Development for Healthcare Organization in Pharmacy

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Assignment based on Development for Healthcare Organization in Pharmacy

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SUSTAINABLE LEADERSHIP

ABSTRACT

This report makes an attempt to illustrate the various aspects of leadership with special reference to the healthcare industry. The report highlights the various traits and situations which helps in bringing out the best in leaders. Healthcare is an industry which is closely associated with people and every day the various stakeholders in the industry come across varied challenging situations which require a dynamic leader to come out of flying colors in such situations. This report tries to elucidate some principles which can act as a guiding principle to attain leadership qualities particularly in the healthcare industries. The report tries to explain sustainable leadership through several theoretical frameworks and popular principles established in the existing literature. There are several views regarding leadership which have been collated in this report and which is best applicable for the healthcare industry have been provided. The traits and attitudes that should be followed to attain success in leadership have been explained in this article. Some of them are acquired while others can be developed through practice which have been illustrated in the report. At last it is justified to mention that this article tries to develop a framework for a sustainable leadership model which can be applied to the healthcare industry, however the structure used in this report can be used in similar other academic purpose for analysis in other industries.

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INTRODUCTION:

Healthcare industry is involved in the delivery of critical service and numerous patients from various backgrounds come every day for availing healthcare services. They are being served by several people with varied qualifications or attributes and have to be well coordinated among themselves so that they are able to establish a successful process for the delivery of the service. In order to have a high performing environment there needs to be a leader who can bring about the best from every individual. This is all more important for the healthcare industry since it is necessary for every individual to be at his best to deliver lifesaving services. There needs to certain attributes and characteristics that should be present within the leader of such an institution for its success. There are several leadership models which specify the benchmark practices in the healthcare industry which have been explained in the ensuing discussion and have been tried to come up with a sustainable leadership model for the healthcare industry. This report elaborates in detail the various principles and elements of a sustainable leadership model and makes an attempt to present them in a clear and concise manner so that there can be standard operating procedure for every leadership role in this industry (Hess, 2012).

LEADERSHIP THEORIES:

Researchers from all over the world have put in hard work to identify the characteristic traits of global leaders and collate them in their work. These results from varied investigations have shaped leadership in various industries and domains of which healthcare is of concern in this report. Some of the theory which are relevant for the healthcare industry have been listed below:

  • Contingency Theories – The concept is primarily an elaboration of the Trait theory and emphasizes on the point that a single concept is not enough to interpret the attributes and thoughts of an inspirer. Quality traits are developed as and when they face challenging situations and its needs to change as per the demand of the situation. So this theoretical model is more concerned with the environment in which a leader operates and also the kind of people with which he interacts. A common notion in this theory is that the leaders are successful when their subordinates or other stakeholders react to the actions initiated by them or people around them respond promptly to their call for certain actions or activities (Harrison, 2011).

  • Transactional Leadership Theory – This concept tries to establish the fact that perception and attributes of an inspirer is molded by the interaction that is established among the person and his disciples. It represents a meaningful interaction among the two and elaborates about a mutually advantageous relationship. Rationality is a concept which is derived from economics and stress on the fact that one should undertake activities that increase one’s usefulness and lower the wasteful actions.

  • Transformational Leadership Theory – This is a theory whose bedrock is established on the fact that a good leader has to forge a beneficial relationship with his subordinates and other stakeholders which is the case in my leadership attributes. The helpful nature has helped me to forge good and meaningful relationships with both internal and external customers in my organization who eventually enable me in fulfilling the concerned task by overcoming all the hindrances involved in that operation (Goddard, 2011).

NHS LEADERSHIP MODEL:

This is a leadership model which has been formulated to guide the future leaders in the healthcare industry. It is not only directed at the top management of any pharmaceutical or healthcare institute but it can also be utilized by other members in any clinical environment to increase their workplace efficiency and the way they engage with the work environment.     It is mostly focused on collating the attributes that are demonstrated by leaders at work and then presenting them in a structured manner so that anyone can focus one them. It consists of nine dimensions which can are explained as follows:

  1. Inspiring shared Purpose – This pillar of NHS leadership model is about being passionate of the services that are being provided and have an attitude towards continuous improvement. A leaders should always look for opportunities to improve the services that are being delivered under his supervision. It is essential because leaders inspire different people at work adding varied values to the services that are being provided and as they start believing in the shared value they start improving the services (Dolan, 2004).

