Model for 21st Century Healthcare

There is a growing tendency for leaders to break the old autocratic model of leadership to new models using the terms of common and participation lists. With the growing emerging diversity of healthcare and new talent, leaders will be communicating in an atmosphere where the immediate organization is a shared responsibility. According to Bennis, Spreitzer and Cummings (2001) in the future, the healthcare landscape will be more dispersed, contributing to agility, productivity and independence. Future leaders can move from individual roles to joint leadership systems that themselves can change the basis of the organization. The requirements for joint leadership or leadership that change roles in teams will continue to increase. The health center will contribute to the development and promotion of people, building cooperation and joint leadership at all levels. Leaders of the future will be guides and request input and dissemination of information. Telling people what to do and how to do it will be part of the past (Bennis, Spreitzer and Cummings, 2001). In the 21st century, more active healthcare will provide leaders with the ability to encourage and strengthen another platform to maximize human resource organizations. Leadership must focus on encouraging bilateral communication, as the vision meets both the objectives of organizations and the needs of the employee. This project will develop a leadership model for the 21st century that deals with the role of commitment model of joint and participation leadership in health care institutions.

Leadership Leadership Leadership

Fullam, Lando, Johansen, Reyes and Szaloczy (1998) point out an effective leadership style is an integral part of creating an environment that fosters the development of an economy. The leader of efficiency is simply the extent to which the group leader has succeeded in achieving organizational goals (Fullam et al., 1998). In the 21st century, healthcare institutions will need leaders who focus on developing staff in a team environment. In an environment where the leadership is transferable under objective commitments, leadership has a common goal. Kerfoot and Wantz (2003) suggested in an inspired organization where people are committed and excited about their work, consistent with standards and constant search for excellence happens automatically. In this organization there is a follow-up when a leader is not present. This type of leadership requires the team leader to use all available means to create three conditions among individuals: (a) common goals, (b) self-control and (c) quality work. Leaders who make a commitment among their employees to create a common vision that creates a sense of common destiny for all (Kerfoot & Wantz, 2003).

Engaging in leadership is a unique process deeply rooted in individuals who believe they are part of monitoring organizational goals and purposes. Atchison and Bujak (2001) suggest that others are involved in the process, because people tend to support what they help to create. People do not change, but it changes if they understand and wish for changes and control the process. Sharing information contributes to participation, enabling people to acknowledge and respect (Atchison & Bujak, 2001, page 141).

Toseland, Palmer-Ganeles and Chapman (1986) suggest that individual leaders work together and share their knowledge and skills, but more decision-making processes can be achieved than when leaders work independently. For example, in a mental illness company, psychiatrists can lead to a group focused on honors concerns, a social worker may lead to a treatment group or mental health aide can lead to a constructive reality group (Toseland et al 1986). The joint commitment of leadership in the future will help to develop, coordinate and integrate complex and ever-changing health services for the 21st century.

Respect for Work and Work Environment

Haase-Herrick (2005) presented joint leadership opportunities for enhancing or building trustworthy individuals. A leader is actively involved in the purification of individuals who have positive environmental impacts in the group (Haase-Herrick, 2005). Leadership to lead a team in such a way as to build a morale and strengthen ethics at work enables others to fulfill their potential in a team. Leadership is the ability to lead individuals towards achieving a common goal. Leadership builds team and engages in joint commitments of the team by creating a common sense within the group (Pescosolido, 2002).

Co-operation with Health Care Professionals

There are new types that appear to add a new perspective on how to create effective leadership collaboration. Wieland et al., (1996) discussed interdisciplinary teams in health care institutions where members have developed sufficient and mutual trust to participate in teaching and learning at all levels of leadership. The partnership is shared, but the ultimate responsibility for efficiency is provided instead of other members. Social responsibility, for example, can be a state where doctors in a group play a leading role, regardless of their specific clinical expertise (Wieland et al., 1996). A joint commitment form leadership assumes the independence and equal rights of practitioners and promotes consensus on group goals and priorities. It is important to emphasize the importance of cooperation in a complex and changed health environment. The focus on the core goals of co-operation leaders will totally rest on shared faith in meeting organizational goals, though collaborative. Atchison and Bujak (2001) suggest that it is important to review the importance of keeping everyone informed about the main goal of success despite cooperation. Explanations of expectations and especially showing how proposed changes can influence participants is important in achieving commitments (Atchison & Bujak, 2001)

Summit at all levels

The ability to lead in the 21st century requires Leaders will be qualified to encourage and empower others to fulfill their maximum potential. According to Elsevier (2004), leadership is the ability to lead a group or number of individuals in a way of building a spirit of living, creating ownership and mobilizing energy and talent to achieve a common goal. The guidance course is all about encouraging and empowering others than achieving organizational goals. Leader is the vehicle in which the vision is clear despite the encouragement of bilateral communication at all levels of the organization (Elsevier, 2004).

