Types of leadership models in healthcare

Transactional leadership focuses on work supervision and measure of performance and thus aids in the motivation of a person’s team by use of rewards and punishment. Every action either can elicit a reward if it is recommendable and a punishment if it is deemed to be against the rules (Avolio, Bass & Jung, 2004). This type of leadership is responsive as it focuses on the quality of results. Such actions motivate people to put in more and improve on the quality of work they provide. Therefore, they are better motivated to take responsibility for action committed. It follows a strict set of rules that has no room for emotional consideration of employees because it focuses on following certain regulations that limit creativity. During execution of a project, each employee is held accountable for errors individually. It also derails motivation of the people as it portrays that the administration does not care for them. This kind of leadership makes people worry about their own well-being instead of everyone in the organization, as reward and punishment are individual, further limiting the unity of a group.

In transformational leadership, people lead by action. Leaders set an example to be followed by their employees. They focus on things that make small positive steps for an organization. Transformational leaders are led by a will to maintain morality and have a strong character. In this leadership style, administration is characterized by courage and the will to sacrifice for the ultimate gain of people being served. It does not follow any strict rules, which creates room for creativity and implementation of new ideas (Avolio, Bass & Jung, 2004). It also focuses on unity of a team and mutual concern for fellow employees. Transformational leaders relay information of their vision to all employees so that the organization has a common target. This leadership inspires enthusiasm within a team, which then optimizes quality of service provided. However, too much zeal portrayed by transformational leaders, is harmful in instances where they may fail to scrutinize and study the true situation of an organization and end up ignoring some existing flaws.

In visionary leadership, leaders constantly remind their team about the vision they intend to achieve. It involves relaying information as needed and listening to employees’ responses and incorporates their ideas into improving the state of an organization. This leadership enables individuals to take worthy risks and conduct sufficient planning which is essential in boosting development and new discoveries for any organization. This kind of leadership occurs as most visionaries take many risks, some of which do not have absolute certainty of succeeding.

Servant leadership emphasizes on team building and cohesion by giving a common base of mutual trust. Leaders are in the forefront leading by example providing services to their fellow workers. Servant leadership invests in people, making them better and likely to succeed as a unit (Salanova, Lorente & Chambel, 2011). It provides an environment where people being led are given a chance to have a sense of self-control and lead themselves without any strict guidance. Leaders apply policies by listening to what people want focusing on every individual’s feelings. However, servant leadership needs everyone to have a similar mentality in order for it to be successful. This has proved to be a challenge especially when dealing with groups where people have diverse perceptions and opinions (Salanova, Lorente & Chambel, 2011). Exercise of authority might turn out to be a challenge because by giving everyone in a group equal responsibility might make some people undermine existing authority.

Leadership in healthcare is very vital to ensure that its working staff is self-sufficient. This is made possible by having proper communication channels between upper and lower management. The importance of leadership is seen in team where unity as a team makes leaders focus on proper service provision to patients. Maximum attention should then be applied when choosing the type of model to apply in an organization.

References

Avolio. B, J., Bass, B, M., & Jung, D, I. (2004). Journal of occupational Leadership. Wiley Library.

Salanova, M., Lorente, L. & Chambel, M. J. (2011). Journal of Advanced Leadership Models.            Wiley Online LIbrary.