  2. Leading with care – It is about being sensitive and empathetic about each and every member of the team so that their needs and requirements can be understood by their leader. This enables them to be at their best so that they can deliver the exquisite services for which a pharmaceutical company will be known for. A leader should have the acumen to understand the underlying emotions and attitudes of a team so that he can act accordingly and make them comfortable in their workplace.

  3. Evaluating Information – A successful leader has to seek out essential information which can enable them to improve the services an organization is providing. Today every change that is taking place in any industry is being data driven. Therefore it is essential for a leader to have an outlook towards collecting data and analyzing them so that it can provide insights which would be useful in enhancing the services in the pharmaceutical company of concern (Horlings & Padt, 2011).

  4. Connecting Service – Healthcare is an industry where different teams come together and the member from varied backgrounds bring some special quality to the table which facilitate the easy and streamlined process. A leader should understand how different teams interact and bring the best out of them. There needs to be a connecting link which intertwined healthcare service with the social care motivation of all the member in a team.

  5. Sharing the Vision – Leaders should clearly communicate the vision and mission of the organization with his subordinates or colleagues so that they can strive to achieve those qualities. It has been proved empirically that whenever employees have a clear vision statement in front of them then it becomes easy for them to put effort at the right direction which would enable an organization to achieve its goals.

  6. Engaging the team – There have been instances where it has been proved that it is essential to have an engaging team so that the morale of the people can be kept high and productivity of every team members increase to create and environment which is best for the delivery of excellent service. Leaders should be able to promote teamwork and instill a sense of pride among the member of the team so that they can easily achieve the outcomes set for them (Avery & Bergsteiner, 2011b).

  7. Holding to account – There needs to be well defined performance indicators and mutually agreed upon goals. It is essential since it is meaningless to work on a project without any tangible improvement in the service. Therefore it is necessary for the leader to mention the required goals and performance indicators before the start of the project. It will also bring some objectivity for the employees so that they can work upon certain qualities which reveal poor performance.

  8. Developing Capability – Leaders should always try to develop capability which is essential for the further growth of his employees. This indicates significant focus for the leaders on training and development for its employees since it adds value to the organization through numerous direct and indirect improvements in service delivery. Moreover there is considerable learning curve improvement among employees who have been appointed for doing the same task for long number of years.

  9. Influencing for results – Leaders should always have a positive impact on the results of other employees or subordinates. They should act as a guiding role model which would lift all the people in the organization and thereby strive towards achieving the goals of the organization. Leaders should network with his team so that he is able to understand the passion of different people in his team and provide them with work accordingly which bring the best out of them  as well as enable the individual to achieve his personal dreams (Alessandrini, 2007).

SUSTAINABLE LEADERSHIP AND ORGANIZATION:

