Othm Level 7 Diploma Health And Social Care Leadership Assignment Sample

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Introduction Of The Health And Social Care Leadership Assignment

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Health and social care management sector is mainly important as it evolved in the context of various flexibilities as well as an ability to provide several opportunities for continuous growth. This is because of various discoveries and changes that bring significant improvements and health standards. In the context of social support and normal lives, it is the emotional support that brings huge changes in the individual well being. Thus, the operational manager of the healthcare sector developed organizational goals and objectives through recruiting, training, and supervising medical staff in proper ways and regulations. Moreover, the study mainly aims to analyse several recommendations based on major challenges incurred within the healthcare sectors to maintain accountability and profitability.

Leadership theories in developing and maintaining trust and accountability

Leadership plays an important role in the success of an organization where effective leadership is the base of a great team which can lead to the achievement of the objectives of an organization. However, effective leadership must be influenced by some theories which are important to assess by organizations so that they can be successfully implemented into businesses (Daú et al. 2019, p. 32). Health and social care sector is no different, as the two sectors require effective leadership theories to be implemented so that they can achieve common objectives. Below are the leadership theories which could be implemented in health and social care organizations.

The great man theories:

One of the most renowned theories assumes that leaders are born and not trained or made. The theory states that a leader has inborn qualities which are essential for becoming a leader such as courage, intelligence, persuasion, aggressiveness, and intelligence. The theory also sticks to the fact that a leader can be made by making them learn about the traits of a good leader as one is born with these traits. The theory is based on the fact that the traits of a leader are stable over time among them and also it assumes that great leaders rise when the need for such a leader arises.

The trait theory:

This theory is based on the extension of the great man theory which states that leaders do pose specific behavioural attitudes which help them in becoming good leaders over time. These characteristics help them in becoming a leader such as emotional stability, competence, acceptance, motivational skills and communication skills and so on. This theory of leadership makes an individual aware of their strengths and weaknesses (Molnár et al. 2021, p. 45). As the name suggests, the natural traits of an individual assist them in becoming an effective leader as similar leadership traits help them in utilising their leadership journey.

Behavioural theory:

This leadership theory is based on the fact that the environment of an individual is responsible for making them an effective leader. The surrounding of an individual forces them to develop some qualities very similar to that of the qualities of a leader. The theory, therefore, assumes that leaders are made and trained and hence there is no relation between them with their birth. Therefore, an individual with no inborn leadership talent can also be trained to be an effective leader. Apart from that, the theory also states that a leader must be aware of their behaviour which can help them in increasing the ability of their team (Ullah et al. 2019). Therefore, the different leadership styles can be recognized with this theory which includes task-oriented leaders, people-oriented leaders, participative leaders and more.

Transactional theory:

This is among one of the newest leadership theories which came into existence during the industrial revolution as businesses were required to increase their productivity in their operations. This leadership theory is therefore based on increasing efficiency in the workplace. Leaders following the theory use disciplinary power to motivate workers so that they can excel in the workplace to their full potential. The leaders, therefore, use rewards or punishment techniques aligning to a task as a transaction. Employees under this leadership theory are monitored to ensure that they get a reward for completing a task (Maher et al. 2019, p. 25). The main focus of the theory lies in achieving short-term objectives, emphasising self-interest and rewarding performance.

Transformational leadership theories:

This theory opposes the transactional theory where the main focus of a leader is to bring a change in the organisation hence it requires a connection between leaders and employees which both together can bring positive changes into an organisation. This leadership theory can help an employee to work beyond their capabilities as they have a vision regarding the organisation and hence they encourage them to achieve that. Therefore, transformational leadership theories boost the morale of their respective teams which helps them in excelling in the workplace (Amin et al. 2021, p. 98). The major illustration of leadership theory is leaders leading with example, self-management, giving importance to communication and always having scope for new ideas.

The contingency theory:

The theory is based on the perception that there is more than one way in which an organisation can be led forward. Therefore, the theory gives priority to external and internal factors that play an important role in deciding the best way to lead a business organisation (Zaçe et al. 2021, p. 31). Therefore, leaders should choose the right approach to lead a team or organisation for maximum productivity. As per the theory, factors like workplace, management style, culture, and employee morale affect a leadership style.

