Leadership and Management theories

within health and social care Including

human factors, education, and clinical
delivery
Introduction
Emphasis is placed on leadership and management in healthcare as important aspects of the
healthcare professional’s role. This document is intended to address some major issues they may
face within health and social care including human factors, education, and clinical delivery. The
focus here is on understanding the term leadership and management with the help of health and
social care. I believe that policy and political awareness is also very important to deliver operations
in a highly political context. The critiques raise a critical perspective from the theory of Marx and
feminist theory worked in sociology and physiology [1].
‘’Self-discovery and self-awareness are critical to developing leadership capacity. And personal
reflection and analysis of one’s leadership behaviors are key ingredients in the process. Equally
valuable are the insights of those who are individual leaders. Know well, their experience in
leadership roles…’’ (Kouzes and Posner 2011 p13).
This statement gives the idea that leadership is as much about knowing yourself as it is about
working with the team. I would like to discuss the major understanding of how humans go with
their lives and the work is another side of the coin. The other sentences indicate the value of getting
feedback from others but it has issues such as honesty. We need to understand the fundamental
fallibility of human actions, and that we often operate within flawed systems. There is no single
concept here. Leadership and management must be viewed in an organizational context in which
sociology and physiology of human thought, interprofessional practices, and gender. It influences
how people perceive those who are working with or all around us. From the basic level when we
start learnings it requires us to know how about ourselves and others. This is the start-up, from
here we need to be able to understand the place of healthcare provision in a wider socio-political
context, and we need to know how certain modes of management come about and limit or enhance
practices. We already know healthcare delivery is about people, we talk about the ‘human factors’
when understanding the service delivery process. In many industries, where errors can be fatal,
efforts are made to analyze all systems to determine how errors occur and then plan to hinder them.
It has been successful because it is recognized that ‘human factors play a major role in the system’s
usefulness. But when you are trying to understand yourself, it is required to need all the plans for
the ‘human factor’ and the problems caused by them [2].
In the case of clinical leadership, it’s useful to think of 5 key areas for personal development.
Undoubtedly, it is written as a guide for nurses, but these 5 keys may apply to other health
professionals.
 1) Managing yourself as a professional worker
Who you are? What are your weaknesses and strengths also? Are you motivated by yourself? Are
you emotionally motivated? Are you intelligent? What things help to motivate you? What kind of
relationship do you build with the organization you work for? What are your professional values?
What are your values? What do you think?
2) Management of the team
What ideas do you have for the team? What makes for the work of a team? What are the personal
skills that are required for teamwork? What perception do you have about the people and how they
work? What are the local human factors involved in teamwork?
3) Patient-centered care
What does it mean? What attitudes do you have that prevent or promote it? Is there a difference
between theories of patient-centered care and practices? What is the safety system for our patients?
4) Network
Does the person involve in your network? What are the tools used for networking? What are the
required skills for networking? What is the meaning of networking in nursing? Is networking
valuable or not? What roles are played by social media in networking?
5) Political awareness
What are the effects of policy drivers on you and your work? How can you change your decisions?
What is the level where you operate? What is the role of organizational structure that prevents you
and your team’s development?
Such! Need to understand yourself (manage yourself) & (patient-centered care) Then comes to
three main levels micro, meso, and macro. Patients come under the category of micro, all the
clinical setups consider meso, and macro means all the organizations such as hospitals. Main issues
of leadership practice and management. Power, gender, and interprofessional practice. And needed
to use different tools to enhance the working of networking and issues of the team. We need to
understand the current and future political context. If one wants to become a full founder leader in
their field these are the important keys to consider.
Leadership is a concept that much has been written about it and it is often associated with the term
‘management’. These are not the same things, of course, we need to understand these two terms.
These are often used interchangeably in the literature. It’s an important point to think about why
we are using these words together. Often the word ‘leadership’ has a special meaning. It is seen as
a valuable thing and a romantic idea that will help to save the organization from loss. For some,
the concept of a brave leader serves as the alpha male who will make the necessary changes. A
variety of theories and principles apply to building a wellness program. Energy conservation,
economies of scale, emotional intelligence, cognitive load (reducing external cognitive load),
positive behavioral support (internal empathic support, drive for). Maintain knowledge schema
familiarity and operational consistency across IT interfaces. Downstream impact on the work
environment and staff engagement. Here, I would add three main steps to understanding how
human factors affect healthcare workers and their patients. 1) Don’t overlook a hidden problem,
2) See HFE influence but don’t acknowledge it, 3) Awareness of HFE influence and address it as
a systemic/organizational problem. The setting of medicine’s culture of tolerance and silence is
one of the best storms in the history of healthcare reform. Both the immediate external clinical
environment and the internal psychological environment invalidate the human needs of healthcare
workers. [3]
Being an effective leader is considered a highly valued component of education, and is recognized
as very important to the delivery of high-quality teaching, research, and clinical practice.
Leadership is an effective process through which several people work together to achieve a
common goal. However, healthcare education leaders shouldn’t depend on formal higher
authorities, but instead, use their appropriate leadership qualities regarding their level within the
organization. There are many different models of leadership. Transactional and transformational
are two identifiable types of leadership. And their respective characteristics are a valuable way to
think about other types of leadership. Both of these models are typically combined within
organizations to empower others while holding individuals accountable for their actions. The
transactional model is viewed as an authentic relationship based on transactions, where exchanges
take place between a follower and leader after the decision of a specific goal. Transactional leaders
value order and structure, they have formal authority with positions of responsibility in the
organizations. Lack of innovation is the main problem in the case of the transactional model, as
individuals are driven by predetermined outcomes, and lack motivation and motivation to perform
beyond expectations. [4]
In the introduction of transformational leadership, the concept has been changed from the
representation of authentic relationships to the process of influencing individuals. This kind of
leadership involves the transformation of followers or individuals to work to achieve common
organizational goals. Transformational leadership is based on inspiring individuals and building
teams to achieve their goals. This form of leadership simply defines organizations through a clear
value and vision. [5]

