Lead People and Manage Resources
Lead People and Manage Resources
Principals of Healthcare Administration
September 20, 2010
Lead People and Manage Resources Someone once told me for profit sector is focused on the bottom line and non-profit is focused on meeting the human need. If this is true, that may explain why for profit and non-profit differ in how they lead people and manage resources. The performance of leadership for a leader operates on a basic foundation of skill sets such as; organization, planning, expertise in area of focus, communication/interpersonal skills, and power and influence. Without effective leadership, the healthcare organization looses significant applications that get results, motivate participation and create change for organizational growth. There are distinct theories that justify leadership behaviors and the role of a leader in the organization. Yukl’s (2006) theory believes for example, effective leadership emerges when a leader can exert one of three types of leadership behaviors that differentiate him from being an effective or ineffective leader (p.54). Research points out the behaviors as task-oriented, relations-oriented, participative leadership. When used inappropriately, behaviors formulate decisions that can cripple the success of an organization and leadership. Colvard (2003) says “leadership is focused on effectiveness - doing the right thing.” In healthcare, leadership’s primary objective is to serve the patient, to do what’s in the best interest of the patient and to make use of the proper resources that fit the patient’s needs. Making sound decisions are sometimes compromised if a leader lacks the importance of utilizing the very resources that generate success for the patient. Those resources are people, technology, and the day to day operational supplies that function in a healthcare setting. People want to be led; they want leaders with human values and respect for people 's unique talents and the contributions they
Principals of Healthcare Administration
September 20, 2010
Lead People and Manage Resources Someone once told me for profit sector is focused on the bottom line and non-profit is focused on meeting the human need. If this is true, that may explain why for profit and non-profit differ in how they lead people and manage resources. The performance of leadership for a leader operates on a basic foundation of skill sets such as; organization, planning, expertise in area of focus, communication/interpersonal skills, and power and influence. Without effective leadership, the healthcare organization looses significant applications that get results, motivate participation and create change for organizational growth. There are distinct theories that justify leadership behaviors and the role of a leader in the organization. Yukl’s (2006) theory believes for example, effective leadership emerges when a leader can exert one of three types of leadership behaviors that differentiate him from being an effective or ineffective leader (p.54). Research points out the behaviors as task-oriented, relations-oriented, participative leadership. When used inappropriately, behaviors formulate decisions that can cripple the success of an organization and leadership. Colvard (2003) says “leadership is focused on effectiveness - doing the right thing.” In healthcare, leadership’s primary objective is to serve the patient, to do what’s in the best interest of the patient and to make use of the proper resources that fit the patient’s needs. Making sound decisions are sometimes compromised if a leader lacks the importance of utilizing the very resources that generate success for the patient. Those resources are people, technology, and the day to day operational supplies that function in a healthcare setting. People want to be led; they want leaders with human values and respect for people 's unique talents and the contributions they
References: Chitwood, R. (2003). Lack of leadership is why companies are hurting, Retrieved September 19, 2010 from http://maxsacks.com/articles/article0803.html Colvard, J. (2003). Managers vs. Leaders, Retrieved September 19, 2010 from http://www.govexec.com/dailyfed/0703/070703ff.htm Johnson, J.A. (2009). Healthcare Organizations, Theory, Behavior, and Development. Sudbury, MA: Jones and Bartlett Publishers Traditional Leadership Style, Retrieved September 19, 2010 from http://www.money-zine.com/Definitions/Career-Dictionary/Traditional-Leadership-Style/ Yukl, G. (2006). Leadership in Organizations (6th ed.). New Jersey: Pearson Prentice Hall