Poor Leadership in Healthcare
IDENTIFYING AND REMEDYING

The Ethical Dilemma

A recent study examined some theories of leadership to determine which type or types of leaders affect the quality of care (Firth-Cozens & Mowbray, 2001). The study found that the type of leadership produces stress or well-being of healthcare staff. This, in turn, redounds into the quality of care provided. (Firth-Cozens & Mowbray).

Alternatives

Major failures result from poor leadership (Walshe & Shortell, 2004). They include long-standing problems; key people and other stakeholders' awareness of problems but ignoring them; extensive or immense harm or injury on patients and the resulting huge and additional costs; lack of management systems; and repeated incidents of failures. Long-standing problems have existed for some time but remain unknown. Some key people and other stakeholders in the health facility may have known these issues but did nothing about them. A most obvious consequence of poor leadership is the immense harm on…...

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BIBLIOGRAPHY

Firth-Cozenz, J. And Mowbray, D. (2001). Leadership and the quality of care. Vol 10

Issue Supplement 2, Quality Health Care: BMJ Publishing Company. Retrieved on February 24, 2014 from http://www.qualitysafety.bm.com/content/10/supp_2/ii3.long

Walshe, K. And Shortell, S.M. (2004). When things go wrong: how health care organizations deal with major failures. Vol. 23 # 3, Health Affairs: Project Hope.

Retrieved on February 24, 2014 from  http://content.healthaffairs.org/content/23/3/103.full

Poor Leadership in Healthcare
SOLUTIONS WANTED

Poor Leadership

There has been a looming and growing public realization in many countries that healthcare facilities are becoming dangerous places (Walshe & Shortell, 2004). Patient safety has been a dreaded issue in the United States, United Kingdom, Australia, New Zealand and Canada in connection with a high incidence of errors and injuries. Patient=safety movements and other observers attribute these incidents to major healthcare failures, which have been widely reported by the various media. Of the five major failures, the fourth is the lack of effective management systems (Walshe & Shortell). This, in turn, is caused by poor leadership.

Some organizations are dysfunctional mainly because of poor leadership (Walshe & Shortell, 2004). When analyzed, the problem lies in a single clinician or a small team. He often believes that threats to patient safety are the result of systems failure rather than individual behavior. ut in healthcare organizations where…...

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BIBLIOGRAPHY

Goldberg, R. & Page, E. (2006). Opinions: the leadership gap in healthcare: the true deficit. Healthcare Quarterly: Longwoods Publishing Corporation. Retrieved on February 23, 2014 from  http://www.longwoods.com/content/20364 

Walshe, K. And Shortell, S.M. (2004). When things go wrong: how health care organizations deal with major failures. Vol. 23 # 3, Health Affairs: Project Hope.

Retrieved on February 23, 2014 from  http://content.healthaffairs.org/content/23/3/103.full 

Weberg, D, (2012). Complexity leadership: a healthcare imperative. Vol. 47 # 4, Nurse

Poor Leadership in Healthcare
OSTACLES AND FACTORS

arriers to a Successful Leadership Improvement Plan

In a great many cases, major failures in healthcare leadership are hard to discover or surface by themselves for investigation (Walshe & Shortell, 2004). Often, many of them are revealed only by accident or chance and even then, what is discovered may only be part of an entire problem that has escaped notice or been kept from being discovered. Major failures may come out as an accidental result of some very unpleasant event, a staff member or outside may raise this concern, by the perseverance of one or a few motivated individuals or through media exposure. Despite current systems for quality assurance or improvement in most healthcare organizations and in developed countries at that, major failures are not all too easily known. These systems, which include incident reporting, clinical profiling, mortality and morbidity review, credentialing, risk and claims management…...

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BIBLIOGRAPHY

Mosadeghrad, A.M. (2013). Obstacles to total quality management success in health care systems. Vol. 26 # 2, International Journal of Health Care Quality Assurance:

PubMed Central. Retrieved on February 24, 2014 from http://www.ncbi.nlm.gov/pubmed/23534150

Walshe, K. And Shortell, S.M. (2004). When things go wrong: how health care organizations deal with major failures. Vol. 23 # 3, Health Affairs: Project Hope.

