Health Care Organizational Leadership Essay

Total Length: 1367 words ( 5 double-spaced pages)

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Explain how empowerment and shared leadership promote a culture of continuous innovation

Empowerment encompasses handling individual authority or power to undertake something. Shared leadership implies that leadership responsibilities are disseminated within a team and that members influence each other. Shared leadership takes into account making the most of all the human resources in an organization by enabling persons and giving them a chance to take leadership positions in their areas of expertise. It necessitates members of a team to be willing and prepared to extend their feedback to the team in a manner that purposes to influence and motivate the direction to be taken by the group. In addition, the team in general must be inclined to accept and depend on feedback from other members of the team (Goldsmith, 2010). These elements can promote a culture of continuous innovation within a healthcare organization. This is in the sense that shared leadership offers the chance for individuals not only to manage, but also develop within a team and is efficacious at augmenting the work setting and job satisfaction. Shared leadership superlatively gives rise to individual members of staff espousing leadership behavior, more level of autonomy and enhanced patient care results. In addition, shared leadership is a continuing and unsolidified process that necessitates continuous assessment to be receptive to incessantly changing healthcare challenges, and postulates a good working association between managers and staff (Al-Sawai, 2013).

Empowerment also promotes a culture of continuous innovation. This is owing to the fact that collaboration is key to innovation. Discovering new and smarter ways that information technology and clinical informatics can be utilized to advance healthcare necessitates the participation of all individuals within the organization. This implies that continuous innovation cannot be attained by the top most leaders but rather through giving authority to other individuals in the organization to partake in various activities.
This makes it possible to develop a variety of solutions to enhance clinical care. The incessant search for ways to advance, do the right thing for patients, and removing out the waste in the systems of the healthcare organization benefits from the empowerment and all organizational members (Browning et al., 2011).

Explain the reason a culture of continuous innovation must include all stakeholders

Continuous innovation is a necessity for the survival of any organization. Devoid of it, the healthcare organization will ultimately cease to exist. It is imperative to note that the development of sustainable culture does not just imply instigating and steering continuous innovation, but also nurturing a culture of innovation that is entrenched in all of the stakeholders. It is necessary to assimilate all stakeholders for the reason that to effectively create a culture of continuous improvement, there is need to have engagement of all individuals within the organization and allow them to participate in the process. This is because through such engagement, all stakeholders are able to have a clear vision and direction of the strategy to be undertaken and how to attain it (Paulus et al., 2008).

A learning culture ought to be generated within the organization that permits continual improvement to come about as a regular and anticipated aspect of business activities for all members of staff. A fundamental objective is to institute a culture where all staff has the feeling that they have a significant role in continual improvement, and that they are supported and acknowledged by their senior management. Having the participation of all staff members gives rise to their motivation and enthusiasm, which enhances the capacity to develop and enhance the organization. The significance of attaining….....

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Al-Sawai, A. (2013). Leadership of healthcare professionals: where do we stand? Oman medical journal, 28(4), 285.

Browning, H. W., Torain, D. J., & Patterson, T. E. (2011). Collaborative healthcare leadership: A six-part model for adapting and thriving during a time of transformative change. Center for Creative Leadership White Papers.

Goldsmith, M. (2010). Sharing Leadership to Maximize Talent. Harvard Business Review. Retrieved from:

Hargreaves, A., & Fink, D. (2004). The seven principles of sustainable leadership. Educational leadership, 61(7), 8-13.

Paulus, R. A., Davis, K., & Steele, G. D. (2008). Continuous innovation in health care: implications of the Geisinger experience. Health Affairs, 27(5), 1235-1245.

Ratnapalan, S., & Uleryk, E. (2014). Organizational learning in health care organizations. Systems, 2(1), 24-33.

Tonnessen, T. (2005). Continuous innovation through companywide employee participation. The TQM Magazine, 17(2), 195-207.

Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC health services research, 11(1), 98.

Zuckerman, A. M. (2012). Innovation in Healthcare Leadership: The Time is Now. Beckers Hospital Review.

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