Leadership Consultancy Portfolio Assignment Sample

Introduction - Leadership Consultancy Portfolio Assignment Sample

The leadership consultancy is a facilitative and consultative process to support the organisation to understand the structures and models. This can serve the business strategy, leveraging the unique services. The consultancy portfolio aims to offer advice of strategic leadership for the care home within the Oaks, this is listed in the CQC as the “requires improvement”. The key emphasises on resolving the major identified areas within the report of inspection to gain the goof rating in the upcoming review. This is residential care home which is offering the services for the older residents, like as people with the dementia. The report of CQC showcases the major developmental areas like as efficient management and leadership oversight, staff training and development. These weaknesses have affected the delivery of high quality, responsive and safe care, requiring the urgent action. The portfolio will start via evaluating the different challenges related to the leadership The Oak facing. This will shed light on the relevant leadership concepts and theories.

Task 1: Introduction/Analysis

The organisational culture depicts to the shared behaviours, beliefs and values which can shape how the workers can work and interact within the organisation. In context to the health and social care setting, the culture of organisation mainly influenced patient outcomes, staff morale and service quality. The effective and positive culture boost the ongoing development, accountability and collaboration, this is important for the making sure about the effective and safe care. On the other hand, the poor culture can boost the low engagement of staff and inadequate service delivery. The leadership is about the capability to influence and guide the others related to gaining the objectives. This plays a major role within developing the culture of organisation. Within the organisations of health and social care, the efficient leadership makes sure about the effective alignment of the quality care standards with the operational practices. The theories of the traditional leadership, this includes the transactional leadership focuses on the accountability, reward and structure. This might be efficient for making sure about the regulations with the compliance.

However, the transformational leadership demonstrates on the motivating, inspiring, driving culture change and encouraging the innovation. This is an effective approach for resolving the systemic challenges within the organisations of care. The different contemporary theories, like as situational leadership, this focuses on the adaptability, in this the leaders can shift as the style related to the demand of the specific circumstances and team. The different theories are mainly related to the unpredictable and dynamic environment related to the services within the health and care. The CQC (Care quality commission) is majorly regulatory related to the services within the health and social care within the England (Care quality commission, 2024). The major role to regulate, inspect and monitor the services to makes sure that these can fulfil the standards of the safety and quality. Via the effective and detailed inspections, the major CQC evaluates the services related to the different criteria like as leadership, care responses and safety (Britland, 2019). The CQC report showcases the developmental areas and strengths as well, offering the transparency to roadmap and stakeholders for the development of organisation. Moreover to the inspection, the effective CQC offers supports for the developing via providing the resources and guidance to offer help to organisations in resolving the weaknesses.

The report of CQC related to the Oaks showcases the development areas such as management and leadership oversight and staff training and development. The different issues majorly contributed within staff performance and care quality inconsistencies (Hensmans, 2021). The portfolio will emphasise on evaluating the issues and developing the leadership strategies to resolve these. Through emphasising on the applying the adaptive leadership and learning culture, the organisation can make conducive environment which can boost the good rating and service delivery within the Upcoming CQC inspection.

Task 2: Presentation of the Health/care organisation

Overview of Oaks: This is a care home residential, offering the support to the older individuals and 24-hour care; this is involving the individuals with the dementia. This develops to different populations with the different dependency levels, emphasising on the providing the comfortable and safe living environment (The Oaks, 2024). The services involve the customised dementia care, daily activities assistance and personal care. The major mission, aims top offers the care based on the person centerer which can boost the life quality of the residents.

Key challenges and areas needing development: The CQC report for the organisation identified the two major issues; these are requiring the development such as management and leadership oversight and staff training and development.

Staff training and development: The report showcases the major gaps within the competency of staff, along with the training which is insufficient within the different areas. This includes the safeguarding and dementia care, this is leading to care delivery inconsistencies (Wollmann et al, 2020). This focuses on the staff capabilities to offers the personal cenetered, high quality and safe care.

Management and leadership oversight: The effective inspection showcased the lack within the efficient leadership which can offer the accountability, monitor standards of care and clear guidance. It has majorly contributed in the low staff morale, poor communication and inadequate coordination of service.