Retrieved on February 24, 2014 from  http://content.healthaffairs.org/content/23/3/103.full

Poor Healthcare Leadership
The study will concern itself with "the impact of poor leadership in the healthcare industry on workers' morale and patient care."

Bad leadership has many negative consequences. In addition to being unable to offer followers a clear direction, an ineffective leader is prone to issuing inconsistent instructions that in most cases end up confusing the recipients. The end result in such a case is poor execution of tasks. It is also important to note that those with poor leadership skills and abilities fail to give direction that could see members of their team improve for fear of loosing their jobs to the said team members once they gain the necessary competence. In this project, I will explore the impact of bad leadership most particularly in the healthcare industry. In particular, I will explore the effect poor leadership has on the morale of workers and consequently, patient care. In addition…...

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References

Blankenship, D.C. (2009). Applied Research and Evaluation Methods in Recreation. Champaign, IL: Human Kinetics.

Manning, G. & Curtis, K. (2003). The Art of Leadership. New York, NY: McGraw-Hill Education.

McCormack, B. & McCance T. (2011). Person-Centered Nursing: Theory and Practice. West Sussex: John Wiley & Sons.

McConnell, C. (2007). The Effective Health Care Supervisor (6th ed.). Sudbury, MA: Jones & Bartlett Publishers.

Contingency leadership theories are based on the view that the situation dictates the ideal leadership style -- and how much of that style can be learned or not is variable.
There are elements of leadership, however, that cannot be taught. In particular, the inspirational aspect of leadership is very difficult to teach. Leaders can reach their subjects in a number of different ways, using a wide range of triggers. While to a certain extent these ways can be identified through scientific study -- psychology and sociology in particular -- there is an element of relating to other people than is entirely inherent. Some leaders are simply born with better charisma and interpersonal skills than others. The former in particular is nearly impossible to teach -- those with charisma that makes others want to follow seldom can identify what it is they do that makes them so charismatic -- they simply…...

Leadership
After the departure of LTC wood the lieutenant colonel that was in command a battalion in the 56th Heavy Brigade Combat Team (HBCT), there was a change of command. There was a new brigade leadership team that assumed responsibility for the period of pre-deployment and train-up. The paper will look at an analysis of the leadership problem that the new brigade leadership had. There will be a proposal on the solving of the leadership problem and finally an analysis of the expected outcome from the solutions that have been proposed.

Problem identification

There was an indication that the leadership performed well within Afghanistan given the circumstances. However there were various leadership challenges that were presented which required attention. First of all there were incompatible communication systems that crippled command and communication throughout the brigade. Due to the varied battlefield, electronic and environmental conditions leaders were often required to carry multiple radios for…...

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References

Cherry, K.(2013).What is problem solving? Retrieved July 20, 2013 from  http://psychology.about.com/od/problemsolving/f/problem-solving-steps.htm 

Sieck, W.(2013). Critical Thinking Skills: What are They and How Do I Get Them? Retrieved July 20, 2013 from  http://www.globalcognition.org/head-smart/critical-thinking-skills/ 

SkillsYouNeed.com.(2013). Problem Solving. Retrieved July 22, 2013 from  http://www.skillsyouneed.com/ips/problem-solving.html 

University of Kent Careers and Employability Service. (2010). Problem Solving and Analytical Skills. Retrieved July 20, 2013 from  http://www.kent.ac.uk/careers/sk/problem-solving-skills.htm

Leadership and Culture: Successful Change Management
The Benefits of Secondary Education to an Organization

Secondary education enables the employees to utilize the theoretical knowledge they gained in the work environment. In addition to expanding the knowledge base of the employees, it also enhances their communication, problem solving, and decision making skills. The dynamic nature of the current business environment continues to increase competition among organizations of all types and sizes. Consequently, the job market has also become competitive, necessitating majority employees to rely on their education to secure their jobs.

More than 70% of my fellow colleagues are willing to make use of their education to maintain their positions and become eligible for future promotions. It benefits both the individual employees and the organization as a whole by increasing knowledge, improving employee satisfaction, and improving performance. The small percentage of fellow workers who are unwilling to utilize their education for the benefit of…...

