Clinical Leadership and Innovation - Literature review Example

Clinical Leadership Theories Student’s Name Institution Clinical Leadership Theories Introduction Leadership is not always just a series of tasks and skills, but an attitude or outlook that informs actions. All clinical leaders require powerful leadership qualities to enable them to deliver adequately in the health care environment. However, clinical leaders need to understand that not every leadership focuses on changing or disputing people’s vision of the future. Clinical and nursing care practices require leaders who are open, approachable, role models, visible, effective communicators, supportive, and motivators (Rubinstein, 2011). The aim of this paper is to give a stand on what effective leadership entails with regard to clinical leadership. The paper also discusses some theories of leadership, which are identifiable to clinical leaders and supports the stance that not every leadership relates to changing or disputing people’s vision of the future. In addition, the various differences between management and leadership are also highlighted in relation to clinical leadership. Discussion It is true to say that not every leadership is about changing or disputing people’s vision of the future. According to Stanley (2012), most leaders are not followed and respected based on their vision or creativity, but on their beliefs and values. Even though a leader may have vision coupled with the ability to alter other people’s visions and perspectives about the future, he/she must be able to empower and motivate them to perform even better. This explains a new theory of leadership known as congruent leadership. As discussed by Stanley (2012), congruent leadership is a new theory of management in which the actions, activities, and endeavors of a leader, are driven and matched by their beliefs and values, in this case, relating to nursing and care. Congruent leaders can have a vision and inspiration regarding where they desire to be, although this is not the reason they are followed (Bell, 2009; Gunilla, Christer, & Birgitta, 2011). In addition, congruent leadership is anchored in the leader’s principles, values, and beliefs and is concerned with where they stand as opposed to where they are headed (Kouzes & Posner, 2010). Congruent leaders are always inspirational, motivational, and organized. This type of leadership requires leaders who are effective communicators and relationship builders (Gunilla, Christer, & Birgitta, 2011). Congruent leadership demands no formal, hierarchical, or recognized position of leadership and hence it can present a better hypothetical framework to enlighten why and how clinical leaders should function (Kelly, 2009). This is because clinical leaders are always steered by their dedication and passion for care (Stanley, 2011). Congruent leadership requires one to put up continuing relationships with other people and hold the test of their principles; such a leader should be more concerned with empowering others than maintaining their power or own prestige (McBride, 2010). This explains why it is prudent to state that not every type of leadership is in relation to changing or disputing people’s vision of the future. Therefore, congruent leadership can clarify why and how various nurses, together with the other non-titled heads at every level, are able to function effectively without reserved influence in the clinical sector (Roussel, 2011). Clinical leaders recognize the fact that people’s visions have to be respected, encouraged, and empowered (Robertson, 2010). One cannot follow a leader just because they have changed their perspectives about the future. Instead, most people have the opinion that some leaders have the ability to lead because they can show where their values recline and are passionate in what they do. Additionally, people follow and respect such leaders because they can identify with and stand by them (Cassedy, 2010). Clinical leaders always encourage other individuals to accomplish the best that they can attain and are strongly centered on good standards of employee and patient care (Daly, Speedy, & Jackson, 2009). The article that Stanley (2012) wrote on ‘clinical leadership and innovation’ clearly shows that there are several ways in which leaders can demonstrate leadership qualities without necessarily challenging other people’s visions. The author brings out in details the characteristics of clinical leadership together with the qualities that make a leader stand out. According to Stanley (2012), a clinical leader is one who is approachable, encourages innovations that influence positively on clinical care and supports new initiatives. Clinical leadership is about subjecting clinical leaders to running and shaping clinical services with the sole purpose of delivering outcomes for patients as the fundamental part of their professional identity (Murphy, Quillinan, & Carolan, 2009). Clinical leaders have to support change and innovation by reflecting on imaginative solutions, placing their values or vision into action, being the driving force for change, role modeling their principles, and having them as part of who they are (Stanton, Lemer, & Mountford, 2009). This makes clinical leaders who portray congruent leadership to be placed at vital positions in the spirit of sustaining clinical innovations. To me, this is a proof that not every type of leadership is in relation to