I work in an acute care hospital that has the capacity of around 400 beds. It is owned by one of the largest healthcare organizations in the U.S. and has been in existence since 1901. Many of its employees have been working there for over 25 years now.
Our organization is being managed by a leader who possesses a combination of directive and participate behaviors. This is due to the fact that he set goal for us, his staff and subordinates, to work through; and often brief us on how to achieve these goals. He is relationship-oriented in the sense that he is concerned with developing good relations with workers, but is also task-oriented since he makes sure that his workers do their job well.
Our tasks were assigned to us based on how he, our leader, sees us after evaluating our capabilities. Those of us who are fond of children and are adept in taking care of children were assigned in the pediatric department. While those of us who are proficient in handling adults and old-aged were assigned in the geriatric department. Staffs are given orientations regarding our assigned tasks from time to time to ensure that those tasks will be performed in compliance to the given dosages of medication, the required care to be provided for the patients, and schedules as per doctors’ instructions. For those of us who do not know how to cope with problems that arise in some instances, we were shown how to do things. These instances give us the opportunity to open up our feelings or offer suggestions on matters that affect us. Our leader exercises referent powers, a kind of leadership power that resulted from his personal characteristics which earns the respect, loyalty and admiration of his staffs and subordinates.
Based on studies conducted regarding the types of leadership, the leader or manager of the organization where I work for makes use of transformational leadership in running our hospital. Not only does he have visions with regards on how to improve our facilities and services in order to achieve our goals, he is also engage in the development of his workers as well. He provides feedbacks for us to be aware on the importance of our jobs. And at the same time motivates to do our jobs well for the good of the organization and of ourselves. He also made us responsive to the needs of our own personal growth and development.
Transformational leadership model has the capability to retain workers and staffs to stay in service for a long period of over 25 years. It has also gained the loyalty and respect of all of us as employees of the hospital. It motivates and drives us to perform our tasks better in a harmonious environment which in turn proved beneficial not only to us but to our patients as well. It gives us the confidence we need in order to be efficient for we know we can offer excellent care and services to our patients.
In the scale of 1 to 10, the effectiveness of our leader can be gauge at number 9. This fact can clearly be seen by the number of years of existence of our hospital, plus the fact that we have the lowest rate of employee resignation during this period of existence. This effectiveness is also the reason behind the financial growth of our hospital and our success service-wised, because employees are well-compensated as well.
As a conclusion, leadership is a complicated and continuous process to undertake. It takes a lot of patience, hard work, knowledge and experience in order for the organization to achieve its goals. In the case of the hospital where I work, we were lucky enough to have a leader who possesses these qualities. Qualities which enabled him to adopt and apply the transformational leadership model that is behind the success of our hospital, and the reason for him to become an effective leader.
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