Leadership in Healthcare

Contents Introduction2 Inter personationive Model of lead3 cadency to Analyse Leadership Skills5 Introduction5 scathing Factors5 Identifying Leadership snaps5 Closing the gaps6 personality of Motivation, Satisfaction & Performance8 Task Orientation among police squad ups8 Nature of gathering & chemical grouping developing8 Leading Virtual teams8 Creating the Virtual Team9 Conclusion9 References10 Introduction The ecesis chosen for this assignment is Bupa apportion Services, Leeds, UK. Founded in 1947, Bupa C ar Services stimulate believed in the motto that they should help citizenry live longer, happier & healthier lives with provision of good quality healthcargon.Bupa not being clear-cut to sh argonholders whole kit purely for the benefits of its patients. Their various initiatives in terms of investment are aimed at split up health direction for their patients. The focus of this assignment is on the leadinghiphiphip political platformme conducted by Bupa i n Caring for elder people Bupa, through and through its network of residential hospitals, retirement homes & nurse homes in the UK, Australia, Spain and New Zealand takes mission of thousands of elder patients.Over a period of time with increase in experience they open place lacunas in their marches and r distributivelyed a maturity to excel in innovation and breeding of care facilities for the elderly. With collaborations with researchers, expert stir upners and academics they aim to reveal innovative ways to meliorate their services With the society at oversized being dominated by ageing individuals, it introduces the healthcare field of operations with refreshful ch all toldenges to address. It is more prevalent in actual countries which cast off a strong healthcare system to persist individuals during their more productive phase in life thus better their life expectancy.Globally speaking, it is estimated in the next two decades that there would be contiguous t wice the percentage of elders in the UK as compared to forthwith, while individuals who piss to terminate their centenary would be 4 times as compared to today. In Australia, the number are evaluate to increase from the current 0. 2 million to an estimated 0. 5 million in the next two decades. A more precedentized tr remainder is predicted in New Zealand whereby the current count is estimated to be duplicate in the next three decades..The programme aims at trying to visibility care home population, support initiatives to garner funds, tar buy the outlying(prenominal)m changement of healthcare aspects and a aim at the greater good for improving the put forwardard of living of the elderly. The programme was conducted under the competent leadinghip of Mark Ellerby, Managing Director, Bupa Care Services and Dr. Clive Bowman, Medical Director, Bupa Care Services. Interactive Model of Leadership answer from people today in a corporate team ground culture is largely influen ced by the behaviour of their attracters.People like if their attractors are with them rather then above them, which gives them a feeling on be in the team and not a slave to the system. This calls for an innovative and squinty shift in the thinking behaviour on part of the draws to be effective in their workplace. The interactive leadinghip development program helps leaders learn to effectively make that shift & excel as team players. The program offers a new lease of life and offers an hazard for to be leaders to benchmark their skills against the best practises from around the world which is support and soundly documented through a world class national of ore than three decades. The intent of the program is to make candidates test their inner skills and aim themselves against external actions. It provokes them to improve upon their competencies and be better leaders to progress to nobleer(prenominal) performance with results which pee-pee a long lasting impression. T he research on interactive leading has been conducted by founder David H. Burnham and Harvard psychologist Dr. David C. McClelland basis which they take aim discovered the way leaders be apply and most eventfully how they think in the most critical of situations.The focus of the program is to inculcate a prospect process to be able to engage with individuals and groups, improve the emotional information and have a dedicated focus on results. Lets now focus on applying the model to the leadership programme at Bupa Care Services. The primary premise on which the interactive leadership works is Thoughts drive Actions to create Out take places. Participants are given the opportunity to work through simulations, perform exercises and activities in each of the critical areas in shape to have it away and evaluate how their impersonate thinking forget help them drive come forwardcomes in future ? Develop and invest in specific goals which would prepare them for either future cha nge ? Identify the depict areas that motivating development and have conscious thought process to achieve them ? Learn the nuances to make the change(s) happen. Measure to Analyse Leadership Skills 1 Introduction Leaders are conscious(predicate) of change and it is obvious to them that they need to adapt to the change as individuals as swell up as a group and the industry at large.But considering todays uncertain and complicated work culture, the importance lies in disposition the importance of leadership skills. The entire healthcare domain for years have been operating in a dynamic world with changes impacting anyone including insurance companies, healthcare providers, device firms and pharmaceutical to a great extent. The industry has been boosted by the climax of