changing or disputing people’s vision of the future. Consequently, according to Stanley (2012), innovation has been vested in the hands of clinical leaders just in a similar manner in which the day-to-day appliance of quality and care is in their disposition. Consequently, the author suggests that organizations should make their future investments in clinical leaders due to their congruent leadership qualities. This is because once supported and identified, clinical leaders may be able to discover where innovations and transformation in clinical practice can be made (Wendy & Wagner, 2009). Apart from congruent leadership, which Stanley (2012) has discussed with regard to clinical leadership, there is also another theory of leadership known as transformational leadership that tends to support the topic. This type of leadership is experienced when individuals connect with each other in such a manner that the leader and his/her followers uplift one another to soaring levels of morality and motivation (Ingram, 2014). For that reason, the most significant objective of a transformational leader is to ensure that the needs of his/her followers are met in order to achieve high work performance (Taylor, Greene, & Filerman, 2010). This is contrary to the notion that one has to alter and challenge other people’s visions to qualify as a true leader. Just through motivating other people to achieve their higher-level needs, one can be referred to as a transformational leader (Taylor, Greene, & Filerman, 2010). Transformational leadership relies on a greater level of connection and interaction between a leader and his/her followers (Bass & Bass, 2009). Over the past few years, clinical leaders have used various management styles varying from an autocratic or domineering style to a hands-off style, in which a manager is almost disconnected. This type of leadership theory is called styles theory, which is also used with reference to transactional leadership. Today, however, having a visible and collaborative leader, as opposed to an autocratic manager, is significant for staff to perceive appropriate and active leadership (Porter-O’Grady & Malloch, 2012). For instance, clinical leaders who portray transformational leadership are more likely to engage and inspire staff in the health sector effectively (Evans, 2009). The transformational leadership theory, therefore, helps in giving a clear distinction between a manager and a leader. Management aims at organizing, planning, and controlling, while leadership is centered on communicating visions, inspiring, motivating, and empowering to make changes in the organization (Raetz, 2011). Consequently, for a clinical manager to be seen as both a leader and a manager, they must balance the application of power in a democratic manner and instill trust and respect in the institution (Bishop, 2009). A manager is likely to exert authority and normally wields delegated power from a formal organization (Ferreira, Erasmus, & Groenewald, 2010). On the other hand, the power that a leader possesses originates informally from his/her followers (Daly, Speedy, & Jackson, 2009). This means that a manager without transformational leadership qualities is the only type of leader who forces influence on their team by insisting on challenging other people’s visions. This may happen if the leader takes advantage of the fact that decision making rests in the top management level (Ferreira, Erasmus, & Groenewald, 2010). This also demonstrates a deviation from the general view that a person must strive to challenge one’s vision of the future to be considered a true leader. From the discussion above, it is clear that transformational leadership is the direct opposite of transactional leadership. In my opinion, clinical leaders require leadership traits aligned to transformational as opposed to transactional leadership. Transactional clinical leaders are likely to be centered on managing order and predictability, and they disregard other people’s perspective about the future whereas their transformational counterparts are likely to see the importance of changing the status quo (Bass & Bass, 2009). Transformational clinical leaders are most likely able to instill respect and faith in their health care institutions, treat their followers as individuals, uphold ethical principles and values, include innovation in their decisions, and communicate visions for the future (Marshall, 2010). This type of leadership is best suited for the current rapidly changing environment in the health sector, where adaptation to change has become extremely vital (Swanwick & McKimm, 2011). Conclusion From the discussion about clinical leadership, it is clear that not every leadership is aimed at changing or disputing people’s vision of the future. This means many better ways exist in which people can lead, without disregarding the perspectives and visions of others. Clinical leaders should portray congruent leadership attributes, in which their actions, activities, and endeavors are driven and matched by their beliefs and values. Congruent clinical leaders focus more on inspiring, motivating, and empowering their followers. They always support change and innovation by reflecting on imaginative solutions, placing their values or vision into action, being the driving force for change, role modeling their principles, and having them as part of who they are. 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