These different issues mainly are aligned to the expectations of regulatory which outlined within the different policies like as Health and social care Act 2008, regulation 2014 (regulated activities), this command that providers of care needs to make sure about the suitable training for staff and focuses on the practices within the leadership to offers the efficient care and safe delivery.

Impact of challenges on the Quality of care: The gaps within the training and development of the staff focuses pm the capability to offer the high quality and consistent care, mainly placing the residents in the risk (Wollmann et al, 2021). The staffs who are poorly trained can struggle to resolve the major resident’s need and recognise. Same, the weak management and leadership oversight outcomes within the exacerbating inefficiencies in service, fragmented operations, unclear expectations and affecting the well being of resident.

The role of leadership within developing change: The efficient leadership plays a major role for developing the organisational improvement and resolving the challenges. The transformational leadership, developed by the motivating and inspiring the staff, this is mainly related. The leaders need to boost the ongoing culture, focusing on the significance of professional development and training to boost the competency of staff. The situational leadership plays a major role; this is permitting the leaders to effectively adapt the approach related to the specific circumstances and team dynamics. Leader’s key attributes are capability to instil developmental vision, resilience, emotional intelligence and strong communication skills.

TASK 3: Organisation tools and processes

The report emphasises on the resolving the indentified issues within the CQC report of the Oaks like as management and leadership oversight, staff training and development. This demonstrates on the strategies, leadership models and organisational tools important for service development and drive change.

The need for change and service improvement: The high-quality care consider as fundamental to makes sure about the resident’s outcomes, dignity and safety. Resolving the identified issues of the CQC plays a major role to boost the delivery service. The efficient development of service needs effective and structured approach which can align with the team capabilities, organisational goals and leadership to tackle the deficiencies. This includes the weak leadership and inadequate training oversight.

Organisational tools and leadership models: The different leadership models like as situational leadership and transformational leadership are important within developing change. The transformational leadership develops the shared developmental vision, motivates the staff and boost the innovation (Transformational leadership, 2024). This is creating it more appropriate to resolve the systemic challenges. On the other hand, the dependency on the effective interpersonal skills can reduce the efficiency if the leaders don’t have the emotional intelligence. The effective situational leadership, this mainly adapts the style of leadership to the team dynamics and situation (Situational leadership, 2024). This can makes sure about the flexibility but might increase the inconsistent messaging.

The effective tools such as PESTEL analysis offers the understanding related to the external aspects affecting the change. Via effectively understanding the legal, environmental, technological, social and economic aspects, the leaders might develop the strategies which can line up with the external environment of organisation. For instance, the constraints of economic can needs the training solutions related to the cost effective, the legal obligations showcases the significance of health and social care Act 2008 with the compliance. SWOT analysis might work well with the PESTEL via understanding the threats, opportunities, weaknesses and strengths of the Oaks. The different strengths like as staff might be motivated; on the other hand, weaknesses such as skill gaps can be resolved. The benchmarking against the care home with the high performing home care offers the efficient practices.

Selection and recruitment: Effectively recruiting the appropriate team and leaders plays a major role for the efficient development of service. The leaders need to holds the capability to support, inspire staff, emotional intelligence and expertise (Manley et al, 2022). The effective recruitment procedure needs to focus on the experiences with the candidates within the setting of health and care setting. The effective communication skills and regulatory compliance knowledge skills plays a major role. Developing the team with the skills based on the complementary makes sure about the vision of leadership appropriately executed.

Key attributes of leaders in effective health/care: The effective leaders within the setting of health and social care exhibits:

Emotional intelligence: Manage the morale of staff and developing trust

Resilience: Reducing the complex challenges and managing the stress

Vision: communicating and making the clear goals

Empathy: Understanding the resident and staff needs

Accountability: Making sure about the alignment with the care standards and monitoring progress

Mission, vision and role of leadership in change: The vision and mission of Oaks emphasise on the offering personal centred, high quality and compassionate care. The leaders play a important role within the lining up the goals with the organisation via inspiring the staff to boost the ongoing learning culture and adopt the effective practices (Buch and Damle, 2019). For instance, resolving the gaps related to the staff training can effectively contribute to the gaining care with the high quality. Developing the oversight of leadership makes sure about the consistency and accountability across the different operations.

