Leadership Styles in Healthcare Institutions

One of the prime models of charismatic leaders is Lynn Britton, who is the President and CEO of Mercy. A charismatic leader has the ability to inspire and motivate employees so that they exceed their normal work standards despite hardship and personal sacrifice. By providing her own example of advocating for community outreach, she motivates her workers to improve the quality of patient care. Moreover, most of the charismatic leaders also possess characteristics of a visionary leadership style, which is also the case for Britton. By organizing panel discussions, she is convincing her subordinates to believe in the future of patient care that could be achieved with her ideas. Her leadership style also includes several components of emotional intelligence, which are self-regulation and motivation.

President and CEO of Carilion Clinic, Nancy Howell Agee, is an example of the transformational leadership style. According to research, she seeks to transform, improve, and even redefine care delivery for all of our patients as well as our teams of caregivers and staff” (Agee, 2020, p. 11). Transformational leaders do identifying the needs of employees and clients, help them to find new ways to solve problems. This leader also can be considered as emotionally intelligent and successful since he possesses such a skill as empathy.

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Marna Borgstrom, the CEO of Yale-New Haven Health System, is a transactional leader who explains to subordinates the requirements of their roles and tasks. In addition, such leaders initiate the creation of new facilities and try to accommodate the social needs of employees. As a result of her work, the hospital’s image changed significantly as she decided to invest in corporate boards. This fact means that, as a leader, Borgstrom is sympathetic and socially skilled, which means that she also has emotional intelligence.

Carl S. Armato, the President and CEO of Novant Health is a servant leader. He believes that it is the “responsibility of the executive leadership team to encourage and enable staff to engage in their own wellness and resiliency” (Armato & Jenike, 2018, p. 2). The activities of a servant leader are aimed at fulfilling the goals of subordinates and meeting their needs. For this reason, it can be assumed that this leadership style must include elements of emotional intelligence as well, such as motivation, self-awareness and self-regulation.

References

Agee, N. H. (2020). Leadership in Disruptive Times: The Key to Changing Healthcare. Frontiers of Health Services Management, 36(3), 3-11.

Armato, C. S., & Jenike, T. E. (2018). Physician Resiliency and Wellness for Transforming a Health System. NEJM Catalyst, 4(3).

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