Sustainable term was first coined by the initiator of world watch institute Lester Brown in 1980. Sustainability does not only mean to last long, it tells how an initiative can be established without compromising on other things in the same environment at present or in the future. Sustainable leadership is something which matters, spreads and persists. It is a shared responsibility which does not reduces financial or human resources for other advancements. It avoids any damages and cares for the surrounding community and educational environment. It is a capability of the system to engross in complexities of enhancements which is consistent with ideals of human purposes (Avery & Bergsteiner, 2011a). 
Seven principles of sustainable leadership:
1.    Sustainable leadership forms and reserves sustaining learning: First principle defines the rule that sustainability means developing something which is sustainable. It means nourishing itself. Sustaining leadership means learning that can last and engages persons socially, emotionally and intellectually. It is not just achieving results, it is the learnings behind those achievements. In the pharmacy, some defined practices are followed. These practices should last long. A manager can decide the most advantageous way to achieve results and to enhance the confidence of its staff. While the strategy is to increase the end results, it also increases the productivity of the staff. In the neighboring pharmacy company, manager might increase the number of services but is not focusing on the productivity of his staff. Staff may work together to improve their performance for a month with patients and community. Immediate results might not be very impressive but in the long run they have developed a way of serving customer which made them high performers. Sustainable leadership promotes sustainable leadership which goes beyond short term gains and creates long lasting improvements that are also quantifiable (Ruiz, 2015).  
2.    Sustainable leadership fortifies achievements over time: leadership progression is the last task of leadership. This is the challenge of moving on, letting go, and planning for own uselessness. These improvements are not the one which will disappear after champions have left. Sustainable leadership is not achieved by only large leadership but it is something which can be continued by the predecessors of the great leader. It is beyond any individuals that connects actions with all the successors and predecessor leaders. Leadership events are almost always connected to emotions with feelings of apprehension, expectations, loss, relief or abandonment. Frequent successions intensify these anxieties. Sustainable leadership therefore plans for the succession from the very first day a leader. This also controls the frequency and rates so that staff does not suffer from cynicism brought by succession exhaustion. Almost all companies appoint an assistant to the leadership position who can replace him if required. In general, charismatic leaders are followed by less capable leaders who are unable to maintain the momentum of ongoing processes. Sustainable leadership needs thoughtful devotion to be paid to succession of leadership. It can be achieved by grooming leaders when there is need of successors to keep continuity in the leadership effectiveness. Successful leaders can be kept longer if needed to be. There can be pre-fixed processes to maintain continuity of these leaders. 
3.    Sustainable leadership endures the leadership of others: one way to ensure continuity of leadership is to develop it and share it with other leaders. That means distribution of leadership to all the staff members, so that it can carry forward the principals once the leader is gone. If a company leader’s policy is to maintain a learning range over the time then it should be shared with all the staff from top management to the clerical staff members. This will provide a common goal to all. Manager may share emphasize decision making and staff members will come together to implement those decisions. After his retirement, all members will continue his legacy. If management does not include its employees in decision making then there can be some issues where employees will not support management and this will effect overall efficiency of the organization (Akrivou & Bradbury-Huang, 2011). 
4.    Sustainable leadership deals with concerns of social justice: Sustainable leadership benefits all in the society not just the company and its employees. Sustainable leadership is sensitive of the issues like how some big firms or society gain all the advantages. It keeps others in the shadows and privileged society gain most of the profits. Sustainable leadership takes the responsibilities that everyone in the society affects each other with their work. Succession and sustainability are tangled up with matters of social justice. Sustainable leadership is not only about keeping improvements in one company. It is about being answerable for all the actions that affect the society. 
5.    Sustainable leadership develops not reduces material and human resources: sustainable leadership gives extrinsic rewards and intrusive incentives to retain and attract the brightest and best of leadership pool. It also provides opportunities and time to its leaders to connect with others, to learn from them, to support them, to coach them as well as to mentor their next leaders. It intelligently uses its resources to develop the talent. It does not spend lavishly on just rewarding the already proven stars. In all the companies, resource depletion, reform demands and rush to retirement have created a turnover in managers and their assistants. System which deploys sustainable leadership knows how to take care of leaders and how to get new great leaders who can take care of themselves as well as of organization. Leadership is only sustainable if it can produce leaders who are able to sustain their selves.
6.    Sustainable leadership cultivates environmental capacity and diversity: sustainability promoters recreate and cultivate an environment which has the capability for continuous improvements. They make people able to adopt and prosper in this complex environment. They learn from each other’s practices. These practices differ from person to person which are a learning experience for themselves as well as for others. Successful companies create diversity for learning of all. Standardization is not good for sustainability. Sustainable leadership finds and cultivates many types of excellence in the learning process, teaching. It provides network to share different kind of excellence in cross fertilization of improvements. It does not impose a standardized process for all of its employees (Svensson & Wood, 2007). 
7.    Sustainable leadership embark on activist commitment with the environment: in the process of standardization, all the companies have become less motivated variety of their former selves. In the same time, innovative companies have lost their core competencies. But all of these companies not just because of innovativeness or strength as a learning, but because they engaged aggressively with their environment. It is driven by activist leadership. It influences environment which influences it. This tell that when environment is not helpful, sustainable leadership has to have an activist aspect. 
Sustainable leadership is developed by what the approach is, what are the commitments and deep learnings from it in any organization. How the leadership is sustaining itself and its environment, what is the support for it also matters. Most leaders do the things which matters and inspires others. Sometimes they fail, but it is not the leaders who fail it can also be a system which did not succeed. Sustainable leadership should always spread and last for itself and for others (Abraham, 2009). 

