Model of leadership for a health organization Century 21

There is a growing tendency for leaders to break the old autocratic model of leadership for the new models that use the concepts of shared leadership and participatory. With the increasing complexity of all health care systems and the new workforce, leaders must communicate in an environment where a target organized network is a shared responsibility. According to Bennis, Spreitzer and Cummings (2001) in the future landscape of the health organization will be more decentralized, which will promote agility, proactivity and autonomy. Future leaders can get away from the singular roles in networks of shared leadership, will alter the foundations of the organization. Requests for changing leader or shared leadership roles on teams will continue to increase. Health care organization will promote the development and empowerment of people, build teamwork and shared leadership at all levels. The leaders of the future will be guides, asking for input and information sharing. Telling people what to do and how to become a thing of the past (Bennis, Spreitzer and Cummings, 2001). In the 21 th century the dynamics of health care leaders who will offer the ability to motivate and empower others a platform to optimize a human resources organization. Leadership must be committed to promote two-way communication in which the vision is consistent with the objectives of the organization and the needs of the employee. This assignment will develop a leadership model for the 21 st century that addresses the role model of commitment to shared leadership and participatory in healthcare organizations.

Commitment to leadership model

Fullam, Lando, Johansen, Reyes, and Szaloczy (1998) suggest that effective leadership style is an integral part of creating an environment that nurtures the development of a power group. Leader effectiveness is simply the extent to which the leader of the group managed to achieve organizational goals (Fullam et al., 1998). In the 21 st century health care organizations will need leaders who are committed to developing employees in a team environment. In an environment where leadership is transferable under the leadership commitment lens has a shared goal. Kerfoot and Wantz (2003) has suggested in organizations of inspiration when people are committed and enthusiastic about their work, standards compliance and the continued pursuit of excellence is automatic. In these organizations, respect continued when the leader is not present. This type of leadership requires the leader of the team to use all available means to create conditions in three subjects: (a) common purpose, (b) self-direction, and (c) quality work. Leaders who create engagement among their employees believe in creating a shared vision that creates a sense of common destiny for all (Kerfoot and Wantz, 2003).

Involve others in leadership is a unique process that is deeply rooted in individuals who believe they are a part of the process to meet organizational aims and objectives. Atchison and Bujak (2001) suggest that involving others in this process is important because people tend to support what they help create. People are reluctant is changing, but it changes if you understand and will change and control the process. Sharing of information promotes a sense of ownership and allows people to feel recognized and respected (Atchison and Bujak, 2001 p. 141).

Toseland, Palmer-Ganeles, and Chapman (1986) suggest that when leaders of the individual to cooperate and share their experience and skills, a broader decision process can be achieved when leaders rather than working independently. For example, in a geriatric team, a psychiatric nurse can lead a group focused on heath concerns, a social worker may lead a therapy group, or an aide to mental health care can conduct a structured orientation group (Toseland et al., 1986). Form of shared commitment to leadership in the future will help to develop, coordinate and integrate the complex and changing context of health care for the 21 st century.

Respect for authority and work ethic

Haase-Herrick (2005) suggested that shared leadership is an opportunity to improve or build trust between individuals. Leadership is mobilized around refine the roles of people who create positive environments of public health practice to support the work of the group (Haase-Herrick, 2005). Leadership skills to lead a team in order to build and strengthen the moral work ethic authorize others to fulfill their potential in a group. Leadership is the ability to lead people toward achieving a common goal. Leadership builds teams and gains to the members shared commitment to the group process by creating shared emotion within the group (Pescosolido, 2002).

The collaboration among the leaders in the health sector

There are new models that are emerging that add a new perspective on how to produce effective collaboration within the leadership. Wieland et al., (1996) discussed the interdisciplinary team in health care, where the members have developed sufficient confidence and mutual trust to engage in teaching and learning at all levels of leadership. The collaboration is shared, but the ultimate responsibility for the effectiveness is provided in place of other team members. The shared responsibility, for example, could be a situation where a medical team each serve in a leadership role regardless of their particular disciplinary competence (Wieland et al., 1996). The model of shared commitment of leadership allows for independence and equality of professions that contribute, while pressuring the team to reach a consensus on the objectives and priorities of the group. It 'important to stress the importance of collaboration in a complex and changing health care environment. The focus for the primary purpose for the partnership of leaders ultimately rest on the shared belief in meeting organizational objectives even though a collaborative effort. Atchison and Bujak (2001) suggest that it is important to emphasize again the importance of keeping everyone informed on the primary objective to achieve success even though a collaborative effort. Clarify expectations and particularly illustrating how the proposed changes are likely to influence the participants is important for efforts to break through (Atchison and Bujak, 2001)

