Table of Contents
Strategies for leadership challenges identified in part 1.
Strategies to acquire consent and feedback from subordinates.
External audit committee to evaluate governance.
Leadership challenges identified in organisations may have significant catastrophic effects on the performance of employees and productivity (De Hoogh, Greer & Den Hartog, 2015 p690). In the healthcare sector, leadership challenges may result in serious outcomes such as high rate of mortality, non-compliance with procedures and many others.
This essay is focusing on the two leadership challenges, which have been identified from the scenario analysis in part 1. The essay develops an understanding of the strategies that could be considered in Bundaberg base hospital in Southeast Queensland. Suitable strategies and approaches corresponding to the leadership of Dr Jayant Patel are presented in the essay.
It can be analysed from the scenario that prominent leadership issues corresponding to Dr Jayant Patel were misuse of power and ignorance of the suggestions and perceptions of subordinates. These leadership issues were mainly accountable for autocratic decisions taken by the doctor, which resulted in the death of 87 patients in Bundaberg base hospital in Southeast Queensland. For this reason, two major strategies can be developed and implemented in the hospital, which is illustrated in the following way.
One of the astounding strategies that can be developed and deployed in Bundaberg base hospital in Southeast Queensland is the acquisition of consent and feedback from all departments and healthcare professionals involved in a decision (Raas, 2015 p9). The organisation is required to develop such strategies, which may restrict the autocratic leaders like Dr Jayant and the CEO from enforcing their decisions. For this purpose, an additional department in the hospital can be developed, which may acquire feedback and consent of the nurses, doctors and other healthcare professionals before proceeding on orders. It can be analysed that consent given by the subordinates as well as leaders may facilitate the democracy within Bundaberg base hospital (Lederman, Kurnia, Peng & Dreyfus, 2015 p80). These practices, if considered, would not have allowed Dr Jayant to interfere in the case of the patient who was suffering from a chest injury in 2004. Hence, mutual consent and feedback strategies could have reduced the prominent issues, which were being faced in Bundaberg base hospital in Southeast Queensland.
Further, feedback strategies could also be considered in the hospital to evaluate and rate the performance of nurses, doctors and other staffs (Eckardt & Lindfelt, 2019, p2420). In this manner, more complaints rose on the performance and behaviours of a doctor could have reduced their rating, based on which suitable actions could be taken. The scenario analysis helps understand the practices of sexual harassment by Dr Jayant on female staffs. Therefore, strategies of feedback, if implemented appropriately, would have mitigated such issues (Raas, 2015 p5). Performance appraisal of Dr Jayant could be given based on their behaviour due to which practices of sexual harassment would have reduced.
It can be understood that in democratic organisations, feedback and consent of from subordinates play an immense role in influencing the decision-making process. Strategies of developing a separate department to source feedback from nurses and employees working in Bundaberg base hospital may enhance transparency and good governance within the hospital facility (Arnetz et al., 2015 p205). Corrupt leaders like Dr Jayant Patel and the CEO of the hospital may fear the negative feedback and remarks on their behaviour, performance and decisions. As a result, the workplace atmosphere could be enhanced, and the issues about leadership as identified from part 1 can be addressed efficiently.
Misuse of power was a leading cause behind the leadership issues observed in the scenario analysis in part 1. It was found that Dr Jayant Patel and CEO of the hospital misused their powers due to which complaints filed and raised by Tony were immediately overlooked. Not only this but, CEO also rewarded Dr Patel as the employee of the month despite the concerns raised by Tony on his working patterns and one-sided decisions. These scenarios indicate an absolute misuse of power and authority by the leaders in the hospitals. For this reason, strategies for conducting external audits could be considered in Bundaberg base hospital in Southeast Queensland (Saxena et al., 2019). Audits and analysis conducted by external or independent entities could have been effective in regulating the governance within the hospital facility. Strategies to hire independent agencies, which may evaluate the level of autocracy and non-compliance by the senior doctors and officials, can be formulated and implemented.
It can be analysed that leaders in an organisation may overlook the standard protocols and become autocrats; if they acquire support from their superiors. It was a major reason why leadership issues were persistent in Bundaberg base hospital. Contrary to this, if strategies of external audits were implemented; then, autocracy and misuse of power in the hospital could be reduced (Myers et al., 2016 p630). It is because Dr Jayant and CEO of the Bundaberg base hospital would have feared auditing committees. Besides, there could be strategies within the hospitals for legal penalties and prosecutions of leaders, which violate standard protocols due to their supremacy and power (Ionescu, 2014 p125).
Various studies indicate that external auditors may analyse various aspects of governance in an organisation such as the inclusion of subordinates in decision making, use of power to influence taken decisions, fairness, transparency and many others (Li & Deng, 2016 p20). Strategies of external audits, if implemented, could highlight the major areas of concern such as ignorance of perceptions of nurses by Dr Jayant, discriminatory behaviour of CEO of Bundaberg base hospital and many others. External auditors could report to the ministry of health and other superior authorities in Australia, which could regulate the functioning and governance in the hospital (Thiese, Arnold & Walker, 2015 p9). Consequently, fair practices could be seen in the hospital and leadership issues could be resolved.
It can be concluded that strategies such as the allocation of an external audit committee and acquire feedbacks and consent of subordinates could be effective in addressing the leadership issues in Bundaberg base hospital in Southeast Queensland. These strategies could enhance fair governance within the hospitals and misuse of power by Dr Jayant, and the CEO could be reduced.
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Raas, K. M. R. (2015). The threat of social media blackmailing in the hospitality industry: when customers misuse their power, 1-11
Saxena, A., Meschino, D., Hazelton, L., Chan, M. K., Benrimoh, D. A., Matlow, A., & Busari, J. (2019). Power and physician leadership. BMJ Journals, 3(3).
Thiese, M. S., Arnold, Z. C., & Walker, S. D. (2015). The misuse and abuse of statistics in biomedical research. Biochemia Medica, 25(1), 5-11.
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