In as much as I agree with the notion that effective leadership is key in ensuring quality improvement and efficiency in healthcare organizations, I am of the opinion that this is more achievable through a collective leadership approach compared to a transformational kind of leadership. This kind of leadership is more likely to generate and sustain efficient and quality health improvement compared to transformational leadership style (Aij and Rapsaniotis, 2017). In modern health settings, healthcare providers should be in a position to understand and appreciate the importance of effective leadership. The main factor undermining the achievement of collective leadership in healthcare organizations is the need to improve the quality healthcare services in the midst of sky-rocketing healthcare demands as well as the increased need for productivity and efficiency.
Quality improvement programmes in most cases flop due to several reasons. The most important of these reasons is medical staff‘s lack of engagement and their rigidity and inflexibility to necessary change (Aij and Rapsaniotis, 2017). In order to realize organizational healthcare objectives, healthcare providers assuming leadership roles are required to get over these hurdles and embrace an all-inclusive leadership style that is in line with the needs of the healthcare organization.
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According to Aij and Rapsaniotis (2017), efficient and effective lean adoption and implementation can be attained when the leadership of the organization aligns its set strategic goals, values, and vision in line to the lean philosophy and the tools. Aij and Rapsaniotis (2017) indicate that those healthcare organizations which practice a collective leadership style have been able to implement lean in a comprehensive and systemic manner have achieved great quality improvement, employee satisfaction as well as patient safety. The main reason why very few healthcare organizations have been able to achieve long-term and sustainable Lean implementation is that most of these organizations try to implement Lean through the application of piecemeal tools and methods as opposed to the creation of a holistic cultural change (Aij and Rapsaniotis, 2017). Creation of a holistic cultural change allows healthcare employees to take active roles in the implementation of Lean. Successful Lean leadership is characterized by trust, empowerment, modesty, respect for people, and openness +
References
Aij, K. H., & Rapsaniotis, S. (2017). Leadership requirements for Lean versus servant leadership in health care: a systematic review of the literature. Journal of healthcare leadership, 9, 1.
