Leadership and Effecting Change in Public Health for Machinery

Question: Discuss about theLeadership and Effecting Change in Public Health for Machinery. Answer: Introduction Effective leadership and management skills are important in providing the community with a sustainable, equitable and in efficient manner. Further for the attainment of all these purposes, all the important resources for service provision such as the human resources, financial resources, machinery and other process aspects should work together (Yukl, 2012). For any organization, it is important for the leadership to develop new ideas and the management to implement those within the system so that better service can be provided to the community (Yeung et al., 2012). In this assignment through different modules the comparison between the leadership and management and will discuss how the role of leader and manager is different for healthcare industry than any other organization. Further, interviews of two public health industry leaders will be described. Finally an assessment of the interviews will be presented and the strengths of the analysis and areas where improvements are required will be figured out. Leaders versus Managers Comparing the roles and responsibilities According to Wong Laschinger (2012), leadership is the personal trait or skill and the person who possesses the skill is known as the Leader, whereas management is an attitude or discipline and people who practice this discipline is known as the Manager. While comparing these two job roles and responsibilities, the first aspect that should be compared is leadership is associated with creating vision for the organization, whereas the managers create goals for the employees to complete the vision. Further, while taking responsibilities of the organization, leaders believe in taking risks for the broad benefit of the organization, on the other hand, managers work for control the risk (Avey, Wernsing Palanski, 2012). The third roles and responsibility of a leader is to make relationship with other leaders, associated stakeholders of the organization, and focuses on loyalty and trustworthiness for the development of organizational relationships. Whereas, the managers focuses on the crea ting processes so that process related problems and risk can be avoided while achieving vision set by the leaders (Zhu et al., 2012). Finally, leaders coach employees as they are optimistic about the people who work for the organization and believe in their potential archive success for the organization, whereas, managers knows the ability of each employee and assigns them tasks depending on their ability to perform and provides guidance to achieve the personal target of each employee. Therefore, depending on these comparison between leaders and managers depending on their roles and responsibilities, it could be determined that the difference is basically in the approach of both these professionals associated to one organization (Avey, Wernsing Palanski, 2012) How leaders and managers of healthcare facility differs from other organizations? Healthcare facilities are always difficult to lead and manage as different departments, multidisciplinary staffs, multidirectional goals, diverse diseases management processes makes it a complex workplace and organization to lead or manage (Toussaint Berry, 2013). The first difference between healthcare management and leadership skills in healthcare system is focus on transformational theory of leadership than transactional theory of leadership. This leadership skill enables the leaders to provide rationale to their vision so that the multidisciplinary professionals can be empowered to achieve the goals. Whereas, in the other organizations, most of the managers and leaders utilizes the theory of transaction, focusing on the supervision organization and group performance (Ozcan, 2014). Further, leaders or managers of other organizations focuses on including machinery in the organization so that automation can be implemented to reduce man-made errors. However, with healthcare facility , it is not possible to include machineries, as complete automation of the healthcare processes is not possible. Further managing the healthcare professionals is also difficult as each patient and their associated disease varies from another (Toussaint Berry, 2013). Therefore, for the management of such professionals managers need to follow multiple-goal strategies. Hence, in healthcare services, managers need to manage variety of services the organization deliver with complete perfection, as here the loss is associated to the life of patients. Further, in this system, the manager is answerable to people such as patients, their families, partner organizations and suppliers of drugs and other medicinal equipment (Ozcan, 2014). Leaders in public health industry Explaining the roles and responsibilities of two leaders who were interviewed Interview is a process that helps to understand the mindset of the person and serves as the case study going through which can help the assessor to understand the thought process of public health leaders while implementing visions and missions. In this assessment, Rowitzs interview guide, having 15 questions were used for the conduction of interview of two leaders of public healthcare facilities of Australia (Rowitz, 2013). The two leaders selected for the interview were CEO of royal children hospital Melbourne, Mr. John Stanway and the CEO of the Melbourne Biomedical precinct, Mr. Gareth Goodier. Both these leaders were asked the 15 questions in the Rowtizs interview guide. The roles and responsibilities of these leaders towards their workplace is to provide it with visions and missions so that each employees potential can be utilized to attain improvement. The areas Mr. Gareth cares about in associated organization are the environment, human rights of the employees and patients, ar t and culture and quality healthcare. Whereas, Mr. Stanway is an economic and industrial relations graduate and had experience of working in many healthcare facilities prior to royal children hospital Melbourne (Pless, Maak Waldman, 2012). Response summary At first the interview was conducted with Mr. John Stanway and his response to associated questions was influencing and progressive. The reason of Mr. Stanway for joining