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Assignment based on the model of sustainable leadership& organization
Sustainable leadership model
Solution
Introduction
Sustainable leadership is that responsibility that is shared among the people of an organization and they focus on making proper use of the resources available to them, whether human or financial. This leadership also care for and tries to avoid the damages on the environment and surroundings.
Sustainable leadership in healthcare helps the people in becoming better leaders who are willing to work in the area of health. The scope of this leadership is not limited. Instead, it is useful to all those who are willing to take responsibilities and serve in the healthcare. It can be applied to many roles and the care settings that are there in the healthcare sector. Sustainable leadership is important because the behaviours of people in healthcare impact the culture and climate there, the patients also get affected with it. Also, the medical professionals have been working in an environment that is very complex because there are many reforms happening, and the forces present in the market has transformed the way healthcare is delivered and managed. There has been the shift in the structural and cultural values and the beliefs; attitudes are also changing. For running the health care successfully, there is a need for creative thinking and adaptive leadership practices which will help in handling the transformation in this sector. The leaders need to shift their approach from ‘individual expert' to a more sustainable approach that can handle cross-boundary groups, teams, etc. and are able to integrate knowledge throughout the system (Carter, 2012).
So in this assignment, a sustainable leadership model will be developed that will suit the healthcare so that the users can deploy it and make use of it for giving a good experience of their leadership to all the people in their healthcare organization.
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Design of the model
For developing the sustainable leadership model, the leadership practices that will be required are needed to be identified. Also, the model is based on the seven principles of sustainable leadership (Andy, 2003). They are:
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1. Sustainable leadership creates and preserves sustaining learning.
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2. Sustainable leadership secures success over time.
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3. Sustainable leadership sustains the leadership of others.
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4. Sustainable leadership addresses issues of social justice.
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5. Sustainable leadership develops rather than depletes human and material resources.
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6. Sustainable leadership develops environmental diversity and capacity
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7. Sustainable leadership undertakes the activist engagement with the environment.
Based on these principles, a leadership model is developed that is sustainable and support the leadership practices worldwide. This will also enable in achieving the goals of the company and adapt to the changes and the uncertainties that arise during the course of any activity. This model will help the organizations in healthcare to become more adaptive and innovative, and they will be able to respond to the changes in an effective and efficient way.
The sustainable leadership model
It has six aspects:
1. The patient-care teams that are collaborative in nature
The mission of nay healthcare organization is to deliver safe, compassionate and quality acre to the patients. The roles of the people in the teams of these organizations are heavily interdependent and for this, they need to have the collaborative skills. This is particularly required when acute care situations arise, and doctors, nurses, etc. all are involved. Patient care is of utmost importance, so this is determined by technical expertise as well as the effectiveness of the leadership of the people who are involved in solving the presenting medical issues (Carter, 2012).
The true- leadership is independent of the formal roles and responsibilities. Throughout the experience of patient care, it is shifted. So, collaborative teamwork is required for ensuring effective care. There are daily challenges that are faced by the leaders in taking these teams and to be successful; the leaders must focus on more employee engagement, collaboration and the learning agility of the people.
The leadership practices that are required here involve engaging the doctors, nurses, etc. in the shared ownership of the experience of the patient acre and in this a concrete dialogue is used along with the listening skills across the roles in the organization. Then leaders have to create an environment which supports the agility of learning, and they adapt to the changes. Then the leaders have to make sure that they solve the problems in a collaborative manner and make the decisions with all the members of the team of patient care. This will make the leadership sustainable because then long term effects will be positive and no harm will be done to the environment or the surroundings.
2. Resource stewardship
In today's world, there is much need for accountability, and hence the resource stewardship is an obligation and should be included in the everyday decisions of the people in healthcare organizations. The major concern for these organizations is that how do they reduce their costs. The requirement of resource stewardship is that individuals should be held accountable for the ownership and accountability of the decisions so that the system is allowed to thrive and manage its resources judiciously (Kociatkiewicz, 2012).
It is required by the administrators, nurses, and other stakeholders that they manage the tension between the patient acre at the individual level and they also take care of the operational constraints. The changes in the existing model are needed to be done so that the leaders are able to adapt to the new structures, and they become more visionary to give cost effective patient care. In this sector, only those people are given priority to take up the leadership roles which keep the patient acre on top of their minds.
In the sustainable leadership, the leaders have to become effective resource stewardship and in doing so, they should understand the performance metrics like the employee engagement, the patient results, and satisfaction, etc. so they must be accountable, transparent and integral in their approach. They need to scan the environment so that innovative solutions can be developed. The compassionate care needs must be appreciated and combined with the business strategy. The sustainable leaders must be entrepreneurial so that new ideas can be generated and the opportunities could be seized (Lane, 2014).
