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Is a transformation leader the best style of leader for every organizational culture?

Is a transformation leader the best style of leader for every organizational culture?

Is a transformation leader the best style of leader for every organizational culture?
Module 2 Leadership Culture

HCA 817 Module 2 Leadership Culture Assignment


The development of a leadership culture serves as the foundation for continuously improving quality and safety in health care. Therefore, health care leaders must consider how to develop a culture of leadership in the organizations in which they serve. In this assignment you will discuss the development of a leadership culture in a health care organization.

HCA 817 Module 2 Leadership Culture Assignment General Requirements:

Use the following information to ensure successful completion of the assignment:

• Instructors will be using a grading rubric to grade the assignments. It is recommended that learners review the rubric prior to beginning the assignment in order to become familiar with the assignment criteria and expectations for successful completion of the assignment.

• Doctoral learners are required to use APA style for their writing assignments. The APA Style Guide is located in the Student Success Center.

• This assignment requires that at least two additional scholarly research sources related to this topic, and at least one in-text citation from each source be included.

• You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center.

HCA 817 Module 2 Leadership Culture Assignment Directions:

Write a paper (1,000-1,250 words) that addresses the development of a leadership culture in a health care organization. Include the following in your paper:

1. A definition of leadership culture.

2. A statement of the conditions that must exist in the organization to develop a leadership culture.

3. A discussion of how a leadership culture creates an environment of continuous improvement in quality and safety.

HCA 817 Module 1 DQ 1
Is leadership important to facilitate change in health care? Why or why not? Is there a valid place for managers in the constantly changing environment of health care? Why or why not?

HCA 817 Module 1 DQ 2
Is a transformation leader the best style of leader for every organizational culture? Why or why not? How does a health care organization determine whether a transformational leadership style aligns with its culture?

HCA 817 Module 2 DQ 1
Leaders must not only be able to foresee potential changes, but they must also be able to secure support for change among followers and manage current operations to assure sustainability of quality and safety. How do health care leaders balance pro-active leadership with the sustainability of quality and safety measures? Does interprofessional collaboration influence this balance? Why or why not?

HCA 817 Module 2 DQ 2
Is it reasonable to bring business models such as Lean Six Sigma and others to health care? If so, how might these models best be implemented? If not, why should these models not be applied to health care?

HCA 817 Module 2 Leadership Culture Assignment
NB: This is a study that was done on the matter. In no way is it an academic paper. If you want an original paper on Leadership Culture, kindly ORDER NOW and let our erudite writers handle it for you!!
Exposing hospital patients to risk is a universal unsolved problem; international studies have shown that ∼9.2% of hospitalised patients experienced adverse events, and 7.4% of these adverse events were lethal, while 43.5% were considered as preventable.1 Current literature emphasises patient safety culture (PSC) as a mediator with the potential to reduce the occurrence of adverse outcomes.2–4 However, studies documenting effective methods to enhance PSC are sparse.5 6

A culture of safety can be defined as ‘An integrated pattern of individual and organisational behaviour, based upon shared beliefs and values that continuously seeks to minimise patient harm, which may result from the processes of care delivery’.7 PSC is a deeper-rooted aspect of the safety climate, which can be measured and improved.8 Safety climate survey outcomes constitute the sum of healthcare professionals’ attitudes towards multi-dimensional aspects of patient safety, for example, teamwork, work conditions, and leadership support.8

In general, healthcare staff who spend more time at the bedside, and with more extensive knowledge about the safety of patients tend to be more critical of the PSC than professionals with less bedside time.9 10 Consequently, leaders tend to have a more positive perception of the culture than frontline clinicians9 11 and the larger this perception gap, the more errors are made at the sharp end of care.12 Therefore, it is important to identify solutions to bridge such gaps in perception.

Clinical leaders enable a culture of safety; they address and prioritise safety, and create the organisational context in which safe care can be reliably delivered.13 14 The enabling leadership activities set the frame for the clinical processes and shape frontline clinicians’ attitudes towards a safety culture.15 Viewed this way, PSC can be regarded as an outcome of leadership processes with the potential to impact healthcare practices and outcomes.15 Hence, leadership is the anchor point for bridging any gaps in perceptions between the leaders and their frontline staff, thereby ensuring a safe culture at the sharp end of care.16 17 To transform the services to achieve higher levels of excellence, the clinical leaders must be knowledgeable, skilled, and well trained in facilitating group communication, solving conflicts, creating motivation, development, and improvement.16 The ideal leadership training is organised in such a way that academic input, and training of skills and behaviours are embedded through a sequence of reflection, application, and experience.16 Additionally, leadership profiling and coaching can be effective means to help leaders build a safe and transparent environment for patients.18

Previous studies in which interventions characterised by strong leadership engagement have been implemented and PSC evaluated—preintervention and postintervention—have defined as their target an improvement of 10% in the proportion of staff with positive attitudes over a time period of minimum 18 months.19 20

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