healthcare industry was to improve the state of healthcare industry within Australia. According to him, knowledge of economic skills is the primary aspect of his leadership skills that allows him to take risky steps such as including young generations reviews and feedbacks in the growth and development of processes within the system. The important responses form the interview that should be mentioned are the thought of Mr. Stanway regarding monitoring of new healthcare leaders using leadership development monitoring skills so that the lacks in the leadership skills of the new generation leaders can be fulfilled. Further, in the response of a question that needed description regarding community care in the healthcare setting, Mr. Stanway replied that due to successful implementation of cultural safety norms of nursin g council, their healthcare facility is free from communal and racial discriminations. On the other hand, while conducting interview with Mr. Gareth Goodier, it was understood that his approach towards healthcare sector did not focused on generation of revenues, but completely focused on equality and quality of healthcare in each of the individuals within the society. The reason for his joining healthcare industry was his medical background due to which he was able to serve more than 25 years and to different major healthcare system across Australia. In response to the question that asks the possibility of public-private relationship for attainment of quality healthcare, he mentioned his vision of conjugating public and healthcare systems of countries such as USA, China, UK with that of Australia so that the Melbourne Biomedical precinct can be spread in those countries. Critical discussion of their interview There are several leadership theories, application of which in the healthcare industry can lead to attain healthcare professional satisfaction as well as quality improvement of the process. These theories are transformational leadership, conflict management, collaborative leadership, shared and distributed leadership, ethical and finally functional result related healthcare leadership theory (Lian Tui, 2012). These leadership theories are the base of modern healthcare system and guidance using these leadership skills are improving the value, culture, capabilities and organizational context of the healthcare facilities. The leadership skill of Mr. Gareth Goodier was collaborative leadership where, all the employees were working together to achieve a mutual goal. However, according to Paulus, Dzindolet Kohn (2012), collaborative leadership technique is quite risky as it may raise the level of conflict and differences within the employees. This creates unrest within the healthcare sys tem, which can have negative effect on the health of patients. Secondly, the thought of Mr. Gareth Goodier of combining public and private healthcare facilities to further expand his healthcare facility explains that despite of being a leader of healthcare facility, his prime aim is to gain revenue from the organization (Lian Tui, 2012). Further the interview of Mr. Stanley determined that his leadership skill had perfect balance of transformational as well as transactional skills as by including young talented healthcare professionals in the system, it implemented change in a better way as well as due to new and fresher work force, and the burden of financial demand was decreased (Anderson, Poto?nik Zhou, 2014). Self-Assessment of Leadership Style Leadership Skills Inventory in Northouse. As per the leadership traits questionnaire described in Northouse (2015), an assessment of these two leaders leadership skill was done so that the effect of their visions on their followers can be assessed. Both of the leaders were provided with the self-assessment form, where they had to rate themselves on a scale of 10. Response of both the leaders were somewhat similar, however, in the point d dependency, Mr. Gareth Goodier rated himself 8 points or denoted himself as dependable, whereas Mr. Stanley rated himself 5 and replier with nurture answers. Further both the leaders rated themselves higher as per the human oriented skills, technical skills and process and relation oriented skills (Siewiorek et al., 2012). Analysis against Rowitzs Public Health Leadership Principles While further analyzing the leadership theories of two leaders using Rowitzs Public Health Leadership Principles the statements of healthcare facility leaders was tallied with the 14 principles of it. Both the leaders focused on the public health infrastructure and focused on strengthening the system so that each of the function can be carried out properly, hence complied with principle 1, 4 and 6 (Northouse, 2015). Further, the leaders were open to lifetime learnings and were high on self-esteem for personal as well as organizational growth, hence complies with the principle 2, 8 and 11. The leaders involved employees, patients, their families and younger generation involved in healthcare sector to provide feedback about the process and utilizes techniques such as rewards and recognition, risk taking approaches for development and responsibly use the resources for further development (Rowitz, 2013). Hence, as per the Rowitzs Public Health Leadership Principles, the leaders of both t he organizations were able to comply with several principles of this theory (Poksinska, Swartling Drotz, 2013). Identifying strengths depending on the analysis and the scope of improvement After the complete analysis of the leadership skills, and self-assessment I was able to find out my strengths as a leader and manager of healthcare institute. I rated myself on the self-assessment tool and according to the results, as a leader I was able to take risky and bigger steps for overall development of the healthcare setting (Siewiorek et al., 2012). Further, I rated myself 5 points on the scale of 10 in case of dependency that determines my honesty and open to criticism nature. Further, there is a scope of improvement in case of dependency as it is one of the most crucial step of leadership and management (Poksinska, Swartling Drotz, 2013). Conclusion Leadership and management are both important aspects for the sustainable growth and overall development of the company and its process. 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