Using as reference: 

Title: Leadership For Health Professionals 

Edition: 3rd (2017) 

Author: Ledlow, Coppola Publisher: Jones & Bartlett Book 

ISBN: 978-1-2841-0941-2 

Chapter 8: Leadership Models in Practice 

Discuss the following in no less than 200 words:

How would you apply at least one contemporary leadership model from this chapter to a real (or hypothesized) health leadership situation or case? Explain the rationale for your decisions, actions, and behaviors 

In two different paragraph with no less than 75 words give your personal opinion to Julie Skala and Kerri Collins 

Julie Skala 

I would have applied the Hargrove and Glidewells Impossible Leadership Model to the situation that occurred at my facility when they constructed a new children’s hospital.  Hindsight is said to be twenty twenty, but I believe had the leaders had this to follow, they may not have gotten the state in the situation they did by being three hundred million over budget, top directors forced to leave and giving the public a poor perception of our institution.

Hargrove and Glidewells model is based on impossible jobs in leadership (Ledlow and Stephens, 2018) and heading this project falls in this category. The project started and was approved by the state, received a large private donation, and then was placed on the back burner. It then returned and eventually was constructed and completed in 2017. Investigation ended up finding there was no one project leader and bills/projects just kept getting approved.

If I were to follow the Hargrove and Glidewells model, I would be a prudent and public administrator (Ledlow and Stephens, 2018) This model requires me to be constantly ready for change, which is exactly what the leader should have been prepared for. Constant changes to the structural plans, staffing, forecasts etc. I would need to use my intuition and be prepared to deal with the political side and the public. 

I would have set up a leadership that was accountable and able to work with the state and organization to reach its goals.

References:

Ledlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: theory, skills, and applications. Burlington, MA: Jones & Bartlett Learning. 

Kerri Collins 

The Bolman and Deal Reframing Leadership and Management in Organizations Model promotes situational leadership.  This model focuses on structure, people, symbolic, and political constructs.  (Bolman and Deal’s Four-Frame Model, 2020) Bolman and Deal believe problems arise with inadequate structure.  This model also states there must be a good fit when naming a leader of the people.  The political construct deals with allocation of resources and symbolic leadership lends itself towards visionary leaders. (Gerald R. Ledlow, James H. Stephens, 2018)

An example of this leadership model is a recent change at my own healthcare organization.  Through a bi-annual employee satisfaction survey, hospital leadership determined the therapy department within our hospital was too large for one director.  Having one director for over 60 employees was seen as a problem with structure.  The employees in this department seemed unhappy with the lack of leadership, not necessarily the leader herself.  As hospital leadership listened to the employees, they knew a change must be made.  Within the department, a developing leader was identified and named director of inpatient therapy services while the current director remained responsible for outpatient therapy services.  Leadership recognized the resources available within the department and ensured a good fit as this person had experience and was trusted by employees within the department.  She understood what processes worked and what processes needed changing.  These departments run much more efficiently with fewer employees per manager.

References

References

Bolman and Deal’s Four-Frame Model. (2020). Retrieved from Accipio: https://www.accipio.com/eleadership/mod/view.php?id=1666

Gerald R. Ledlow, James H. Stephens. (2018). Leadership for Health Professionals. Burlington: Jones & Bartlett Learning.

ReferencesBolman and Deal’s Four-Frame Model. (2020). Retrieved from Accipio: https://www.accipio.com/eleadership/mod/view.php?id=1666

Gerald R. Ledlow, James H. Stephens. (2018). Leadership for Health Professionals. Burlington: Jones & Bartlett Learning.

ReferenceBolman and Deal’s Four-Frame Model. (2020). Retrieved from Accipio: https://www.accipio.com/eleadership/mod/view.php?id=1666

Gerald R. Ledlow, James H. Stephens. (2018). Leadership for Health Professionals. Burlington: Jones & Bartlett Learning.