The recent healthcare system is always changing, and its complexity is becoming apparent. As a result, health care organizations are unable to manage the complexity using the outdated leadership solutions. Various concerns have risen over the quality of service provision, rising costs, limited resources among other shortcomings. Healthcare issues result from inadequate and outdated leadership styles still in use. Leaders in hospitals do not pay attention to the changing systems in the industry and as a result, they end up misleading the employees. Development of new leadership styles among leaders results in increased performance and reduced expenses.

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Summary of the Articles
In complexity leadership theory, the author asserts that traditional leadership systems used in healthcare systems drag the performance. The theory provides an opportunity for leaders to develop their skills through improved thinking, collaboration, and innovative ideas. The primary aim of the article is to enhance individuals who are critical thinkers and can incorporate innovative solutions and ideas in the workplace. The author also asserts that creating a strengthened network and relationships with the employees and other leaders is directly related to increased performance level. (Weberg, 2012). The article of transformational v. transactional portrays varying approached of leaders. Transactional leadership entails an exchange of rewards for compliance of individuals. On the other hand, transformational leadership aims at changing the priorities and values of the followers and providing motivation for increased performance (Hamstra et al., 2014). Transformational leaders are interested in developing the individual abilities which will result in improved service delivery in hospitals. Providing motivation among the employees in a healthcare system increases the performance and hence profit generation. The motivation of the employees can be improved in a variety of ways such as inspiring people and developing the intellectual abilities.

Lessons Learned
I have learned about the need for healthcare systems to embrace new leadership styles for better results. Additionally, a leader can incorporate and apply more than one style in an organization for effectiveness. Additionally, I have gained insights into the role of leaders, in that they are required to develop individual abilities such as instilling the values an employee lacks. The behaviors I have learned that transform followers are an influence, inspirational motivation, intellectual stimulation and concentrating on individual’s ability. Among the questions arising from the articles are the effectiveness of the styles in non-health related organizations. Again, is the development of the values in an individual competent as leaders born with the elements?

Lessons Learned from the Leadership Legacy Assessment
The leadership assessment results portrayed my capability as an active, creative builder, ambassador and experienced in guiding. The three values reflect higher points than the values of advocacy, moving people and seeking the truth. The values depict the effectiveness of my leadership in developing people and handling conflicts in a workplace. I have learned that my style is crucial in helping develop talent and enhance achievement of desires among the people I work with. On the other hand, I feel a pressing need to develop the values of moving people and seeking truth in all situations. It is equally important for a leader to possess the value of leading people towards positive measures and to advocate for changes in an organization. I need to develop the ability to view ideas in linear and non-linear dimension.

Leaders in healthcare systems should change and embrace new leadership styles that will result in improved performance and quality of service delivery. Complexity leadership style aims at improving the quality and cost of healthcare services while transactional and transformational concepts strove to develop and transform the employees. There is a pressing need among health care leaders to develop and embrace new options of leadership that may lead to increased output and personal development of individuals. Leaders should also see that they do not strive in developing an organization only but also transform the people around them such as the employees.

  • Hamstra, M. R., Van Yperen, N. W., Wisse, B., & Sassenberg, K. (2014). On the perceived effectiveness of transformational-transactional leadership: The role of encouraged strategies and followers’ regulatory focus. European Journal of Social Psychology,44(6), 643-656. doi:10.1002/ejsp.2027
  • Weberg, D. (2012). Complexity leadership: A healthcare imperative. Nursing Forum, 47(4), 268-277. doi:10.1111/j.1744-6198.2012.00276.x