Leadership health care assignment

March 1, 2022

Leadership health care assignment

Leadership health care assignment

Leadership health care assignment

  1. Identify a key leader from this list (or another,  not listed here, you wish to research) in Leadership health care assignment.
  2. Present a profile of this individual and how they have  impacted continuous improvement in health care.
  3. Identify what you believe are the three most important  concepts that they have they have presented as a part of their work.
  4. Explain why you think these are important and how you  might include them in your role today or in your future health care      career.

Leadership health care assignment requirements

The paper should be 750-words, have at least three references outside the assigned text and must have APA formatting. The Written Assignments must reflect college-level writing and thinking.

The paper should be 750-words, have at  least three references outside the assigned text and must have APA  formatting. The Written Assignments must reflect college-level writing  and thinking.

Since the dawn of clinical medicine there have always been
leaders inspiring future generations of clinicians and academics.
These leaders were invariably viewed as highly charismatic, but
potentially also arrogant and unchallengeable in their decisionmaking processes. Indeed this forms the basis of the ingrained
hierarchies that have always existed in clinical medicine. This
form of dictatorial leadership is difficult to justify in modern
healthcare settings where organizations are comprised of complex interactions between a large number of professionals with
multiple roles to fulfil.

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However, the concept of the changing role of clinicians in
managing patients at the bedside to possessing important
managerial roles in healthcare organizations is not a modern

Leadership health care assignment

Leadership health care assignment

one. The Cogwheel report of 1967 called for greater involvement
of clinicians in management. During the 1970s and 1980s hospitals were run by consensus management. This gave tremendous power to those in authority and this could work well, but
because decisions could be easily vetoed, often no decisions were
ever made.
The Griffiths report in 1983 fundamentally changed how
healthcare organizations are run, with organizational structures
aligned more closely to that of the corporate sector. Multiple tiers
of management have subsequently been introduced to healthcare
organizations over the last 30 years. All hospital trusts within the
NHS are managed by executive boards, charged with making
recommendations on organizational development and policy that
are implemented by layers of middle management. The board,
and in particular its chief executive, is accountable to the
Department of Health (and the Secretary of State for Health), and
hence require individuals who possess considerable management and leadership skills.
As a result of this, in recent years there has been an unprecedented interest in developing clinical leaders in the NHS. One
major driver for this was the publication of Lord Darzi’s Next
Stage Review1 in 2008. This emphasized the need to invest in and
promote the development of clinical leadership programmes,
with the aim of eventually allowing clinicians to have more
control over policy and budgets within their organizations.
Another important factor has been the unprecedented pursuit of
increased efficiency and productivity in an increasingly overburdened healthcare system. This requires effective leadership at
all levels within healthcare organizations and cannot simply be
solved by a top-down approach. Lastly there has been an
important drive to improve the quality of healthcare provision,
and this fundamentally requires ‘change’ to occur, with clinical
leaders acting as agents of change.

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Posted in nursing by Clarissa