Advantages/ Disadvantages of the theories/ models

Model Advantages Disadvantages

1) It gives us an 1) It is too much

understanding of hospital expensive,
goals. businesses are
2) It helps to know an findings ways
employee’s potential. to reduce the
Healthcare leadership model 3) Being a leader costs of
encourages us and healthcare.
 increases our job 2) There is a high
satisfaction level. degree of
4) It helps to improve uncertainty
skills and abilities. with healthcare
5) It makes us able to policies.
acceptance of changes 3) Use of
https://nativenewsonline.net/advertise/brand within the health sectors. technology, is
ed-voices/6-reasons-why-leadership-is- 6) It enables support and not only
important-in-healthcare-industry care within the expensive but
environment. highly
specialized
workers are
required for
their
implementatio
n.
4) Workforce
shortage,
which means
graduates in
this field such
as nursing
assistants,
imaging
technicians,
and
pharmacists
are unable to
meet the rising
demand.

1) It provides an in- 1) Subjective

depth study of the judgment is
leader element in not allowed in
the leadership which
process. determining
2) It acts as a the person who
Trait theory standard against is regarded as
which a person’s a successful
leadership traits leader.
can be easily 2) It is bound to
assessed. suggest which
3) It is a naturally trait is best for
pleasing theory. an effective
4) It is valid as so leader.
much research has 3) Possible traits
validated the basis are more than
of theory. 100 for success
in various
leadership
positions have
 been
identified.

1) The key advantage 1) Sometimes it is

of autocratic not ok to be
leadership is the alone and
fastest decision- better ideas
making among all come from a
the leadership group.
styles. 2) An autocratic
2) They improve leader has to
Autocratic leadership their efficacy and take all the
productivity. By decisions on
this, they become his own which
able to save their cause
precious time. depression and
3) In an autocratic pressure for
work environment them.
employees are not 3) Less feedback
bound to make from lower-
any decisions and level
it reduces employees and
employee stress. they can troll
4) By making quick and
decisions they discourages
become able to autocratic
manage all crises leadership.
quickly. 4) Because of
5) An autocratic micromanage
leader can direct ment in
interaction with autocratic
their teammates leadership,
and employee. employee
morale can
suffer.

1) A democratic 1) A democratic
leadership leadership
makes the needs a group
plans to allow of employees
the employees to make a
to evaluate decision that’s
their why they are
performance. slow in making
2) They decisions.
encourage and 2) They are not
recognize their effective in
Democratic achievements. crises because
3) In a in those
democratic circumstances
 system of they won’t be
leadership able to take a
they help the quick decision.
employee to 3) Because of
improve and considering
get promoted. everyone’s
4) They enable viewpoint
the employees employees are
to establish not able to
their goals. decide on their
5) They get own.
useful input 4) All of them
from highly have different
skilled points and
employees. ideas, for
choosing the
final decision
best ideas are
considered.
And other
employees feel
like their ideas
are not valued
by them.

1) Employees 1) They must get

can embrace confused about
their personal clarity.
growth and 2) Some
stay highly incompetent
motivated. leaders when
2) It facilitates their goals are
the chance for not met, can
learning and easily blame
Laissez Faire development. the team and
3) They are employees.
highly skilled 3) When a
and democratic
experienced so leader fails to
they can make recognize and
a final motivate they
decision show passivity
freely. of true
4) It helps to leadership.
make quick 4) When a leader
decisions is not available
without all the time
micromanage team shows
ment and they less care
can solve their toward the
problems projects.
 without any
approval.