3. Talent transformation
Visionary leaders are required in the organizations related to healthcare who have the ability to develop and inspire the employees, and they can build and mend the relations in an effective manner. The teams are also needed to be motivated, and they are needed to be engaged in the participative management. The requirement of sustainable leaders in healthcare is that they will hire and develop talented people who will be able to cater to the needs of the company, build its capacities, develop it and deliver what was intended to be done (Kantabutra, 2013). The sustainable leaders will look at the future needs of the company, and their roles will support in developing the competencies of the organization. There are many ways to grow and support the leadership talent in healthcare like feedback could be used, the leaders can be coached, and they can be given development assignments where they have to use their creativity in solving the issues and identify the potential threats to the healthcare or their organizations.
Here the leaders need to access a large pool of talented people, and this has to be done beyond the arena of healthcare specialty. Then the leadership strategy has to be redefined if the leaders are thinking and planning for sustainability. This redefining has to be done in the face of new structures and models that are associated with the reform. For creating and implementing the solutions in the changing arena of today, the leadership talent has to be identified, developed and retained for the long term and this will help in creating the sustainability (Hargreaves, 2012). Culture is needed to be developed that encourages the people and gives mutual respect to all the people in and around the organization. This has to be incorporated in the professional practice of the sustainable leaders.
4. Boundary spanning
There are many layers of hierarchy in an organization, whether or not it is related to healthcare. To the systematic innovations, there are bureaucratic boundaries, and hence the innovations get hindered. There is a lot of information that has to be exchanged in the departments of healthcare organizations. But the people who exchange this information rely on the specialties for supporting the individual patients. Hence it is important for the senior administrators to coordinate between the layers of the organization so that patient care is not affected in any way (McCann, 2014). For doing this, the support of the experts is required who can give ideas to bridge the gaps in the department and also overcome the cultural, industry and organizational divides.
So here the sustainable leaders are required to expand and leverage the strategic networks for fast tracking the solutions. They have to think, act and influence the people systematically. The differences have to leverage for driving the innovation, and the concreting tools are required to be developed by the sustainable leaders for applying them practically and enforce the sustainable change. This will reduce the time wastages; the patient will be attended well and long-term growth of the organization will be guaranteed (Suriyankietkaew, 2016).
5. Capacity for complexity, innovation, and change
There is the continuous need for change in all organizations. In healthcare too, there are a lot of changes happening and the leaders have to respond to the shifts in demographics in the employees and also among patients, technology, employee relations, etc. for sustainable leadership, there has to be a shift from the old processes to new models that are more effective. They have to understand that they need to act with empathy and authenticity so that the individuals could be embraced and they could be convinced for the changes.
If the change is to be incorporated, then heroic individuals cannot solve the problems. Instead, collaboration among the departments is required for fostering innovation and change. This coordination and collaboration are possible with the effectiveness of the leader (Cherkowski, 2012). So for developing sustainable leadership, the leadership practices involve driving the innovation and risk taking during the time of ambiguity and uncertainty, then transformation in the culture from the dependent to the interdependent one. Also, the leader has to lead both the structural as well as a human side of the change and transition.
6. Employee engagement and well-being
The employee engagement and well-being impact the mission of the healthcare organization. When the nurses are satisfied in their jobs, the quality of patient care increases. If the healthcare is providing support to its staff, so it will have an impact on the care. In this, the aim of sustainable leadership is to create an integrated approach to the engagement and the well-being of the people. The human energy could be maximized for serving to the mission of the organization in a true sense. Then they also need to foster a culture where the employees of the organization are treated in a proper way, and hence they serve the patients well. This will reduce the complaints of the patients, and they will be treated in a better way so quality will also enhance.
Conclusion
The healthcare system is very crucial in every country. But many times it is found to be broken, fractured and unsustainable. But with sustainable leadership model, the system can show tremendous success in the transformation of the cultures and the quality of care which is provided to the patients. Also, it is a powerful lever for change, transformation, and sustainability.
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Carter, L., Ulrich, D. and Goldsmith, M. eds., 2012. Best practices in leadership development and organization change: how the best companies ensure meaningful change and sustainable leadership (Vol. 18). John Wiley & Sons.
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Cherkowski, S., 2012. Teacher commitment in sustainable learning communities: A new “ancient” story of educational leadership. Canadian Journal of Education, 35(1), pp.56-68.
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Hargreaves, A. and Fink, D., 2012. Sustainable leadership (Vol. 6). John Wiley & Sons.
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Kantabutra, S. and Avery, G., 2013. Sustainable leadership: honeybee practices at a leading Asian industrial conglomerate. Asia-Pacific Journal of Business Administration, 5(1), pp.36-56.
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Kociatkiewicz, J. and Kostera, M., 2012. The good manager: An archetypical quest for morally sustainable leadership. Organization Studies, 33(7), pp.861-878.
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Lane, H.W. and Maznevski, M., 2014. International management behavior: Global and sustainable leadership. John Wiley & Sons.
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McCann, J. and Sweet, M., 2014. The perceptions of ethical and sustainable leadership. Journal of Business Ethics, 121(3), pp.373-383.
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Suriyankietkaew, S. and Avery, G., 2016. Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs.Sustainability, 8(4), p.327.
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