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References

Levy, P.F. (2001). When Good Teams Go Wrong. Harvard Business Review. Retrieved 21 June 2015 from  https://hbr.org/2001/03/when-good-teams-go-wrong/ar/1 

Parvis, L. (2013). Understanding Cultural Diversity in Today's Complex World. New York: Embrace Publications & Consulting, LLC.

Thompson, R. (2015). Lewin's Change Management Model: Understanding the Three Stages of Change. Mind Tools. Retrieved 20 June 2015 from  http://www.mindtools.com/pages/article/newPPM_94.htm

This is the importance of the DO in Be-Know-DO-Learn.
And finally, the Army adds "learn" to the strategy. It seems pretty obvious what this part of the strategy means, but on the other hand there is an important ingredient here that may not be obvious. A leader doesn't just go to a prestigious officer's training school like est Point, learn a lot and come out ready to stay an effective leader. He needs to be willing to and have the capacity to "learn continuously." He must have a strong desire to be updated, to see himself as an educated educator; he must ask questions and not just disseminate information.

Ask questions and seek new knowledge. That's what General Savage did very well, and it rubbed off on his men, just the way he planned it. But even the best laid plans of Generals and Colonels can go awry, if there is…...

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Works Cited

Be-Know-Do-Learn. (2006). U.S. Army Corps of Engineers. Original Publication written by Francis Hesselbein & Eric Shinseki. Retrieved May 14, 2008, at http://hq.usace.army.mil/cepa/learning/2.htm.

Twelve O'Clock High. (1949) Twentieth Century Fox. Director, Henry King.

Vincent, E. (2003). Nelson and mission command: Edgar Vincent analyses the Spectacularly successful, and surprisingly modern, leadership strategy of Horatio

Nelson. History Today, 53(6), 18-20.

Leadership on Organization Effectiveness
MedShare is an organization engaged in the provision of health care services. ecently, the company gave me an appointment as the Chief Financial Officer to manage the organization's financial operations and lead it to a successful path. MedShare is the parent company of the subsidiary On-site Healthcare Facility that also owns www.onsite.com Domain. It is a global corporation with strong representation in leading markets throughout the United States. This is a Texas corporation with international headquarters in Texas. The business was organized in 2008. It has demonstrated itself as a top competitor in the healthcare industry since its inception. It made an initial public offering in 2009 and has proven to be a profitable business venture (Bass & Avolio, 2010). For this reason, investors were fast at purchasing stock and trusted the organization with their investments. MedShare services portfolio includes:

Cancer Services

II. Cardiothoracic Services

III. Children's Services

IV. Clinical…...

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References

Bass, B.M., & Avolio, B.J. (2010). Improving organizational effectiveness through transformational leadership. Thousand Oaks: Sage Publications.

Borkowski, N. (2009). Organizational behavior, theory, and design in health care. Sudbury, Mass: Jones and Bartlett Publishers.

Ginter, P.M., Duncan, W.J., & Swayne, L.E. (2013). Strategic management of health care organizations. San Francisco, CA: Jossey-Bass.

Krause, T.R., & Hidley, J.H. (2009). Taking the lead in patient safety: How healthcare leaders influence behavior and create culture. Hoboken, N.J: John Wiley & Sons.

Leadership
It is to common knowledge that good leaders are made but not born (Fletcher, 2009), but if the desire is driven by a sheer force of will and coupled with the inculcation of the necessary ambition, one can mould his personality into becoming an effective leader. It was history that taught us that the world famous leaders, despite the values they preached or the morals they stood out for, cultivated through an ongoing channel of education, experience, training and self-study. From Napoleon to Luther, it is clearly evident that it is the continuous hardship rather than resting laurels that makes one competent enough to reach for the heavens above.

Before my self-evaluation in context to leadership and its consequential predicaments, I would like to start off by the simple definition of leadership. Leadership is the mechanism that enables a person to inspire and motivate others in order to perform a…...

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References

Fletcher, M. (2009). Overcoming Barriers to Church Growth: Proven Strategies for taking your church to the next level. Bethany House, 47.

Lawler, J. & Bilson, M. (2009). The individual manager and leader. Social work management and leadership: managing complexity with creativity. Taylor & Francis, 41.

Northouse, P.G. (2009). Leader -- Member Exchange theory. Leadership: Theory and Practice. SAGE, 155.