technology, newer & improved means of care, a more dynamic business model. regulatory authority and ethical issues add to the existing woes of the healthcare industry.With such coordination compoundities, organi sations find it cumber nearly to identify the leadership endowment fund which can help them go down direction, gain load from employees as well as from partners and drive postgraduate quality care for the patients. With a volatile environment, the healthcare sector is looming large on drastic changes ahead in time and at the present moment it is already amidst a phase of rapid change. This demands high levels of expertness in technology and thorough bred professionals with good leadership skills to be able to swim in the rough waters.The other problem for the healthcare domain is that it is extremely intemperate for them to classify their challenges since these are multi dimensional and of a composite plant nature. In order to address these challenges, common strategies and processes have to be developed which would enable the organization to achieve high performance. It is the need of the hour and take down a need for Bupa Care Services. 2 Critical Factors 1. Improve the mo gul to lead subordinates and work in groups. Leaders should be able to assemble and should be confident of creating a culture to influence participation from all ingredients in the group.It is also important for leaders to be able to necessitate with problem subordinates. 2. Create strategies to provide current and future leaders enormous holistic view. In order to have a holistic view, leaders are expected to have some critical qualities like ego assuredness, career make outment and functional know how. A majority of the leaders today have been found wanting in these critical areas. such limitations are expected to be overcome through perpetual prepare and development, feedback sharing, coaching and succession planning. 3. Leaders possess important strengths.They are well equipped to handle change and have the king to achieve the end results. They possess some key additional qualities like cool composure, lively learning capability and clarity in thought process. Such qualities acquire by leaders provide enough proof that the healthcare leaders are a capable bunch of individuals who are assets to the industry. 3 Identifying Leadership Gaps Like in every exercise which involves comparison of two levels of attributes in some(prenominal) individual, there would always be some gaps in the expected level and actual level.With leadership this disparity can be arrived by the difference in current skills to expected skills. With this escorting, organizations can come up with powerful strategies to show a capable pool of able leaders. The process of identifying gaps leads us to the characterizing certain attributes which are important for leadership skills and certain factors that are termed as derailment factors. Important Factors 1. Resourcefulness. Possesses multiple qualities such as good close making under pressure, setting up intricate systems, analytical thinking, ductile behaviour and problem understand skills.Gets along with seniors and ha s the capability to deal with high management responsibilities. 2. Result Oriented. Has the capability to get things done by guardedly investing in ideas and thrives to overcome hindrances with a dedicated focus. Can stand up and take responsibility to handle working classs individually and at the like time is open to learn from others to accomplish the task. 3. Quick Learner. Has the capability to quickly assimilate business and expert know-how. 4. Decisive. Always get words for prompt and precise solutions to any of the management problems which otherwise would be slow and sluggish. . Leading Subordinates. Strong representation powers and provides opportunities to budding subordinates to show case their talents. Always on the facial expression out for fresh talent for hiring. Has an unbiased approach towards his subordinates. 6. Handling Problem Subordinates. Tries to understand the problem subordinate and only after proper evaluation resolves to act upon a problem emplo yee. Shows enough fairness and is unbiased with problem employees. 7. Encourages participation. Is a good listener and takes everyones intellection before arriving at a decision. 8. Handles change.Is always expecting changes and is ready to adapt. Also, takes efforts to overcome any resistance from his other subordinates with a view that the change has its benefits in the long run. 9. Build relationships. Capable of construct and maintain good relations with subordinates and external parties. Masters the skills of negotiation without smart any of the subordinate sentiments. 10. Compassionate and Sensitive. Genuinely interested in solving others problems and is sensitivity to employees needs. 11. Composure. Does not get into blame game over a mistake committed by anyone in the team.Handles the problem calmly and looks at solving the same quickly. 12. Personal Life. Strikes a balance between his workings commitment and personal life. Neither of them is ever side tracked. 13. Self- Awareness. Knows his strengths and weaknesses and has the willingness to improve. 14. Puts people at ease. Displays the right amount of warmth to people and has a good star of humour. Having a good sense of humour is not at the write off of hurting subordinates sentiments. 15. Manages his career. Remains focussed towards create this career through continuous investing in training, coaching and feedback.Derailment Factors 1. Interpersonal Relationships. Finds it difficult to get along with subordinates which indirectly impact his work. 2. Building and Leading a Team. Finds it difficult to signifier and lead a team. 3. Manage change. He is not able to manage change. Finds it difficult to adapt to change and inherently shows resistance to change. 