Medical Leadership Essay Text

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Leaders are people who are able to express themselves fully…they know who they are, what their strengths and weaknesses are, and how to fully deploy their strengths and compensate for their weaknesses. They also know what they want, why they want it, and how to communicate what they want to others in order to gain their cooperation and support. Leadership is a difficult task, by which a person impacts others to accomplish an objective. While this is a challenging situation in any field, it is of extreme significance in the healthcare setting, where quality of service, trust, and ultimately people's lives are dependant.

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In addition, leadership whether it be positive or negative will have a direct implication on staff interactions, continuous quality improvement, and risk management. Thus the ability to establish oneself as an effective leader involves a process of successfully employing characteristics such as communication, trust, guiding vision, knowledge, equity, and ethics. Communication is the transmission of information and views from one person to another. The ability to communicate a vision ranks among the key tasks of a leader, and all organizations depend on the existence of shared meaning and interpretations of reality to facilitate coordinated action leadership advisory commission, 2003.

The act of communication begins with a thought within the intellect of the transmitter. The recipient then interprets these actions and statements into an abstract idea. Listening is the key to communication and the information is useless if it is not expressed in the right manner, making the ability to communicate a clear and shared vision is an essential task of a leader. The combination of a compelling vision and effective communication skills inspires people to take action leadership advisory commission, 2003. Trust is another component of effective leadership, and is built on consistency, dependability, and reliability. If people are going to follow someone willingly, whether it be into battle or into the boardroom, they first want to assure themselves that the person is worthy of trust leadership advisory commission, 2003. People may be enticed to a vision, persuaded by operating communication, but they must trust a leader to uphold their dedication to a system or a task.

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Without the establishment of honesty and follow up, it is impossible for a leader to maintain a functional level of commitment to an organization or project leadership advisory commission, 2003. Leaders must also be able to provide the members of their team with a guiding vision, a purpose for what they are doing and strength in adversity ingram, 2004. Their vision is a distinct view of the team's intention and the implementation of well communicated objectives that connect to this vision.

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Leaders need to express a target that beckons , and for an association to develop the leader needs to think outside the box and break the mold leadership advisory commission, 2003. The leader needs to constantly have a clear view of the group's purpose and develop mutually agreed upon and challenging goals that clearly relate to this vision leadership advisory commission, 2003. Our writers can help get your essay back on track, take a look at our services to learn more about how we can help.

Essay writing service essay marking service place an order error and harm in health care health care is a complex industry. According to leonard, frankel, simmonds, and vega 2004 , an ever increasing body of evidence indicates that at least 80 percent of medical error is system derived meaning that system flaws set good people up to fail p.5 , and that …only about 5 percent of medical harm effective leadership: the cornerstone 3 is caused by incompetent or poorly intended care p.7. Thus, no matter how cautious and vigilant one person is, there are flaws in the system that no single individual can triumph over. About twenty years ago, the epidemiology of medical error was simple: error is due to carelessness. Unfortunately, reprimanding people and telling them to be more careful did not create a safer care delivery system. For quality health care to occur, medical errors must be viewed as a testament of a bigger problem, and as a data resource to prevent injury.

The spotlight should be on the system and on apprehending specific processes and technical activities, not on blaming and punishing people. An organization that believes that people are the problem will in no way be able to engender a culture of safety. The leader's job, in this case is to build systems that prevent harm and to implement solutions that deal with specific problems within the system. Leaders do well to heed to battista's words: an error doesn't become a mistake until you refuse to correct it. Reason 2001 also points out that it is how we understand and respond to error that decides whether harm or injury can later result.

The journey to a safety culture must therefore begin by changing responses to medical errors and inadvertent incidents. Leaders have to alter their retorts to mistakes and failures by primarily asking 'what happened' instead of 'who made the error'. Fundamental patient safety theories a culture of safety must be built on the knowledge of safety principles and safety concepts. Basic safety principles include: risk of failure is inherent in complex systems, risk is always effective leadership: the cornerstone 4 emerging, not all risk is foreseeable, people and systems are fallible, and clinicians can create safety every day by recognizing and compensating for risks in the work place morath and turnbull, 2005.

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