However, concerns about the most suitable leadership theory in the context of healthcare and social care, transformational leadership theory has been assessed as the most favourable theory. The main reason in the context is that this leadership theory in the sector can improve productivity as well as job satisfaction rates.

Analysis of Different leadership style

Based on the above leadership theories there are different leadership styles which can be chosen by leaders for their respective organizations. Some of the most used leadership styles used by global leaders have been assessed in the following points.

Democratic leadership:

Under this leadership style, the leaders use the make-or-break strategy based on the opinion of their team members. However, it is the leader who has the right to make the final decision, this leadership style can lead to the successful completion of organizational objectives. Since team member’s best know an organization, taking feedback from them is essential for the successful implementation of strategies.

Laissez-faire Leadership:

This leadership style is based on giving some authority to employees so that they can proceed with their approach to completing a task.

Autocratic leadership style:

This leadership style opposes the democratic leadership style in which while taking any organisational decision, employees are not considered. Leaders following the style have a positive attitude that any decision they take will be suitable for the organisation and hence expects everyone to adhere to the decision they have taken (Amaraweera et al. 2019, p. 15). However, this leadership style also indicates the limitation in the context of development which can affect an organisation in the long run.

Assessment of relevance motivational theories

Motivational theories are mainly important to understand the perspectives towards achieving industrial goals. However, it is relevant to the entire sector, especially important in the context of business and management. This is because by motivating the employees and enhancing their products to produce or serve patients more carefully in the healthcare sector Stantec, lays down the profitability and accountability of the healthcare firms (Jaiswal et al. 2021,, p. 45). Thus, the operational leaders of healthcare firms identify several motivational theories to increase employee satisfaction and the level of productivity among the medical staff. Moreover, the theories have been illustrated as.

Incentive theory

The theory mainly suggests various reinforcement, recognitions, incentives and rewards based on employees to motivate. Moreover, the incentive theory also propounds the specific result regarding the particular action and reward by the medical staff while taking care of patients as per demand. Several policies and examples have been aligned with the incentive theory such as bonuses, Praise, opportunities, promotions and many more. However, the entire factor has been able to enhance the motivations among the medical staff of the healthcare and social sectors (Narayana et al. 2019, p. 46).

Further, enhancement of salary and wages mainly considers the huge advantages of the medical staff as well as it boosts the staff to contribute their best efforts towards achieving the organisational goals. Each employee gets additional benefits in the way of incentives and rewards such as vacation trips or gets extra wages along with the salary.

Competence theory

This theory mainly proposes the various needs and engagement in specific activities to display the staff's abilities, skills, and intelligence regarding the medical team. Thus, it has been able to determine that feeling competent has been able to improve or boost the employees of healthcare organisations. Moreover, it has also provided a huge focus on improving productivity and company efficiency. However, the competence theory helps employees to encourage employees to receive partial recognition.

Maslow’s Hierarchy theory

These theories are mainly important to meet the various needs of the employees and various groups within the workplace. However, it helps the workers to maintain positive alignment among them. Moreover, the theory supports the socialisation and needs of the employees to accept the rewards and responsibilities towards managing the healthcare sectors based on maintaining medical needs and policies.

Furthermore, the motivational theories mainly motivate the employees of the healthcare sectors by providing rates and rewards, benefits such as incentives and many more (Schouten et al. 2019, p. 12). Thus, the business leaders of the healthcare sector extremely feel safe by implementing the additional incentives carefully among the medical team while procuring beneficial services for their patients.

Factors influencing motivation and performance in the healthcare and social care sector

Employees feel safe and assured regarding their jobs as per their work performances, as it is more enthusiastic to bring a more comfortable environment for the patients. Moreover, employee engagement is an emotional commitment that extracts the healthcare sectors to achieve competitive goals (Vainieri et al. 2020, p. 55). This is because of identifying the several factors that have helped the performance of the healthcare sectors in an organised way to achieve sustainable achievement based on healthcare and its development facilities.

