Effective Leadership Strategies used by Healthcare Leaders


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Healthcare is an industry which affects millions of people all over the world and therefore it is crucial for any nation. This industry has numerous stakeholders from various walks of life with diverse socio-economic backgrounds. Physicians and administrators are the class of people which wield the highest power in this sector and have the capability to influence other stakeholders. There are several elements which drive the success of the healthcare industry and some of them may be uncontrollable at times. This makes leadership all the more important in this sector since one needs to overcome such obstacles to establish a seamless and smooth operation. Although there have been several researches conducted with respect to leadership strategies there is a gap in existing literature with respect to leadership in healthcare industry which this research paper aims to fulfil. With this intention this research paper tries to unearth the various elements related to the effective leadership strategies in the healthcare sector (Cooper, Scandura, & Schriesheim, 2005).


The primary research objective of this paper are as follows:
•    What are the leadership strategies that have been employed in the healthcare industry?
•    To find out what all leadership strategies can lead to the growth and development of the healthcare industry in future.


Healthcare establishments consists of several departments, numerous professionals with different expertise, and specialties who communicate with each other in various ways. This might result in several conflicts within the organization which has to be stymied by an able leadership (Broad, 2010). Leadership in a healthcare environment has to leverage on the diversity that is available to drive the growth and prosperity of the organization. Some of the existing leadership theories which can bolster growth in a healthcare environment are as follows:
Transformational Leadership – This theory is based on the fact that any individual is more productive when there is a set mission in front of him. So this requires proper communication of the mission envisioned by the leader of the healthcare establishment so that they have a clear goal in front of them (Bono & Judge, 2004).
Collaborative Leadership – Work can be hindered in healthcare institutions if there is lack of collaboration among different stakeholders. This culture of collaboration can only be percolated in an organization if the leader actively participates in validating and communicating the needs and requirements from the employees. Leadership should encourage multiple stakeholders to take responsibility and work for the betterment of the organization (Hayes, 2005).
Shared Leadership – Shared leadership is an example of team-level management which strives to empower the staff and encourage their participation in any decision-making process. It also helps in self-management of the employees and has elements of management by objectives (Judge & Ryman, 2010).
Apart from these there are several theoretical leadership frameworks which can also be investigated to ascertain their efficacy when implemented in a healthcare scenario which are transactional leadership, distributed leadership, change management and conflict management.


This research outline highlights the different theoretical frameworks which can be examined while coming up with the existing leadership strategies and the future requirements in the healthcare domain. Some of them have been highly successful while other require thorough investigation and modification while implementing in the healthcare sector which can be pursued in the concerned research. At last it is justified to mention that this research paper tries to develop a framework which can used by similar studies in other domains.

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Bono, J. E., & Judge, T. A. (2004). Personality and Transformational and Transactional leadership: A Meta-Analysis. Journal of Applied Psychology, 89(5), 901–910. doi:10.1037/0021-9010.89.5.901
Broad, S. (2010). The changing face of leadership. Strategic Direction, 26(1), 21–23. Doi: 10.1108/02580541011009770
Cooper, C. D., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3), 475–493. doi:10.1016/j.leaqua.2005.03.008
Hayes, D. (2005). Candidate qualities through a partisan lens: A theory of trait ownership. American Journal of Political Science, 49(4), 908. Doi: 10.2307/3647705
Judge, W. Q., & Ryman, J. A. (2010). The shared leadership challenge in strategic alliances: Lessons from the U.S. Healthcare industry. Academy of Management Executive, 15(2), 71–79. doi:10.5465/ame.2001.4614907

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