PESTEL analysis of The Oaks:

Problem specific analysis: The tools such as SWOT analysis offer the targeted insight within resolving the major challenges. For example, the different strengths like as workforce committed might offer support within applying the programs of new training. The different weaknesses such as practices of the outdated practices of management showcases leadership development requirement. Benchmarking against the care homes which are high performing might provide the practical solutions, like as focusing on the training models.

Values of leadership theory within developing the efficient teams: The theories of leadership offer the effective framework for boosting the capability of cohesive teams for driving the change. The transformational leadership motivates staff and shared vision to gain the collective objectives. The situational leadership makes sure about the flexibility within resolving the different challenges. The servant leadership, this focuses on the empowering and supporting staff, might boost the care quality and team morale.

Experience stress-free academics with our reliable Assignment Helper team! We combine expertise, dedication, and timely delivery to ensure your complete satisfaction and academic growth.

Task 4: Leadership development recommendations

The importance of effective leadership at the time of transitional periods: The leadership plays a major role in making sure about the effective transition at the time of organisational change. Majorly within the health and social care setting in which the safety and quality are important. The effective leadership boosts the accountability culture, manage the team morale and inspires the confidence. Within the periods of transition, leaders need to guide the teams via the different uncertainty, making sure about the service development and lining up tem with the goals of organisation.

• Key challenges faced by the leaders at the time of transition: The leaders can posses the different challenges at the change periods.
• Resistance to change: Staff can resist the roles and processes to perceived control loss and unknown fear.
• Communication gaps: The lack in clarity and miscommunication might result in goals misalignment and confusion.
• Emotional strain: The staff can burnout and experience stress, affecting the performance and morale (Dalcher, 2022).
• Resource constraints: The human resources and limited financial might affect the change application.

Essential attributes of leadership for the transitional periods

The efficient leaders at the time of period of transition exhibits:

• Adaptability: The effective flexibility to smoothly respond to developing challenges
• Empathy: Understanding the staff’s emotional needs
• Resilience: Managing the positive uncertainty and focus
• Visionary thinking: Capability to inspire others and clear direction (Jayashree et al, 2022).
• Communication skills: Making sure about the consistency and clarity within the messaging.

Recommended leadership theories: The two theories of the leadership stand out for effectively guiding the leaders at the time of transition:

Transformational leadership: The effective approach inspires and motivates the teams via building trust, encouraging the innovation and shared vision (Transformational leadership, 2024). This is mainly efficient within the aligning the organisational goals with the staff and resolving the resistance.

Situational leadership: The theory focuses on the adapting the style of leadership based on the specific challenges and team needs of the every transition phase (Situational leadership, 2024). This makes sure about the responsiveness and flexibility at the time of change.

The transformational leadership can boost the vision and morale, the situational leadership makes sure that the leaders might pivot the approach. Joining the theories might effectively optimise the effectiveness of leadership.

Leadership competencies for the phase of transition

• Initial phase: The communication skills and effective strategic thinking are important to resolve the concerns and outline the overall vision.
• Implementation phase: The adaptability, conflict resolutions skills and abilities of problem solving are important (Hensmans, 2021).
• Sustainability phase: Developing continues development culture and monitoring the progress become the major part.
• Change management model: In order to offering support to the leaders within developing change within the Oaks, the effective change model based on kotter’s 8 steps recommended.
• Create sense of urgency: Showcases the significance of the resolving the identified issues within the CQC report
• Building the guiding coalition: From team of leadership committed to boost the change
• Develop the strategy and vision: Line up care standards and organisational goals with the vision
• Communicate the vision: Makes sure that all stakeholders can support and understand the objectives (The 8 Steps for Leading Change, 2024).
• Empower broad based action: Empower the staff and remove the obstacles via the support and training
• Generate the short-term wins: Celebrate and indentify the successes early to boost the momentum (Shah, 2020).
• Produce more change and consolidate the gains: Develop the developments initial for developing change
• Anchor new approaches within culture: The changes integration within the culture of organisation for the impact based on the long term.