Zastrow, C. (2009). Strategies for resolving conflicts. The Practice of Social Work: A comprehensive work text. Cengage Learning, 198.

The role of any manager is to help the company achieve its objectives. A firm with dozens of "leaders" doing their own thing will no achieve its objectives. Rather, firms need their leaders to work together, in traditional leader-follower relationships, in order to achieve their objectives.
The author, however, places too much emphasis on following. One of the key tenets of leadership is to be creative, to add value to the organization. A manager cannot add value if they are merely acting as a robot, dutifully executing orders from above. Indeed, this is not true leadership at all. At each level, the manager must carefully balance the degree to which they should follow with the degree to which they should lead. The organizational structure should permit this. Autocratic firms develop poor leaders because they stifle initiative. Leaders should be free to lead, and to choose the best balance of leading…...

Letter of Transmittal
This report is concerned with the transition of leadership on a crucial project that requires a seamless transition due to the importance of the project to the company and the significance of the team already in place. Due to the fact that this team has worked as an insular, cohesive unit for approximately two years perfecting this project, it is necessary to have a transition that approximates the qualities of the present leader. Unfortunately, this transition has become necessary, but it should not be difficult to find the right person going forward. This is a detailed report that lists the leadership criteria needed and the determination of the search team. The recommendation is to search outside of the company for a leader that exhibits the needed qualities and can provide continued and steady leadership for this crucial project.

The Failure of Leadership During Times of Transition

Table of Contents

Introduction

Background…...

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References

Bracksick, L.W. (2012). Tough transitions: How the future of a business depends on the succession planning for founders. Smart Business Pittsburgh, 10, 7.

Dewhurst, M., Guthridge, M., & Mohr, E. (2010). Motivating people: Getting beyond money. McKinsey Quarterly, 1.

Doh, J., Stumpf, S., & Tymon, W. (2011). Responsible leadership helps retain talent in India. Journal Of Business Ethics [serial online]. 98, 85-100. Available from: Business Source Complete, Ipswich, MA. Accessed November 23, 2012.

Gilley, A., Dixon, P., & Gilley, J.W. (2008). Characteristics of leadership effectiveness: Implementing change and driving innovations in organizations. Human Resource Development Quarterly, 19(2), 153-169.

Leadeship Skills Impact Intenational Education
CHALLENGES OF INTERNATIONAL EDUCATION

Pactical Cicumstances of Intenational schools

THE IMPORTANCE OF LEADERSHIP IN EDUCATION

What is Effective Leadeship fo Today's Schools?

Challenges of Intecultual Communication

Challenges of Diffeing Cultual Values

Impotance of the Team

Leadeship Style

LEADERSHIP THEORIES

Cuent Leadeship Reseach

Tansfomational Leadeship

Skills-Authoity

Contingency Theoies

APPLYING LEADERSHIP IN AN INTERNATIONAL SETTING

Wagne's "Buy-in" vs. Owneship

Undestanding the Ugent Need fo Change

Reseach confims what teaches, students, paents and supeintendents have long known: the individual school is the key unit fo educational impovement, and within the school the pincipal has a stong influence upon the natue of the school, the conditions unde which students lean, and upon what and how much they lean. Despite this ageement about the cental ole of the pincipal, thee is little eseach concening the chaacteistics of pincipals associated with effective leadeship and with pupil accomplishment, and even less insight about how these chaacteistics might be developed and by what means, paticulaly fo intenational school settings.…...

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reference:

http://mason.gmu.edu/~lshafer/schoolsetting.html].

Allen, K.E., Bordas, J., Robinson Hickman, G., Matusek, L.R., & Whitmire, K.J. (1998). Leadership in the twenty-first century. Rethinking Leadership Working Papers. Academy of Leadership Press. http://www.academy.umd.edu/scholarship/casl/klspdocs/21stcen.html

Bennis, W.G. (1997). "The secrets of great groups." Leader to Leader, No.3. The Peter F. Drucker Foundation for Nonprofit Management. http://www.pfdf.org/leaderbooks/L2L/winter97/bennis.html

Crowther, F., Kaagan, S., et. al. (2002). Developing Teacher Leaders. Thousand Oaks: Corwin Press.

