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Leadership_Practice_in_TAWAM

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Introduction

Contents I. Introduction 1 II. The Condition of Leadership in TAWAM Hospital 2 III. Management Level Leadership in TAWAM Hospital 4 IV. Data Collection 6 V. Data Analysis 7 Results of Data Collection 7 Recommended Solutions for the Areas for Improvement 9 VII. Conclusion 10 References 10 I. Introduction The UAE health care industry is being developed to support the country's goal of becoming a medical center in the Middle East and compete with the growing medical tourism industry in South and South East Asia (Lowe, 2010). The health care industry is focusing on developing leadership competencies and ensuring sufficient well-trained health care personnel to provide world class health care service (Jabnoun, Juma & Rasasi, 2005). Expatriates comprise a significant percentage of the leaders and personnel of health care facilities in the UAE (Lowe, 2010). With the transient characteristic of expatriates, who move to another facility or country depending on better offers, there is need for more qualified local leaders to spearhead long-term development and innovation. TAWAM hospital is a public health care facility established in 1979 that acts as a tertiary hospital receiving patients referred for oncology treatment, neurosurgery, and pediatric surgery (SA International, 2010). TAWAM provides health care services that other hospitals may not be able to handle because of limited expertise. TAWAM is also a teaching hospital (SA International, 2010). This makes TAWAM a key health care facility in the UAE. Leadership at TAWAM is also in the process of development. TAWAM entered into a ten-year affiliate agreement with Johns Hopkins Medicine International (JHI) ...read more.

Middle

There are strengths in a transformational leadership style in the management level at TAWAM. One is the leadership process that involves the leaders and the followers (Hall et al., 2009). This interactive form of leadership emphasize not only on the achievement of goals but also on the particular needs of hospital personnel. Transformational leadership considers the goals that need to be addressed and translates these into competency needs addressed through activities involving leaders and personnel. The outcome is beneficial to leaders, personnel and the organization as a whole. The process and the outcome are also acceptable to all parties involved. The other is the intuitive nature of the leadership style that adheres to the more common view of leadership (Hall et al., 2009). The sensitivity to changing conditions and the specific situation of personnel that happens through transformational leadership establishes the perspective of leadership as caring or nurturing. This leads to better response by personnel. There are also weaknesses in transformational leadership at the management level. One is the difficulty of measuring outcomes (Hall et al., 2009). The outcomes of transformational leadership are both qualitative and quantitative so that not all outcomes are measurable. Retention rates and performance measures are examples of quantitative outcomes. In the case of the nursing department, it was able to determine a higher retention rate relative to other hospitals in the region as a result, in part, of its leadership style. Outcomes such as motivation, satisfaction, and service quality are more difficult to measure using absolute numbers. ...read more.

Conclusion

Recommended Solutions for the Areas for Improvement TAWAM can clarify the ideal competencies and behaviors of leaders at the management level by implementing leadership assessments that involve evaluations of leadership effectiveness and feedback on best leadership qualities. In this way, leaders are able to determine the expectations of the staff and use the similarities as a guide for leadership practice and the differences to anticipate possible challenges in management. At the same time, leaders should also make their decisions and actions more felt by the staff to provide an experience of good leadership and clarify the ideal expectations of the staff. Further enhancing communication and collaboration through activities such as coaching, mentoring, transparency, and leadership by example (Daft, 2008) are ways of influencing ideal expectations from leadership. These also comprise solutions to limited participation at the individual level. Improving communication and collaboration ensures that the vision of the leaders at the management level permeate down to the individual staff level and foster individual initiatives for successful implementation. VII. Conclusion The perception of the staff towards leadership at the management level is positive with intellectual stimulation and inspirational motivation as the unanimously recognized outcome. The leadership at the management level is also considered effective in bettering the condition of the staff and the hospital. The responses yielded strengths and weaknesses of leadership. The strengths are unification under a vision and influence change while the weaknesses are lack of clarity of leadership expectations and limited participation at the individual level. Leadership at the management level of TAWAM hospital is improved by using leadership assessments and enhancing leadership presence or visibility. Improving communication and collaboration also supports leadership expectations and limited participation at the individual level. ...read more.

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