They are flexible figures and in their absence to mediate, conflicts in diverse group can arise. Hence, an effective leader should possess the qualities of a change agent in order to lead an organization that can adjust and survive through the challenges of new developments in health care systems.
What is permanent in this world is change. The statement is a common cliché in most society, however, it still holds true in the health care aspect. Medical practitioners in various fields of expertise recognize the importance continuing education and training—updating their knowledge on what practices have been modified and which have been completely eliminated. Being a change agent not only means creating new ideas, it is also about going against the mainstream of usual system (Kouzes & Posner, 2008). The definition does not imply that this attribute in a leader is disrespectful on the higher authority such as the distinguished institutions. At some point, because of this characteristic, clashes in principles may occur. This is to be expected because most health care systems are founded on traditional and hierarchal system. Hence, the need to challenge what is the common way of doing things seems essential, for only with the perceived transformation can the door for improvement emerges.
The process of change cannot take place if the leaders will just relax in the background. By being change agents, they tend to grab the opportunity to make active actions. The operative word is “now,” where leaders take hold of what they think is beneficial and turns it around to their advantage. The focus of these types of leaders is more on the external side of things--on the broader picture of the field (Buchbinder & Shanks, 2007). By employing the aid of various agencies, the multidisciplinary approach in change can be more productive and a wide spectrum of development is obtained—ensuring that the far fetching possibility of an organizational downfall will not