust, open communication, respect, and a sense of camaraderie, the work is still challenging but gets done: priorities are met and people feel good about what they are doing (Disch, Beilman, Ingbar, 2001, pp 366-377). Whenever these prominent
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