21st century leaders must be able to define changes when they occur and encourage others to adapt to these changes to mutual benefit in achieving goals. Elsevier (2004) suggests that leaders must be pleased with the change because the change brings new opportunities for co-operation among followers and peers (Elsevier, 2004). Improving the results of change projects while making sure these changes are fully understood will be the priority of leaders who choose to lead leadership.

Leader as a Modifier

Longest, Rakich and Darr (2000) indicate that organizational changes in a healthcare organization do not occur beyond certain circumstances. The key is the people who encourage change and who can control the organizational process. Such people are called change media. Anyone can be a means of change, though this role is usually played by leadership. Replacement agents must admit that all organizational changes affect variable persons. Individuals will not change with exhaustion instructions by an amended agent. The transformation must create shared values ​​and attitudes, a new consensus where the main members of the organization strengthen each other in selling the new way and protecting it from opposition (Longest, Rakich and Darr, 2000). As health institutions change in the 21st century, leaders need the skills needed to make changes possible to groups of individuals. Longest, Rakich and Darr (2000) suggest that one important category of change is to build a team or team development, which "remove barriers to group activity, develop self-confidence in group management, and facilitate the transition process (Longest, Rakich and Darr, 2000) Consequences of commitments should seek to minimize resistance to change by building solidarity goals in the organization of culture.

Resolution

Leadership in a complex healthcare environment in the 21st century will require individuals Sarner (2006) suggest that leadership is "power and rewarding relationship between leaders and followers who intend to make real changes that reflect mutual goals and goals." dynamic that galvanizes individuals into groups to do things differently or do better – individually, for their businesses, for the world in around them. E important leadership elements have been more or less stable: information acquirement, insight, instinct, vision, communication, discipline, courage, stability (Sarnelli, 2006). In the 21st century, leaders need to know how to gather, sort and build information and connect them in a new way to create clear goals that satisfy both organization and individuals. An important skill that can be learned during this leadership process is to listen to teams and cooperatives for the purpose of promoting shared solidarity. In order to be able to send a vision in the future, an obliging leader will work with others and sometimes delay part of the leadership process to ensure that organizational goals are met.

References

Atchison, TA & Bujak, JS (2001). Leading transformation change: Doctor-executive co-operation. Chicago, IL: Health Control Press.

Elsevier, R. (2004). Leadership and change orientation. Competence and Information 12 (2), 16-17. Downloaded on October 8, 2006 from http://web.ebscohost.com/ehost/delivery?vid=14&hid=16&sod

Haase-Herrick, K. (2005). The opportunities as a stewardship: Leadership for the future. Nurse Quarterly, 29 (2), 115-118. Downloaded on March 23, 2006, from Ovid Technologies, Inc. Email Service.

Kerfoot, K., & Wantz, S. (2003). Compliance leadership: the 17th century model that does not work. Dermatology Nursing, 15 (4), 377. Retrieved June 3, 2005, from http://proquest.umi.com/pqdweb?index

Lengsta, B., Rakich, JS & Darr, K. (2000). Management of Healthcare Organizations and Systems (4th Edition.) Baltimore, MD: Press Press, Inc.

Pescosolido, AT (2002). Emergent leaders who manage the feelings of the group. Leader of the quarterly 185 (2002), xxx-xxx. Downloaded on October 5, 2006 from http://www.unh.edu/management/faculty/ob/tp/Emergent%20Leaders%20as%20Managers%20of%20Group%20Emotion.pdf

Sarner, M. (2006). Can you learn leadership? FastCompany.com Retrieved October 8, 2006
from http://www.fastcompany.com/articles/archive/msarner.html

Toseland, RW, Palmer-Ganeles, J., & Chapman. D. (1986). Co-operation with mental health conditions. National Association of Social Workers, Inc. May 29, 2005, from [http://www.apolllibrary.com/srp/login.asp]

Wieland, D., Kramer, J. Waite, MS, Rubenstein, LZ, and Laurence, Z. (1996). Interdisciplinary Psychiatric Psychiatry. The American Behavioral Scientist. Retrieved May 1, 2005, from [http://proquest.umi.com/pqdwebindex=1]

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