INTRODUTION
Healthcare systems involve different professional persons, specialist, and departments with complex nonlinear connections amongst them; the intricacy of these systems is frequently incomparable due to constraints concerning various disease areas, multidisciplinary workforce, and multidirectional objectives. With large officialdoms like the health care industry, the various departments and groups of people with the associated subcultures might be in conflict or support each other (Mosadeghrad & Ferdosi, 2013). As I leader, one needs to take advantage of the diversity within the organization and capitalize on the resources while designing management procedures, while encouraging the workforce to work towards a shared objective (Mosadeghrad & Ferdosi, 2013). Several management choices can be adapted to optimize management in such complex work environment; however, as a manager, I would opt for democratic leadership style.
| Action | Objective and key actions | Time line |
| 1 st step; make a leadership team |
Objective; Bring together a leadership team inclusive of the workforce members with credibility, expert, and enthusiasm essential to drive a fruitful change within the organization Key activities: Choose a multidimensional or flexible teams Warrant good inclusivity of three diverse management levels; technical expertise, front-line managers and senior leadership Ensure one member is skilled in team approaches and preparation techniques Select one colleague experienced in team enhancement |
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| Step 2: outline the opportunity or problem for development |
Objective; clearly clarify the opportunity, problem or challenge, for upgrade the team. Key actions; identify the issue or opportunity by Reviewing workspace performance and safety datasheet Studying information on root cause scrutiny and failure strategies Detect the procedure during which challenge or problem occurs by indicating who is involved, what is the process and where and when it occurs. |
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| Step 3: Define the aims of the team |
Objectives: to clearly state in measurable team the exact aim of the team by defining who, what, where is involved Key actions: in measurable terms define in one or two statements who is involved, what will be expected, when it should happen and where the improvement are needed put the team to task |
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| Step 5 develop an evaluation plan |
Objective; develop a repetitive procedure or plan to check on efficiency of proposes plan Key actions: create a study team that reports to me quarterly identify a measure and define the ranges of that measure ( answers whether changes have been realized) define who is responsible for what select data sources or test subject create a control group |
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| Step 6, implement the plan |
Objective: implement the plan Key actions: Identify loopholes. |
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The above plan is aimed at involving nearly everyone at the workplace and distributing leadership roles amongst staff members to realize a shared goal.
Overview of democratic management in the health care sector
Several studies have reported that autonomous healthcare staff with individual responsibility for their patients does not respond positively to dictatorial leadership to lead highly qualified medical professionals (Scott, 2010). Management needs to attention on the development of efficient shared relations through support and task delegation. This could be the foundation of extensive implementation of a joint leadership model within the healthcare environment, for it encourages shared authority, continues learning within the workforce and growth of efficient working relations ( Safaei, 2015). Thus, Democratic leadership skills are needed at the top management allows this.
Democratic leadership allows for team-level leadership that empowers staff members within the decision- making circles. It offers the chance for personnel to both develop and manage in a team environment and it effectively improves work satisfaction and while improving working conditions ( Safaei, 2015). Effective teamwork is essential to realizing the benefits of democratic leadership approach, with an emphasis on identifying team morals and enhancing team efficiency to better practices. Barriers to democracy at workplace include high workloads, poor team ethos, insufficient goal setting, lack of responsibility, and boring work. Democracy allows for shred-leadership, which is a continuous and fluid process that necessitates evaluation due to increased responsiveness to the fluctuating healthcare challenges and presume the best-working relations between staff and managers (Scott, 2010)
In conclusion, it is important to realize that, although Democratic leadership seeks the input of everyone at the workplace, to build unanimity through participation, the leader has the final say in case of confliction views. The pros and cons of this leadership style include
Pros:
Employs feel valued
Encourages morals
Reduces workplace bullying activities and disruptive behavior
Cons:
Time-consuming due to endless meetings
References
Mosadeghrad, A. & Ferdosi, M. (2013). Leadership, Job Satisfaction and Organizational Commitment in Healthcare Sector: Proposing and Testing a Model. Materia Socio Medica , 25 (2), 121. http://dx.doi.org/10.5455/msm.2013.25.121-126
Safaei, J. (2015). Deliberative democracy in health care: current challenges and future prospects. Journal Of Healthcare Leadership , 5 (7), 123. http://dx.doi.org/10.2147/jhl.s70021
Scott, E. (2010). Perspectives on healthcare leader and leadership development. Journal Of HealthcareLeadership , 4 (2), 83. http://dx.doi.org/10.2147/jhl.s8292