Aside from the obvious impact upon the Ford employees who found themselves out of jobs, a general effect was the increased unemployment rate. And this was not only because of the positions lost within Ford, but also because of the jobs indirectly lost due to the crisis at the American manufacturer. In a more simplistic formulation, the automobile maker had ongoing contracts with various suppliers and other intermediaries, purchasing various technologies and vehicle components. Once the demand for Ford automobiles had decreased and their supremacy was lost to the Japanese producers, they no longer required the services of all of their purveyors. Then, as the demand and production became reduced, there was also limited need for dealers store to sell the cars. Ergo, additional jobs were lost and the lives of more and more individuals were impacted.
The negative outcome could have been avoided had the company been more receptive…...

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Works Cited

Burgos, a., July 12, 2005, Ford Layoffs Could Hit 30,000, Business News Bulletin

Burgos, a., September 15, 2006, New Layoffs at Ford, Business News Bulletin

Ramstack, T., May 23, 2001, Ford Plans Total Recall of Wilderness at Tires, the Washington Times

Randall, K., August 2001, Ford to Cut Up to 5,000 white-collar Jobs in North America, World Socialist Website,   accessed on June 23, 2008http://www.wsws.org/articles/2001/aug2001/jobs-a18.shtmllast 

leadership and change management are very crucial factors in the determination of an organization's success. One of the main causes of organization failure is poor leadership. This coupled with the lack of appropriate change management program can quickly send an otherwise profitable business venture into the dreaded domains of bankruptcy and losses. This paper is therefore dedicated to the investigation of the effects of leadership and change management on organizational culture and organizational performance in the case of corporations undergoing mergers and acquisitions The role played by an organization leader is to align the organization's resources, envisioning of the future of the organizations and the motivation of the employees in the firm in order to achieve better results in terms of performance and profitability. A viable leadership strategy must therefore be devised and coupled with an effective change management strategy in order to ensure that businesses remain profitable in…...

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Bibliography

Carnegie Bosch Institute (2010) Leadership and Change Management in a Multicultural Context

http://cbi.tepper.cmu.edu/brochures/CBI_MulticulturalMgmt_web.pdf

Chatterjee, S., Lubatkin, M., Schweiger, D. And Weber, Y. (1992). Cultural Differences and Shareholder Value in Related Mergers: Linking Equity and Human Capital, Strategic Management Journal, Vol. 13, 319-334

Covin, T., Kolenko, T., Sightler, K. And Tudor, R. (1997). Leadership style and post-merger satisfaction, Journal of Management Development, Vol 16, No.1, 22-33

Understanding Business Failure: A Comprehensive Analysis of Causes, Consequences, and Mitigation Strategies

Introduction

Business failure is an unfortunate reality that affects a significant number of enterprises worldwide. Understanding the causes, consequences, and potential mitigation strategies for business failure is crucial for entrepreneurs, managers, and policymakers alike. This thesis aims to provide a comprehensive analysis of business failure, exploring the factors that contribute to its occurrence, the impact it has on individuals, organizations, and the economy, and the measures that can be taken to mitigate its effects.

Section 1: Causes of Business Failure

1. Economic Factors: Economic downturns, recessions, and changes in market conditions can....

The failure of a business can often be attributed to poor leadership, as ineffective leadership practices can lead to disorganization, lack of motivation among employees, and ultimately poor performance and financial losses. To further strengthen your thesis statement, you can consider incorporating specific examples or case studies to support your argument. Additionally, exploring the impact of poor leadership on different aspects of business operations, such as decision-making, communication, and employee retention, can add depth to your analysis. By highlighting the negative consequences of poor leadership on a business's overall success and sustainability, you can effectively convey the importance of strong leadership....

Thesis Statement:

Poor leadership is the primary factor contributing to business failures.

Introduction:

Begin by establishing the significance of leadership in business success. Highlight statistics or research demonstrating the correlation between effective leadership and organizational prosperity. State the thesis statement clearly, emphasizing the detrimental impact of poor leadership on business outcomes.

Body Paragraph 1: Lack of Vision and Strategic Direction

Explain how poor leadership can hinder the establishment of a clear vision and strategic direction for the organization.
Discuss the consequences of having a leader who fails to inspire and mobilize employees towards a common goal.
Provide examples of businesses that failed due to....