CONCLUSION:

This report has explained in detail the various aspects of leadership with special reference to the healthcare industry. The numerous aspects of leadership attributes and traits which generally lead to success in the healthcare domain have been explained in detail. The report also touches upon the various theoretical frameworks and principles already present in the existing literature and tries to fit them into the sustainable leadership model. The personality and behaviour of a leader goes a long way in defining the leadership model followed by the person and that aspect has been highlighted in this report. The report also elucidates few situations wherein the leadership capabilities of a person is highlighted and in several instances the interaction one has with his colleagues or subordinates shapes the leadership characteristics of a person. All these aspects has been particularly discussed in the light of the healthcare industry. It is of concern since it is an industry which is involved with critical service and there are several stakeholders which benefit from the services of the healthcare institutes and there needs to be a proper co-ordination established among the various stakeholders with proper leadership so that they are able to provide a winning service to the patients. At last it is justified to mention that the report has adopted a structured approach for the development of a sustainable leadership model in the healthcare industry which can be emulated in other industries of interest as well.

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References

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  • Akrivou, K., & Bradbury-Huang, H. (2011). Executive catalysts: Predicting sustainable organizational performance amid complex demands. The Leadership Quarterly, 22(5), 995–1009. doi:10.1016/j.leaqua.2011.07.019

  • Alessandrini, M. (2007). The search for sustainable communities. Nonprofit Management and Leadership, 18(1), 111–112. doi:10.1002/nml.175

  • Avery, G. C., & Bergsteiner, H. (2011a). Sustainable leadership practices for enhancing business resilience and performance. Strategy & Leadership, 39(3), 5–15. Doi: 10.1108/10878571111128766

  • Avery, G. C., & Bergsteiner, H. (2011b). How BMW successfully practices sustainable leadership principles.Strategy & Leadership, 39(6), 11–18. Doi: 10.1108/10878571111176583

  • Dolan, P. (2004). Sustainable leadership. Leader to Leader, 2004(33), 8–12. doi:10.1002/ltl.82

  • Goddard, B. (2011). Leadership for an inclusive and sustainable world. Journal of Education for Sustainable Development, 5(2), 171–172. Doi: 10.1177/097340821100500206

  • Harrison, S. M. (2011). Acoustical design of heathcare facilities for leadership in energy and environmental design green building certification: Odd harmonic filter for mechanical system noise control. The Journal of the Acoustical Society of America, 129(4), 2393. doi:10.1121/1.3587779

  • Hess, K. (2012). Professional certificate program in sustainability leadership. Journal of Education for Sustainable Development, 6(1), 163–163. Doi: 10.1177/097340821100600123e

  • Horlings, I., & Padt, F. (2011). Leadership for sustainable regional development in rural areas: Bridging personal and institutional aspects. Sustainable Development, 21(6), 413–424. doi:10.1002/sd.526

  • Ruiz, C. E. (2015). Leadership in Mexico: Cultural factors affecting organisational leadership. International Journal of Sustainable Strategic Management, 5(1), 55. doi:10.1504/ijssm.2015.074597

  • Svensson, G., & Wood, G. (2007). Sustainable leadership ethics: A continuous and iterative process. Leadership & Organization Development Journal, 28(3), 251–268. Doi: 10.1108/01437730710739666

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