Rewards and Recognitions

It is a mandatory process to enhance employment activities and boost the mindset of the employees by providing rewards and feedback at the same time. However, rewards are of several ways such as both cost and impact or offers that are being provided as a portfolio of rewards. However, in such cases, the operational leaders of the healthcare and social factors encourage the employees to exceed the various roles and responsibilities to promote the positive impacts determined by the employee's behaviour.

Development

Proper development and growth are essential for the business by motivating the employees in terms of achieving monetary rewards and contributions. Regular development allows the employees and the medical staff to demonstrate manager users' values and interests to enhance the business expectations (Rahman et al. 2019, p. 30). Thus, it helps medical practitioners and staff to enhance their business inputs and outputs in a proper way to lead development growth.

Proper leadership

Leadership is an appropriate role that helps the company to strongly determine their performance management based on its outstanding work capacity. It has been identified that good leaders had truly identified the various ideas and importance to motivate the employees and staff's performance at a huge level. Thus, it has been able to recognize the various expectancies that help the medical staff to inspire reasonable expectations such as providing credit benefits, and staff performance appearances at a large scale.

Impact of performance management on the success of Health and Social

Care organisations

Performance management mainly helps healthcare management and leaders by identifying the areas of managing the key performance indicators systematically. Thus, the company has been able to identify several initiatives and metrics to evaluate performance management, a key indicator in healthcare and social sectors in the UK (Barchielli et al. 2022, p. 14). Moreover, performance affects healthcare management through improving the employees' performance, building high performing effective workforce as well as delivering quality service benefits.

Several trends and analyses helped the healthcare firm to evaluate the performance management that has been illustrated.

Quick and effective physician review

It has been identified that effective leaders and healthcare concerns quickly addressed the best concern regarding delivering the best efforts. Several multi-disciplinary feedback and reviews are the necessary steps to provide more focus and keep on track the performance ((penguins.co.uk, 2022)..

Agile goals and development plan

These factors are critical to providing more concern for employees to feel happy, as the medical staff of the healthcare sectors determine their various goals and alter development and training prioritise tasks (Colnar et al. 2022, p. 18). In such cases, the healthcare organisation quickly turns to a more agile and flexible goal management model to allow easy and ongoing service regarding taking care of the patient's needs and demands in a comprehensive approach.

Empowering employees

is an effective part of healthcare performance management, as per the various attributes and engagement process employees feel safer and more flexible to develop various skills to strengthen the improved outcomes of the majority of stakeholders (Tian et al. 2022, p. 17). Thus, it reduces the various improvements and outcomes regarding making several profit benefits.

Analysis of own practice for positive culture in the organisation

It has been identified that several alignments have been able to reflect the core beliefs regarding creating a positive culture in healthcare organisations, as they consist of various positive missions and development values or systems.

Creating engaging employees

This is an important factor and way that helps to create a positive work culture and effective team member sponsorships (Demirdö?en et al. 2022). Thus, it helps effective employees to acclimate to their surroundings and bond with co-workers right away. To threaten the effective employees by providing them with new ideas and recommendations regarding introducing the positive mission and aims.

Encourage team building

It is an appropriate technique that has helped to enhance positive awareness and create valuable goals to meet the specific demand and patient satisfaction. However, the team-building process is an effective way that can be able to create positive relationships among consumers. Several ways to procure the team building process such as: training, enhancement of skills and many more.

Focus on employees' contributions

It is an effective process that helps the leaders of the healthcare sectors to create initiatives to showcase the employee's positive behaviours (Krupi?ka, 2021, p. 12). However, it helps the team to provide more positive service to their patients within the healthcare and social sectors in the UK.

Features of an effective team

It has been identified that there are several features present in effective healthcare teams that traditionally provide effective support to the team members to make more competitive support and healthcare initiatives.

Several features provide support to build effective team members among healthcare workers such as shared goals, clearly defined roles and responsibilities, the ability to adapt to any position quickly, continuous learning and many more (Mobasher, 2022, p. 43). However, such features generally helped the healthcare workers and staff to determine positive necessary support for their patients and care users.