Leadership skills at all levels

The ability to lead in the 21 st century requires leaders to be responsible for motivating and empowering others to perform to their maximum potential. According to Elsevier (2004) leadership is the ability to lead a team or the number of individuals in ways that build morale, create ownership and harness the energies and talents towards achieving a common goal. The leadership skill is all about motivating and empowering others while achieving organizational goals. Leadership is the vehicle in which it clarifies the vision even though the encouragement of a two-way communication at all levels of the organization (Elsevier, 2004).

Leaders in the 21 st century will be responsible for identifying changes that occur and to encourage others to adapt to these changes for the mutual benefit of achieving the objectives. Elsevier (2004) suggest that leaders must be comfortable with change, because change comes new opportunities for collaboration between the followers and companions (Elsevier, 2004). Improving the results of change initiatives, while making sure these changes are fully understood it will be a priority for leaders who choose to conduct a leadership commitment.

Leadership as an agent of change

Longest, Rakich, and Darr (2000) suggest that organizational change in health care organization does not occur absent certain conditions. Keywords are the people who are catalysts for change and who can manage the process of organizational change. These people are called agents of change. Anyone can be an agent of change, although this role is usually played by the leadership. Stockbrokers must recognize that any organizational change involves individuals changing. Individuals will not change with the changing motivations introduces agent. The change agent must create a body of shared values ​​and attitudes, a new consensus with key individuals within an organization which reinforce each other to sell the new and the defense against the opposition (the longer, and Rakich Darr, 2000). The changing health care organizations in the 21 st century, the successful leader must have skills that are necessary to make change possible in groups of individuals. Longest, Rakich, and Darr (2000) suggest that one of the important category of change is the construction of the team or development team, that "remove barriers to group effectiveness, develop self-sufficiency in the management of group processes, and facilitate the process of change (the longest, and Rakich Darr, 2000). A leader guiding the commitment should seek to minimize the resistance to change through the construction of a consensus of goals with the culture of organizations.

Conclusion

Leadership in the complex environment of health care in the 21 st century will need people to commit to the promotion of team effectiveness. Sarner (2006) suggest that leadership is a "balance of power and loads of values ​​between leaders and followers who intend real changes that reflect their goals and objectives." In plainer language, leadership is the dynamic that galvanizes individuals into groups to make things different or to make things better - for themselves, for their enterprise, for the world around them. The essential components of leadership have remained more or less constant: intelligence, intuition, instinct, vision, communication, discipline, courage, constancy (Sarner, 2006). In the 21 st century leaders must be able to collect, organize and structure information, and then plug it in new ways to create clear objectives that meet both the organization and individuals' needs. The skills that may be important during this learning process of leadership is the ability to listen to colleagues and collaborators for the sole purpose of promoting a shared consensus. In order to communicate a vision for the future leaders committed to work with others and sometimes defer a portion of the process of leadership to ensure organizational objectives are achieved.

References

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Haase-Herrick, K. (2005). Management opportunities: leadership for the future. Nursing Administration Quarterly, 29 (2), 115-118. Retrieved March 23, 2006, from Ovid Technologies, Inc. e-mail.

Kerfoot, K., and Wantz, S. (2003). Compliance leadership: the model of the 17 th century that does not work. Nursing Dermatology, 15 (4), 377. Retrieved June 3, 2005, from http://proquest.umi.com/pqdweb?index

Longer, B., Rakich, J. and S. Darr, K. (2000). Managing health services organizations and systems (4th ed.) Baltimore, MD: Health Professions Press, Inc.

Pescosolido, A. T. (2002). The emerging leaders as managers of group emotion. The Leadership Quarterly 185 (2002), xxx-xxx. Retrieved October 5, 2006 by

Sarner, M. (2006). Leadership can be learned? FastCompany.com Retrieved October 8, 2006
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Wieland, D., Kramer, J, Waite, MS, Rubenstein, LZ, and Laurence, Z. (1996). The interdisciplinary team in geriatric care. The American Behavioral Scientist. Retrieved May 1, 2005, from [http://proquest.umi.com/pqdwebindex=1] ...