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Leadership styles continue to be an essential tool towards organizational development and team building. It serves both as a guide and instrument towards achieving the desired objectives and ideals that can cater either to improvement or abolishment.

That is why it is essential for leaders and potentials to understand its styles and appropriately apply it to gain growth and development.

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Looking at it, there are different leadership styles that managers can apply to their organizations and are dependent on both the mission and vision of an organization and the preference of the person-in-charge. “By understanding these leadership styles and their impact, you can become a more flexible, better leader” (Mind Tools, 2006, p.1).

Among these leadership styles include: (1) autocratic leadership, (2) bureaucratic leadership, (3) charismatic leadership, (4) democratic, (5) laissez-faire, (6) people-oriented, (7) task-oriented, (8) transactional, and (9) transformational (Mind Tools, 2006).

All these styles have their unique and essential elements that can vary depending on the objectives and goals that a particular leader wishes to achieve. Though this may the case, it is also important to point out that all these things have things in common.

One important competency that these leaders have is the ability to manage the team and apply the rules and objectives of an institution/organization (Mind Tools, 2006). The main difference that all these have is how it is applied and implemented.

Likewise, listening and communication remain to be an essential tool for it actively determines the way employees react to any decisions and models applied among individuals (Dixon and Bilbrey, n.d.).

In the end, by combining both leadership styles and competencies, managers can actively drive an institution to its desired outlook and foster a commitment towards optimal functioning and facilitation.

Likewise, there is a direct relationship between leadership and organizational success particularly in Veterans Administration. One important thing to note that medical services such as this facet entails leaders that are up to the task of ensuring that objectives and goals are met by both practitioners and the devices that are used.

That is why leaders are required to vibrant and resilient to change so as to foster effective avenues towards addressing the increasing challenges both in facilitation and administration (Volpp, 2007).

At the same time, administrators must be keen to the evolving nature of their field as new methods and technique emerges. One way to ensure this is keeping their records updated and models susceptible to change.

This can be done by encouraging training and research to keep practitioners updated on the vital issues surrounding the profession (Goldman and Dubow, 2007). This then can ensure that the practice remains top of the line within the region and practice.

Moreover, active listening and communication also is a vital aspect in Veterans administration. Since this industry involves around service, customer satisfaction remains to be an important determinant for the success of this industry.

Due to this, standards must be placed accordingly to determine the level of satisfaction among clients and measure the performance of service among practitioners. That is why adapting a system such as Six Sigma can be effective in catering the level of involvement and service facilitated to a customer (Daniels, 2007).

Lastly, for organizational success to become prevalent there must be a degree of professionalism among employees of practice. By providing protocols and standards of practice, it can intensify the service provided among clients and further the level of satisfaction felt by individuals who are rendered such assistance (Volpp, 2007).

Applying this to Riverside community hospital, there are relatively 5 areas that should be looked into to enhance growth and development. The first one involves improving assessment procedures both on employees and clients.

By devising an assessment that is fair and transparent, administrators can increase accountability and intensify the service provided to these individuals. Moreover, this can make facilitators responsible and committed towards care.

Another idea that should be administered revolves around cultivating focus and strategy building. For the part of focus, weaknesses of the organizations must be considered and determine short and long term goals so that facilitators can pinpoint what areas need to addressed and what issues need to be revamped (Volpp, 2007).

This then can be supplemented by providing a strategy to address a specific action. By pointing these out, it can be advantageous to the hospital in facilitating medical attention and care.

After going through these 3 stages, it is now important for administrators and management to keep their lines open for possible changes. Since one initiative may not be enough to actively address the hurdle or problem, it is then essential for medical administrators to be constantly adaptive to these changes.

Doing this, a formal evaluation can be made to sustain the needed changes and actively reinforce strategies that can be deemed competitive and vibrant (Volpp, 2007).

To conclude, leadership remains to be an essential element in any organizational setting. By increasing and administering new standards that can intensify growth, companies can remain to be susceptible and dynamic to change. This in turn can lead towards better facilitation and administration of goals and objectives.

References

Daniels, S. (2007). Six Sigma At Cigna. Quality Progress, 40(5), 43-48.  Retrieved August 23, 2008, from http://proquest.umi.com/pqdweb?did=1284874541&Fmt=4&clientId=29440&RQT=309&VName=PQD

 Dixon, D. & Bilbrey, P. (n.d.) Leadership Development: Your viability depends on your capability. Baptist Leadership Institute. Retrieved August 23, 2008 http://www.baptistleadershipinstitute.com/ContentDocuments/LEArticles/DianeandPamMay.pdf

Goldman, E. F., Dubow, M. J. (2007).  Developing and Leading Successful Growth Strategies.  Healthcare Executive 22 (3); 9. Retrieved on August 23, 2008 from ProQuest.

Mindtools (n.d.) Leadership styles – Using the right one for your situation. Retrieved August 23, 2008 from http://www.mindtools.com/pages/article/newLDR_84.htm

Mindtools (n.d.) Active Listening – Hear What People Are Really Saying. Retrieved August 23, 2008 from http://www.mindtools.com/CommSkll/ActiveListening.htm

Volpp, K. (2007). Designing a Model Health Care System. American Journal of Public

Health, 97(12), 2126-8.  Retrieved August 23, 2008, from ProQuest.

 

 

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