4. Fails to achieve goals. Finds it difficult to keep up with his commitments and fails to meet business objectives. 5. Narrow thinking. Does not get into details and fails to have a holistic view. 4 Closing the gapsTo close the leadership gap in the areas identified, organizations and individual leaders will need a solid pinch of the skills and behaviours required to be effective in each area. Here, is the starting point for understanding five areas that healthcare leaders and organizations should emphasize 1. Leading employees. This requires a leader to be self aware and have strong interpersonal skills. They need to invest in creating and building a team. They provide ample opportunities and challenges to their subordinates which is acquireed up with continuous guidance and coaching. They look at being mentors to future leaders. . Encourage participation. A leader should look at getting his teams involved, build a consensus and have a synchronal decision with everyones strong participation. Should be able to communicate well and also be a good listener in order to be able to get the best out of his team members. Looks at multiple perspectives before arriving at a decision. 3. Relationship Management. A leader s hould look at building relationships with his subordinates and also be fair in handling these relationships. He should be able to relate to all kinds of people and easily gain support and respect of peers, senior management and customers. . Self-Awareness. Be aware of ones strengths and weaknesses. Some one who is aware of his own being will always seek feedback from others and try to improve him continuously. He would be open enough to admit his mistakes and self correct himself. 5. Organizational perspective. A leader should have a broad and holistic organizational view. If the thinking is particularize then it would hurt the team was well as the organization in the long term. Should be capable enough to handle the tactical and technical points required to manage his work. Nature of Motivation, Satisfaction & PerformanceMotivation is something that makes people performs better. However, not everyone gets actuate by the same things Someone who is prompt tycoon be slaked and wou ld perform better by getting additional responsibilities, whereas someone would gets some flexibility in his working style office get motivated to perform better. It merely means that motivation to every individual might mean differently and his response to it would also differ. The various initiatives take at Bupa Care Services to contribute to the overall success of the leadership programme are listed below 1.Clinical Leadership Director of psychical and strong-arm handicap care, Dr Graham Stokes, is responsible for driving forward the quality and scope of care for people living with cordial and forcible check in Bupas care homes in the UK, Australia, Spain and New Zealand. 2. Fund Raising Bupa is continuing their productive fusion with Alzheimers Society in England and Wales, and Alzheimer Scotland for the Bupa Great live Series. They managed to elevate close to ? 1 million in 2009, which is evidence of the shared commitment to continue to raise awareness of mental and bodily disability.Bupa has sponsored the Great Run Series for 17 years, making it one of the longest-running sporting partnerships in the UK. 3. Boosting inquiry Alzheimers Society and the Bupa Foundation have formed a partnership to pioneer and boost research into physical & mental disability and its causes. They together with launched a ? 1. 5 million fund to support research into the cause, cure, care, and measure of physical & mental disabilities. Task Orientation among Teams Every organization wants to have a well collaborated team which can provide results effectively. in that location are legion(predicate) factors which would define a teams success but the key factor being a leaders vision and tame over his team. Leaders have to be a mix of task and team orientation. This capability to leverage on both orientations enhances the ability build trust, create stability, and bring effectiveness among the team. The various task orientation initiatives taken at Bupa Care Servi ces are listed below. 1. Pioneering Champions Alzheimers Society and Bupa have joined together to launch the first ever physical & mental disability Champions programme across 190 Bupa specialist care communities in the UK.The programme aims to develop in-house bred leaders to combat physical & mental disability care in their place of work and has been successfully piloted in Bupa care homes. By changing the culture, the physical & mental disabilities champions aim to further improve quality of care and quality of life for people with physical & mental disability. 2. Supporting careers in their own communities Bupas partnership with the charity for physical & mental disability aims to build capacity by developing new Admiral Nurse Posts in communities not served by this specialist nursing discipline. Physical & mental disability Pioneers are appointed to selected areas to spearhead development plans. The work of the Admiral Nurse in helping families and those living with physical & mental disability is well proven. Admiral Nurses have a real role in helping families cope with the difficulties faced through their pilgrimage with physical & mental disability. Nature of group & group development There are four distinct stages that a group passes through as it comes together and starts to operate. The process can be known to all, but an understanding of the stages can help everyone attain effectiveness more quickly. . Forming Being humans, everyone thrives to be accepted in their groups and also looks to exclude getting into conflicts. Everyone has a part to play in the entire jigsaw puzzle and thus they avoid getting into issues and hurting others feeling. But they have to accomplice their task by being in touch with their sub ordinates in order to achieve the results. 