Healthcare Leadership in the Clinical Term Paper

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..above all - its situation." (Ibid)

II. Leadership Strategy for Transition or Change

Watkins proposes 'Five Fundamental Propositions' in his work and the first is which that the "root causes of transition failure always lie in a pernicious interaction between the situation, with its opportunities and pitfalls, and the individuals with his or her strengths and vulnerabilities." Or otherwise stated no superheroes exist and the leadership is not a complete failure but the combination of the two determine the direction of the organization. The second proposition is that "there are systematic methods that leaders can employ to both lessen the likelihood of failure and reach the breakeven point faster." (2003) There are however proven and reliable methods that leaders must use to ensure success or at least minimize possibilities leading to failure. Third Watkins proposes that "overriding goal in a transition is to build momentum by creating virtuous cycles that build credibility and by avoiding getting caught in vicious cycles that damage credibility. This is easily comprehended as it is only reasonable. The "Fourth Proposition" is one which states that: "transitions are a crucible for leadership development and should be managed according "(2003) Realization of the weight held by the outcome in the situation is important for the leader. The Fifth and final proposition of Watkins is that "adoption of a standard framework for accelerating transitions can yield only big returns for organizations."

Summary & Conclusion

The fifth and final proposition relates ultimately the reasoning that for any team who having played together before and won a cohesion develops and good plays are developed for specific points in the 'game-plan', if you will, and the outcome is that the team is effective and pushes toward the goals that are set in an environment of collaboration.

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This yields dynamic and positive outcomes for the team and for the organization in terms of the 'return-on-investment' measure of the organization and those who filled the important role of leadership within that organization. It is just this structure that leadership in the healthcare Clinical Audit Unit that has been the focus of this study requires for success in the complex changes that must be set out, agreed upon, and supported within organizations the focus of audit. These 'Five Propositions' are in a much longer and more detailed work as described herein by Watkins (2003) however, these five principles or propositions alone are well worth the consideration of leadership in the clinical audit unit of any healthcare organization in today's diverse and global society and specifically in the healthcare industry. And since, the audit is healthcare related, that return-on-investment' has great capacity to be realized in much more than what is represented by the bottom line profit in the organizations accounting department. It is the writers opinion that this fact alone is worthy of the development of a cohesive and collaborative team. Leadership that is willing to educate and teach and demonstrate collaboration will have a very good chance at leading a team to repetitive victory for the organization, specifically an organization in need of transition of change......

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