Analysis of different models of team leadership and their application to the Health and Social Care

Social Care sector

Considering the different models of leadership in the healthcare and social sector, it can be said that models such as participative, authoritarian, delegative, transformational and transactional leadership models are the models which can be used in the sector. However, the transformational leadership model has been touted as one of the best models for the sector. By using the models of leadership, nurses and other healthcare staff would be able to think fast and delegate authority to subordinates (Pflugfelder, 2021, p. 41). Considering the participative leadership models, it can be said that this model is fair and democratic and healthcare organisations can use it for improved performance in this sector.

Challenges to overcome effective team performance

Considering the challenges that arise in achieving effective team performance, it can be said that there are various ways in which the challenges can be overcome by an organisation. Therefore, there lies more than one way in which the challenges can be overcome by a leader in a specific organisation. Therefore, it can be said that some of the ways to overcome effective team performance can be seen in the below points of the study.

Delegate effectively way:

The challenge arises in effective team performance when the leaders fail to assign different tasks to each individual by not knowing their strengths and weaknesses (Pitocco, 2022, p. 14). Theretoder to have efficiency in the team performance it is important to assign each task as per the skills and abilities of an individual.

Handling personal clashes:

One of the issues also arises in the efficiency of the team performance is that one needs to handle the clashes of team members which often arise due to conflicting interests hence the leaders should manage it effectively so that the overall team performance could be increased.

Developing a strong collaboration:

It is also important for a team to develop a strong collaboration which can positively impact the team's performance to a great extent (Shah et al. 2022, p. 12).

Analysis of different management styles

Considering the analysis of management styles in the health and social care sector, there lies popularly 4 different management styles which are being used in the sector. These styles are servant leadership, transformational, charismatic and transactional (SimoneT, 2021, p. 29). Since technology continues to put more strain on the health and social care sector, patients expect more control in their treatment in this respect.

Conclusion

In conclusion, it can be said that the study has been based on assessing different leadership and management styles and models in the healthcare sector. The different leadership theory has been discussed in brief detail and how the health and social care sector can utilize this in their organisation has also been assessed. Apart from that, the study also discusses the different motivational theories that leaders use for motivating their employees. Different leadership styles in the healthcare sector have been briefly discussed as has how leaders could use these styles in their organisations for the achievement of common organisational goals.

Reference:

Journals

Amaraweera, S.P. and Halgamuge, M.N., 2019. Internet of things in the healthcare sector: overview of security and privacy issues. Security, privacy and trust in the IoT environment, pp.153-179.

Amin, R., Al Ghamdi, M.A., Almotiri, S.H. and Alruily, M., 2021. Healthcare techniques through deep learning: issues, challenges and opportunities. IEEE Access, 9, pp.98523-98541.

Barchielli, C., Rafferty, A.M. and Vainieri, M., 2022. Integrating Key Nursing Measures into a Comprehensive Healthcare Performance Management System: A Tuscan Experience. International Journal of Environmental Research and Public Health, 19(3), pp. 1373.

Colnar, S., Radevi?, I., Martinovi?, N., Lojpur, A. And DIMOVSKI, V., 2022. The role of information communication technologies as a moderator of knowledge creation and knowledge sharing in improving the quality of healthcare services. PLoS One, 17(8),.

Daú, G., Scavarda, A., Scavarda, L.F. and Portugal, V.J.T., 2019. The healthcare sustainable supply chain 4.0: The circular economy transition conceptual framework with the corporate social responsibility mirror. Sustainability, 11(12), p.3259.

Demirdö?en, G., I?ik, Z. and ArayicI, Y., 2022. Determination of Business Intelligence and Analytics-Based Healthcare Facility Management Key Performance Indicators. Applied Sciences, 12(2), pp. 651.

Jaiswal, K. and Anand, V., 2021. A survey on IoT-based healthcare system: potential applications, issues, and challenges. In Advances in Biomedical Engineering and Technology (pp. 459-471). Springer, Singapore.