The model focuses on the momentum building, clear communication and staff engagements, these are important to resolving the issues within The Oaks. On the other hand, this might be managing the momentum and time intensive can be challenging as well, these might be recuing via utilising the measurable milestones and appointing the change which are dedicated to track out the whole procedure.

Leadership strategies to support the teams via change

• Participative leadership: Including the staff within the decision making, decrease the change resistance and develop the ownership.
• Compassionate leadership: Focusing on offering the emotional support and well being of staff to support the in boost the performance and morale.
• Staff training: The comprehensive training focuses on staff along required skills adoption to boost care delivery and novel processes (Turner and Tsang, 2023).
• Motivation Theories: Application of the Maslow’s Hierarchy of needs and two factor theories makes sure that the staff are engaged and motivated.
• Incentives: Rewarding and recognising the contributions develops the positive behaviours and morale as well.

Key recommendations to drive the change:

• Development of leadership: The organisation ought to Invest within the training of leadership based on the situational and transformational leadership.
• Staff training and development: Applying the programs of the robust training to makes sure about the care standards with the compliance and resolves the skill gaps
• Developed communication: The Oaks needs to establish the channels related to the communication to makes sure about the alignment and transparency.
• Resource allocation: The organisation recommended to allocate the adequate resources which can offer support to the staff at the time of change.
• Embed change within the culture: Anchor the different attitudes and new processes within the culture of organisation via the reinforcement and ongoing monitoring.

CONCLUSION

Conclusively, it states that the consultancy portfolio emphasise on the major identified issues within the CQC report for the Oaks. This includes the poor communication and inadequate staffing. Through the recommendations, these can offers the strategies related to the effective leadership. This includes the situational and transformational leadership; this is mainly supported by the framework of the change management such as Kotter’s 8 step model. The effective approach focuses on the high quality care, clear communication and team empowerment. The understanding of different leadership models and theories plays a major role in developing the adaptability, accountability environment and guide the effective decision making at the time of transition.

REFERENCES

Books and journals

• Britland, J., 2019. Developing Self-Directed Learners through an ePortfolio Peer Consultant Program. International Journal of ePortfolio, 9(1), pp.45-54.
• Buch, V. and Damle, P., 2019. Project portfolio stakeholder identification and classification: an empirical study. Journal of Management Research, 19(3), pp.145-156.
• Dalcher, D. ed., 2022. Rethinking project management for a dynamic and digital world. Routledge.
• Hensmans, M., 2021. A new matrix for building platform portfolios: how companies can sustain their leadership. Journal of Business Strategy, 42(3), pp.159-167.
• Jayashree, P., El Barachi, M. and Hamza, F., 2022. Practice of sustainability leadership: A multi-stakeholder inclusive framework. Sustainability, 14(10), p.6346.
• Manley, K., Crouch, R., Ward, R., Clift, E., Jackson, C., Christie, J., Williams, H. and Harden, B., 2022. The role of the multi-professional consultant practitioner in supporting workforce transformation in the UK. Advanced Journal of Professional Practice, 3(2), pp.1-26.
• Shah, S., 2020. Digital health leadership: carving a new pathway. Future Healthcare Journal, 7(3), pp.199-201.
• Turner, S. and Tsang, Y., 2023. Nature versus nurture: what underpins great leadership? The case for nurture. Clinical Oncology, 35(1), pp.6-9.
• Wollmann, P., Kühn, F. and Kempf, M., 2020. Three pillars of organization and leadership in disruptive times. Springer International Publishing.
• Wollmann, P., Kühn, F., Kempf, M. and Püringer, R. eds., 2021. Organization and leadership in disruptive times: Design and implementation using the 3-P-Model. Springer Nature.
• Yoshino, N., Taghizadeh-Hesary, F. and Otsuka, M., 2021. Covid-19 and optimal portfolio selection for investment in sustainable development goals. Finance research letters, 38, p.101695.