There is a growing trend for leaders to break the old autocratic model of leadership to newer models using the concepts of shared and participatory leadership. With the every increasing complexity of health care delivery and the new skilled work force, leaders will have to narrate in an atmosphere where a reaching assosication objective is a shared responsibility. According to Bennis, Spreitzer and Cummings (2001) in the future the scenery of health care assosication will come to be more decentralized, which will promote agility, proactivity, and autonomy. future leaders may move away from single roles to shared leadership networks that may themselves alter the foundations of the organization. The demands for shared leadership or leaders shifting roles on teams will continue to increase. health care assosication will sustain the development and empowerment of people, building teamwork and shared leadership on all levels. The leaders of the future will be guides, asking for input and sharing information. Telling population what to do and how to do it will come to be a thing of the past (Bennis, Spreitzer and Cummings, 2001). In the 21st century the dynamics of health care will offer leaders who have the quality to motivate and empower others a platform to maximize an assosication human resources. Leadership will have to be committed to encourage a two way transportation in which the foresight meets both the organizations objectives and the employee's needs. This assignment will produce a leadership model for the 21st century that addresses the role of commitment model of shared and participatory leadership in health care organizations.
Commitment model of leadership
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Fullam, Lando, Johansen, Reyes, and Szaloczy (1998) recommend effective leadership style is an integral part of creating an environment that nurtures the development of an empowered group. Leader effectiveness is simply the extent to which the leader's group is flourishing in achieving organizational goals (Fullam et al., 1998). In the 21st century health care organizations will need leaders that are committed to developing employees in a team environment. In an environment where leadership is transferable According to objective commitment leadership has a shared purpose. Kerfoot and Wantz (2003) recommend in inspired organizations where population are committed and excited about their work, yielding to standards and the continual crusade for excellence happens automatically. In these organizations, yielding continues when the leader is not present. This type of leadership requires the team leader to use all ready means to create three conditions among individuals: (a) shared purpose, (b) self-direction, and (c) quality work. Leaders who create commitment among their employees believe in creating a shared foresight that generates a sense of shared destiny for everyone (Kerfoot & Wantz, 2003).
Involving others in leadership is a unique process which is deeply rooted in individuals believing they are a part of the process of meeting organizational objective and purpose. Atchison and Bujak (2001) recommend inviting others in the process is foremost because population tend to maintain that which they help to create. population resent being changed, but they will change if they understand and desire the change and operate the process. Sharing facts promotes a sense of participation and allows population to feel acknowledged and respected (Atchison & Bujak, 2001 p. 141).
Toseland, Palmer-Ganeles, and Chapman (1986) recommend when private leaders cooperate and share their expertise and skills, a more total decision development process can be achieved rather than when leaders work independently. For example, in a geriatric team, a psychiatric nurse may lead a group focused on heath concerns, a communal employee may lead a therapy group, or a mental-health therapy aide may lead a structured reality-orientation group (Toseland et al., 1986). Shared commitment form the leadership in the future will help to develop, coordinate, and consolidate the involved and ever changing health care setting for the 21st century.
Respect for authority and work ethic
Haase-Herrick (2005) recommend shared leadership gives the chance to heighten or build trust among individuals. Leadership is mobilized nearby refining the roles of individuals creating sure health custom environments that maintain the work of the group (Haase-Herrick, 2005). Leadership quality to lead a team in ways that build morale and reinforce work ethics empowers others to achieve to their inherent in a group. Leadership is the quality to lead individuals towards achieving a coarse goal. Leadership builds teams and gains the members shared commitment to the team process by creating shared emotion within the group (Pescosolido, 2002).
Collaboration among leaders in health care
There are new models that are emerging which add a new perspective on how to yield effective collaboration within leadership. Wieland et al., (1996) discussed transdisciplinary teams in health care settings, where members have advanced sufficient trust and mutual trust to engage in teaching and learning across all levels of leadership. The collaborating is shared but the extreme responsibility for effectiveness is in case,granted in their place by other team members. The shared responsibility for example might be a situation where clinicians on a team each serve in a leadership role regardless of their single disciplinary expertise (Wieland et al., 1996). The shared commitment model of leadership allows for the independence and equality of the contributing professions while pressuring team members to achieve consensus about group goals and priorities. It is foremost to emphasize the point of collaboration in a involved and changing health care environment. The focus on the original purpose for partnership of leaders will finally rest on the shared trust in meeting organizational goals though a collaborative effort. Atchison and Bujak (2001) recommend it is foremost to reemphasize the point of holding everyone informed on the original purpose of achieving success though a collaborative effort. Clarifying expectations and specifically illustrating how proposed changes are likely to sway the participants is foremost in achieving commitment leadership (Atchison & Bujak, 2001)
Leadership competency on all levels
The quality to lead in the 21st century requires leaders to be competent in motivating and empowering others to achieve to their maximum potential. According to Elsevier (2004) leadership is the quality to lead a team or estimate of individuals in ways which build morale, create possession and harness energies and talents towards achieving a coarse goal. The leadership competency is all about motivating and empowering others while accomplishing organizational objectives. Leadership is the vehicle in which the foresight is clarified though the encouragement of two-way transportation on all levels of the assosication (Elsevier, 2004).