2. Storming Every group has Individuals with varied natures. Some have a high degree of intentness while some just get turbulent at everything. Similarly there is a threshold to everyones pati ence which eventually might lead to minor disputes or confrontations.These might be related or totally unrelated to work. 3. Norming As we progress from the storming stage, the group matures and starts understanding their roles and responsibilities. These become more clear and each one agrees to follow the same. They start understanding each other better having gone through the grind during the storming stage. This eventually would lead to forming a cohesive unit which is capable of achieving the desired results. 4. Performing Reaching this stage for any group is an feat as not many a(prenominal) groups reach this stage.Having attained this stage signifies that the group is highly collaborative and works as a cohesive unit. The group possesses high morale and has created a identity for itself which reflects through their loyalty for each of the members. Leading Virtual teams The last couple of decades have seen rapid globalization which has also made an impact on the healthcare do main. Challenges have come up with leaders expected to manage teams which are geographically various in terms in distances and time zones and not being co located.The problems however with managing realistic teams especially in the healthcare domain has not received enough importance the world over. 1 Creating the Virtual Team With the above problem statement, leaders today have an inherent appetite to be able to select team members based on their ability to work in virtual teams. However, in the healthcare domain, this is not an pickaxe which is readily procurable since there are very limited options available when it comes to having the right skill sets. The choices are therefore made as far as ossible collate team members who have experience in virtual teamwork, rest of the parameters remaining same. 1. Discovering Commonalities It is a difficult task to find commonalities in spite of appearance virtual teams as it is very much possible that the team leader has never met all members face to face and thus does not have enough data points to gauge them on a level scale. spear carrier efforts have to be taken by the leaders to Identify commonalities between people to actually arrive at trying to group homogeneous minded or similar skilled team members together. . Creating trustingness Trust and respect cannot be commanded, it is almost always earned from the members of a team that trust each other and will go far in working together as a team. It is important to make every member valued and appreciated. Everyone should be given the opportunity to voice their opinion and all opinions need to be heard. 3. Understanding team dynamics within virtual teams, there are no visual or physical cues and thus it makes it challenging for the leader to understand the team dynamics.The likes and dislikes of the team members are also difficult to assimilate since the communication most of the times would be on phone or emails. 4. Team member interaction An important c omponent of virtual teams else would be difficult to handle such various user groups. Working virtually sometimes has its limitations that some of the team members might get missed out in the communications and which would be abusive for the team as a whole. It is sometimes observed than one member gets invited to fewer and fewer meetings and suddenly one is a non-entity on the team.Now believe this happening with multiple team members. 5. Communication With virtual teams, there are various ways in which the communication happens phone, phone conference, video conference, email, internet, remonstrate rooms and IM. The leaders have to be well conversed with all these medias and should decide on the right channel when communicating with the members of the virtual team. Conclusion Hoping to get immediate results, healthcare organizations cannot be investing in too many leadership programmes especially in the uncertain times.Therefore, it is important for the team to be conservative when it comes to making such decisions. Yet, it should be noted that leadership talent and technical expertise are necessary to meet the populations healthcare needs, manage operations and find innovative and effective solutions to complex challenges. Good leadership initiatives, then, are essential for success. To start with, healthcare organizations have the opportunity to re-assess their organizational leadership capabilities and begin focused efforts to develop leaders and create a culture of collaboration.References Ellerby, Mark and Dr. Bowman, Clive, Bupa Care Services, 2011, Healthcare leadership in caring for older people CCL Report Jun, 2010. Addressing the Leadership Gap in Healthcare retrieved on 29th September 2012 from root dynamics Basic Nature of congregations and How They Develop retrieved on 29th September 2012 from http//managementhelp. org/groups/dynamics-theories. htm Stages of Group Development retrieved on 29th September 2012 from InterActive Leadership, Burnham Rosen Group retrieved on 29th September 2012 from