1) Transformational 1) They set their

leaders encourage long-term
team members to goals to
be productive and achieve which
help them to may not allow
improve their focusing on
motivation. short-term
2) They encourage projects.
employees to 2) They only
focus on current motivate their
tasks and clarity, employees to
Transformational leadership model originality, and work hard
essential qualities which
such as honesty increases the
and integrity. potential for
3) When all the burnout and
members are makes the
actively employees
participating in a uncomfortable
project they with their
become able to personal needs
understand their and
values which helps obligations.
them to improve 3) It is necessary
their motivation. to
4) When they are communicate
continuously with their
motivating their employees all
team to meet their the time but it
goals, it helps to may be
encourage their challenging for
professional the leaders to
development. manage
multiple
responsibilities
.
4) They slowly
make their
decisions
because of the
need to gain
input from all
the members
of the work
team.
Transactional leadership model
1) All the healthcare 1) Nothing
sectors that favor can be
 this approach can possible
be very suitable without the
for cybersecurity leader’s
concerns. approval.
2) Transactional 2) It may
leadership, being reduce
an innovative innovation
leader that focuses and
https://www.charma.com/resources/transacti on how they get creativity.
onal-leadership succeed in 3) They don’t
difficult focus on
circumstances and work-life
how to cope with balance.
unpredictable 4) They only
circumstances. focus on
3) They can motivate short-term
the team efficacy goals.
and makes all the 5) Leaders
decisions very can’t even
quickly. appreciate
4) They manage the
multiple employees
responsibilities. they give
feedback
when they
are
unsuccessf
ul.
Collective leadership
1) They empower the 1) One or two
employees to employees
promote the takes the
workplace and final
encourage them to decision
safe practices. and the
2) They enable staff other
to challenge views are
different behavior not even
and raise considered
concerns. .
2) Employees
feel like
they are
not valued.
Adaptive leadership
1) Adaptive 1) Adaptive
leadership helps leaders are
people to face the not good
changes and in all
makes them able conditions,
for
 to accept those example,
changes. they are
2) The leader helps very good
organizations and in
individuals to unpredicta
promote them. ble
3) They provide circumstan
different ces but in
approaches to stable
creating abilities. conditions,
it may
require a
leader to
adopt
creative
ideas and
promote
the
business
ahead.

Traditional Pyramidal Organisational Structure 1) They provide 1) They build the

specialty to each employee’s
employee. interest in the
2) They motivate the specific field
employee with a instead of the
clear vision and whole
goals and provide company.
a chance for 2) They are
motivation. responsible to
3) They provide them slow down the
the chance to changes
better level of because of
responsibility. increased
bureaucracy.
3) They can’t
express the
employee’s
ideas and feel
like they are
not owners.
Human relation theory 1) Human 1) It has most
relation theory theoretical
motivates concepts.
employees and 2) Human
promotes their relation theory
productivity. doesn’t include
2) It is the
responsible to productivity of
create good the workforce.
 human It’s focused on
https://commercemates.com/advantages- relations. human theory.
and-disadvantages-of-human-relations- 3) This theory 3) It has some
theory/ improves the difficulties in
goodwill of the context of
the analysis.
organization. 4) These relations
4) Moreover, it loss of
helps promote subjectivity.
employee
retention.
System approach 1) This approach 1) This approach
identifies the inter- is mostly
relations between applicable in
the different large
departments of the organizations,
organization. but it may not
2) Through this be useful in
approach smaller setups.
organization is 2) System
studied as a whole, approach
not in parts. doesn’t define
3) It is focused on the nature of
different inter-
dimensions of the dependence.
management 3) Sometimes, it
system. may lead to
4) In the system delays in
approach all the decision-
decisions are made making.
keeping in mind
the micro and
macro
environment as
well.
Contingency approach 1) Contingency 1) It has no
presents a realistic ideological
view of basis.
management and 2) The executive
organizational is expected to
sectors. know all
2) It denies the alternative
universal validity courses of
of principles. action before
3) All managers in acting in a
this approach are situation that is
not stereotyped not always
https://thebusinessprofessor.com/en_US/manag and situational. possible.
ement-leadership-organizational- 4) Lends itself to a 3) Analyzing all
behavior/contingency-approach-or-situational- creative the factor is
approach-to-management management style. not easy
 because a
situation can
be influenced
by many
factors.

References
[1]. Archer. M (2007) Making our way through the world. Human Reflexivity and Social Mobility.
Cambridge. Cambridge University Press.
[2]. Acker, J. (1991). Hierarchies, Jobs, Bodies: A Theory of Gendered Organizations. In S. Farrell
(Ed.), The Social Construction of Gender. Newbury Park, CA: Sage. Appleby, J. (2013) A
productivity challenge too far? BMJ 344 e2416.
[3]. (Northose P. Leadership: theory and practice. 6th ed. London: Sage; 2011) Archer. M (2007)
making our way through the world. Human Reflexivity and Social Mobility. Cambridge.
Cambridge University Press.
[4]. Swanwick T, McKimm J. What is clinical leadership and why is it important? Clin Teach.
2011;8:22–6.
[5]. Alimo-Metcalfe B, Alban-Metcalfe J. Leadership in public organisations. In: Storey, editor.
Leadership in Organisations: current issues and key trends. London: Routledge; 2004.