Unit I 1 Unit I 4 Literature Review: Effective Leadership Strategies used in Healthcare Leaders Advanced Health Care Management Columbia Southern University LaTonya Whitaker February 7, 2017 Literature Review According to Madden (2013), effective leaders in healthcare organizations lead by example. Since everything they do or say is often subject to intense scrutiny, they conduct their action, decisions and personality set a tone for the entire healthcare organization. They do this while knowing that almost every employee looks up to them as a role model. Also, effective leaders encourage participation and inclusion since they acknowledge that good ideas can come from anyone. It also a good way to encourage learning from other practitioners. Madden (2013) further states that by creating an environment that fosters participation the, the leaders can construct a broader channel of creating thinking. Effective leaders in healthcare have a habit of being empathetic and more than often exhibit the tendencies common in spiritual leadership by tapping into their emotional character (Sweeney and Fry, 2012). They can understand their subordinates character and provide a grace period for improvement. For instance, not all gaffes are punishable. However, repeats are subject to confrontation. It is, therefore, accurate to state that they also have a limit. They also practice emotional intelligence alongside showing empathy that allows them to regulate their emotions in a way that it will not interfere with prudent decision-making. The endeavor thus makes them able to bypass emotions and guide them to make rational decisions using sensitive information (Sweeney and Fry, 2012). According to West et al., (2011), effective leaders in healthcare engage staff in all forums which in turn promotes organizational productivity either in patient outcomes, safety, and quality of healthcare. One way that effective leaders use to engage their staff is through the utilization of the performance appraisal process. West et al., (2011) states that performance appraisals help staff members in improving how well they perform their duties as well as makes them feel valued by their leaders. It is also instrumental in setting objectives of their work. Therefore positive healthcare outcomes become achievable using a leading strategy that encourages engagement. San Park and Hyun Kim (2009) implore that effective leaders create and use organizational culture as a means to drive in desired outcomes in a healthcare setting. The leaders acknowledge that for quality to be achieved there has to be a direction, arrangement and set objectives that require realization. The acknowledgment, therefore, drives leaders to create inspiring visions at every operationalized level. It also shows them the need to design clear and aligned objectives for all levels and departments. Thus once a culture created based on these attributes adheres to the institution can credit itself to ...

1. Unit I 1
Unit I 4
Literature Review: Effective Leadership Strategies used in
Healthcare Leaders
Advanced Health Care Management
Columbia Southern University
LaTonya Whitaker
February 7, 2017
Literature Review
According to Madden (2013), effective leaders in healthcare
organizations lead by example. Since everything they do or say
is often subject to intense scrutiny, they conduct their action,
decisions and personality set a tone for the entire healthcare
organization. They do this while knowing that almost every
employee looks up to them as a role model. Also, effective
leaders encourage participation and inclusion since they
acknowledge that good ideas can come from anyone. It also a
good way to encourage learning from other practitioners.
Madden (2013) further states that by creating an environment
that fosters participation the, the leaders can construct a broader
channel of creating thinking.
Effective leaders in healthcare have a habit of being empathetic
and more than often exhibit the tendencies common in spiritual
leadership by tapping into their emotional character (Sweeney
and Fry, 2012). They can understand their subordinates
character and provide a grace period for improvement. For
instance, not all gaffes are punishable. However, repeats are

2. subject to confrontation. It is, therefore, accurate to state that
they also have a limit. They also practice emotional intelligence
alongside showing empathy that allows them to regulate their
emotions in a way that it will not interfere with prudent
decision-making. The endeavor thus makes them able to bypass
emotions and guide them to make rational decisions using
sensitive information (Sweeney and Fry, 2012).
According to West et al., (2011), effective leaders in healthcare
engage staff in all forums which in turn promotes organizational
productivity either in patient outcomes, safety, and quality of
healthcare. One way that effective leaders use to engage their
staff is through the utilization of the performance appraisal
process. West et al., (2011) states that performance appraisals
help staff members in improving how well they perform their
duties as well as makes them feel valued by their leaders. It is
also instrumental in setting objectives of their work. Therefore
positive healthcare outcomes become achievable using a leading
strategy that encourages engagement.
San Park and Hyun Kim (2009) implore that effective leaders
create and use organizational culture as a means to drive in
desired outcomes in a healthcare setting. The leaders
acknowledge that for quality to be achieved there has to be a
direction, arrangement and set objectives that require
realization. The acknowledgment, therefore, drives leaders to
create inspiring visions at every operationalized level. It also
shows them the need to design clear and aligned objectives for
all levels and departments. Thus once a culture created based on
these attributes adheres to the institution can credit itself to
delivering quality healthcare to patients.
Bell and Breslin (2008) share that effective leaders
communicate the change to their staff members using
appropriate channels. They not only communicate change using
the right channels but also involve them in the change process.

3. The undertaking is prudent since it will prevent healthcare
employees from feeling sidelined undervalues and as if their
input on the subject of change does not matter. Bell and Breslin,
(2008) add-on by stating that effective leaders seek input from
their junior on their thoughts about change proposals, what
should be amended, and how its implementation should occur.
By communicating change, leaders can make their employees
committed and loyal to the organization. It also makes staff
member aligned with the organization culture.
References
Bell, J., & Breslin, J. M. (2008). Healthcare provider moral
distress as a leadership challenge. JONA'S healthcare law,
ethics, and regulation, 10(4), 94-97.
Madden, M. (2013). Top 8 Practices of Effective Healthcare
Leaders. Career Strategies Series, 1-2.
San Park, J., & Hyun Kim, T. (2009). Do types of
organizational culture matter in nurse job satisfaction and
turnover intention? Leadership in Health Services, 22(1), 20-38.
Sweeney, P. J., & Fry, L. W. (2012). Character development
through spiritual leadership. Consulting Psychology Journal:
Practice and Research, 64(2), 89.
West, M., Dawson, J., Admasachew, L., & Topakas, A. (2011).
NHS staff management and health service quality. London:
Department of Health.