Leaders in the 21st century will have to be competent in identifying change as they occur and encourage others to adjust to those changes for the mutual advantage of achieving objectives. Elsevier (2004) recommend leaders will have to be comfortable with change because which change comes new opportunities for collaboration among followers and peers (Elsevier, 2004). Enhancing the results of change initiatives while development sure those changes are fully understood will be a priority for leaders who choice to lead by commitment leadership.
Leadership as a changing agent
Longest, Rakich and Darr (2000) recommend organizational change in health care assosication does not occur absent sure conditions. Key are the population who are catalysts for change and who can carry on the organizational change process. Such population are called change agents. Anything can be a change agent, although this role normally is played by leadership. change agents must recognize that any organizational change involves changing individuals. Individuals will not change with out motivation introduces by the changing agent. The changing agent must create a body of shared values and attitudes, a new consensus in which key individuals with in an assosication reinforce one an additional one in selling the new way and in defending it against opposition (Longest, Rakich and Darr, 2000). As health care organizations change in the 21st century flourishing leaders must have the skills that are requisite to make change inherent with in teams of individuals. Longest, Rakich and Darr (2000) recommend one of the foremost category of change is team building or team development, which "remove barriers to group effectiveness, produce self sufficiency in managing group process, and facilitate the change process (Longest, Rakich and Darr, 2000). A leader who leads by commitment must seek to minimize the resistances to change by building a consensus of objectives with in the organizations culture.
Conclusion
Leadership in the involved health care environment in the 21st century will need individuals to be committed to the promotion of team effectiveness. Sarner (2006) recommend leadership is a "power- and value-laden connection in the middle of leaders and followers who intend real changes that reflect their mutual purposes and goals." In plainer language, leadership is the dynamic that galvanizes individuals into groups to make things separate or to make things better -- for themselves, for their enterprise, for the world nearby them. The requisite components of leadership have remained more or less constant: intelligence, insight, instinct, vision, communication, discipline, courage, constancy (Sarner, 2006). In the 21st century leaders must know how to gather, sort, and structure information, and then join together it in new ways to create clear objectives that satisfy both the assosication and individuals needs. The foremost skill that can be learning during this process of leadership is the quality to listen to colleagues and collaborators for the sole purpose of sustain a shared consensus. In order to narrate a foresight in the future a commitment leader must work with others and sometimes defer some part of the leadership process to ensure organizational objectives are achieved.
References
Atchison, T. A. & Bujak, J. S. (2001). foremost transformational change: The physician-executive partnership. Chicago, Il: health administration Press.
Elsevier, R. (2004). Leadership and change orientation. Competency & intelligence 12(2), 16-17. Retrieved October 8, 2006 from http://web.ebscohost.com/ehost/delivery?vid=14&hid=16&sod
Haase-Herrick, K. (2005). The opportunities of stewardship: Leadership for the future. Nursing administration Quarterly, 29(2), 115-118. Retrieved March 23, 2006, from Ovid Technologies, Inc. Email Service.
Kerfoot, K., & Wantz, S. (2003). yielding leadership: The 17th century model that doesn't work. Dermatology Nursing, 15(4), 377. Retrieved June 3, 2005, from http://proquest.umi.com/pqdweb?index
Longest, B., Rakich, J. S. & Darr, K. (2000). Managing health services organizations and systems (4th ed.) Baltimore, Md: health Professions Press, Inc.
Pescosolido, A. T. (2002). Emergent leaders as managers of group emotion. The Leadership quarterly 185(2002), xxx-xxx. Retrieved October 5, 2006 from http://www.unh.edu/management/faculty/ob/tp/Emergent%20Leaders%20as%20Managers%20of%20Group%20Emotion.pdf
Sarner, M. (2006). Can leadership be learned? FastCompany.com Retrieved October 8, 2006
from http://www.fastcompany.com/articles/archive/msarner.html
Toseland, R. W., Palmer-Ganeles, J., & Chapman. D. (1986). Teamwork in psychiatric settings. National connection of communal Workers, Inc. Retrieved May 29, 2005, from [http://www.apollolibrary.com/srp/login.asp]
Wieland, D., Kramer, J, Waite, M. S., Rubenstein, L. Z., & Laurence, Z. (1996). The interdisciplinary team in geriatric care. The American Behavioral Scientist. Retrieved May 1, 2005, from [http://proquest.umi.com/pqdwebindex=1]
Leadership Model For A 21st Century health Care assosication
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