Collective Leadership and Strategic Change in Healthcare Organizations - Essay Sample

Abstract

The aim of this paper is to develop a process theory of strategic change in the health care organization by diffusing power and its objectives. The creation of a collective leadership group where members play their designated roles as they strive to achieve changes. It focuses on how a collective leadership style could influence change in health care.

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Introduction

Based on an extensive review of the literature, authors examine the current leadership strategies and how they have effectively responded to health care. It examines challenges that the health care organizations face in nurturing and sustaining cultures.

Methodology

According to Pollack (2015), the Kotler's 8 step process and leadership can guide in the implementation of change. Collective leadership highlights all levels of staff engagement, establishing an organizational culture founded on trust and constant improvements. Proper plans, well developed plans, and efficient flow of information all allow improvement. Developing and implementing an effective leadership involves three phases; the discovery that involves the collection of data such as strategies and vision, the design phase that identifies the individual leadership capabilities and the delivery phase that entails the leadership development stage.

Findings and Implications

Collective leadership can create staff engagement, establish a strong organizational structure, and enhance continuous improvement, empowering the staff while striving for improvements within the organization (Zhang, 2017). It requires new mind-sets for the employees as well as offering great opportunities for them. Development of leadership strategies will be achieved through integrating the health and social care to create high quality in NHS (Pasmore, 2014).

Conclusion

Collective leadership is a strategic plan for overcoming barriers and creating an effective environment while adapting to changes. It is also the best remedy to overcoming challenges in the NHS because it allows distribution and allocation of leadership power according to capabilities and expertise.

References

A.West, M., Lyubovnikova, J., Eckert, R., & Denis, J.-L. (2014). Collective leadership for cultures of high quality health care. Journal of Organizational Effectiveness: People and Performance, 1(3), 240-260. doi:10.1108/joepp-07-2014-0039

Belias, D., & Koustelios, A. (2014). The impact of leadership and change management strategy on organizational culture. European Scientific Journal, ESJ, 10(7).

Currie, G., & Lockett, A. (2011). Distributing Leadership in Health and Social Care: Concertive, Conjoint or Collective? International Journal of Management Reviews, 13(3), 286-300. doi:10.1111/j.1468-2370.2011.00308.x

Denis, J.-L., Lamothe, L., & Langley, A. (2001). The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations. Academy of Management Journal, 44(4), 809-837. doi:10.5465/3069417

Eckert, R., West, M., Altman, D., Steward, K., & Pasmore, B. (2014). Delivering a collective leadership strategy for health care. Center for Creative Leadership, Greensboro, NC.[Google Scholar].

Keefe, M. R., & Pesut, D. (2004). Appreciative inquiry and leadership transitions. Journal of Professional Nursing, 20(2), 103-109. doi:10.1016/j.profnurs.2004.02.006

Lv, C.-M., & Zhang, L. (2017). How can collective leadership influence the implementation of change in health care? Chinese Nursing Research, 4(4), 182-185. doi:10.1016/j.cnre.2017.10.005

Pollack, J., & Pollack, R. (2014). Using Kotter's Eight Stage Process to Manage an Organisational Change Program: Presentation and Practice. Systemic Practice and Action Research, 28(1), 51-66. doi:10.1007/s11213-014-9317-0