Krupi?ka, J., 2021. The Performance Management Design in Public Hospitals: A Case Study. Network of Institutes and Schools of Public Administration in Central and Eastern Europe.The NISPAcee Journal of Public Administration and Policy, 14(1), pp. 107-133.

Maher, N.A., Senders, J.T., Hulsbergen, A.F., Lamba, N., Parker, M., Onnela, J.P., Bredenoord, A.L., Smith, T.R. and Broekman, M.L., 2019. Passive data collection and use in healthcare: A systematic review of ethical issues. International Journal of Medical Informatics, 129, pp.242-247.

Mobasher, Y.A., 2022. Human Resources Management - A Strategic Key towards Public Hospital Performance. Revista de Management Comparat International, 23(3), pp. 426-438.

Molnár, E., Mahmood, A., Ahmad, N., Ikram, A. and Murtaza, S.A., 2021. The Interplay between Corporate Social Responsibility at Employee Level, Ethical Leadership, Quality of Work Life and Employee Pro-Environmental Behavior: The Case of Healthcare Organizations. International Journal of Environmental Research and Public Health, 18(9), p.4521.

Narayana, V.L., Gopi, A.P. and Chaitanya, K., 2019. Avoiding Interoperability and Delay in Healthcare Monitoring System Using Block Chain Technology. Rev. d'Intelligence Artif., 33(1), pp.45-48.

Pflugfelder, N.S., 2021. Knowledge management as a driver of performance in ambulatory healthcare – a systematic literature review through an intellectual capital lens. Journal of Intellectual Capital, 22(2), pp. 403-432.

Pitocco, C., 2022. Systematic Outcomes Measurement Can Lead to Performance Excellence. Journal of Healthcare Management, 67(3), pp. 145-148.

Rahman, M.H., Tumpa, T.J., Ali, S.M. and Paul, S.K., 2019. A grey approach to predicting healthcare performance. Measurement, 134, pp.307-325.

Schouten, B., Bergs, J., Vankrunkelsven, P. and Hellings, J., 2019. Healthcare professionals’ perspectives on the prevalence, barriers and management of psychosocial issues in cancer care: A mixed methods study. European journal of cancer care, 28(1), p.e12936.

Shah, S.A., AsiF, M.A., Shoukat, M.H., Sema, P. And REHMAN, S.U., 2022. Quality Management Practices and Inter-Organizational Project Performance: Moderating Effects of Inter-Organizational Communication, Relationship, and Process Conflicts in Healthcare. Sage Open, 12(3),.

SimoneT, D., 2021. French Idiosyncratic Health-Care Reforms, Performance Management and Its Political Repercussions. Risk Management and Healthcare Policy, 14, pp. 2971-2981.

Tian, L.T., Salam, I. And SINGH, M., 2022. Blockchain-based healthcare management system with two-side verifiability. PLoS One, 17(4),.

Ullah, S., Kim, K.I., Kim, K.H., Imran, M., Khan, P., Tovar, E. and Ali, F., 2019. UAV-enabled healthcare architecture: Issues and challenges. Future Generation Computer Systems, 97, pp.425-432.

Vainieri, M., Noto, G., Ferre, F. and Rosella, L.C., 2020. A performance management system in healthcare for all seasons?. International Journal of Environmental Research and Public Health, 17(15), p.5590.

Widjaja, F.F., Shatri, H. and Putranto, R., 2020. Health issues among healthcare workers during COVID-19 pandemic: a psychosomatic approach. Acta Med Indones, 52(2), pp.172-6.

Zaçe, D., Hoxhaj, I., Orfino, A., Viteritti, A.M., Janiri, L. and Di Pietro, M.L., 2021. Interventions to address mental health issues in healthcare workers during infectious disease outbreaks: a systematic review. Journal of psychiatric research, 136, pp.319-333.

Websites:

penguins.co.uk, 2022. Healthcare performances. Available at: https://www.penguins.co.uk/incentive-travel-blog/5-factors-that-affect-employee-motivation [Accessed on: 30, September 2022]

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