Pressures And Demands For More Standardized Business Structu ✓ Solved

As Pressures And Demands For More Standardized Business Structures Flu

As pressures and demands for more standardized business structures fluctuate in society, health care administration leaders may experience challenges in developing consistent methods for solving health care administration problems. Though consistency may be necessary for enacting change, within many areas and localities, consistency may not be an option. As a result, a leader must be able to use a systems thinking approach to evaluate the best method for leadership contingent upon the circumstance. For this Discussion, select a current event related to health care administration and leadership not previously discussed in earlier weeks. With the event you selected, reflect on how you might apply Fiedler’s Contingency Model.

Consider the actions and interactions between leaders and subordinates with the application of this model. By Day 3 Post a brief description of the event you selected. Then, explain whether the leader’s interaction with his or her subordinates was task-motivated or relationship-motivated. Justify your answer based on Fiedler’s Contingency Model.

Sample Paper For Above instruction

In recent months, a major hospital in a metropolitan area faced a crisis involving a sharp increase in patient volumes due to a sudden outbreak of infectious disease. The hospital leadership had to quickly adapt their management approach to ensure effective patient care and staff coordination amid unpredictable conditions. The CEO and department heads worked under intense pressure to manage resources efficiently, communicate effectively with staff, and maintain high-quality patient outcomes while managing limited resources and staff burnout.

Applying Fiedler’s Contingency Model to this scenario, it is evident that the leadership style was predominantly task-motivated. Fiedler’s model emphasizes that a leader's effectiveness depends on the favorableness of the situation, which includes leader-member relations, task structure, and positional power. In this case, the leadership team prioritized task completion—rapid decision-making, task-oriented communication, and directive leadership—to handle the crisis efficiently.

The leaders' interactions were primarily task-focused because the urgency of managing increasing patient loads required clear instructions, quick implementation of protocols, and a strong focus on operational efficiency. The crisis demanded that leaders exert control and direct actions rather than rely on relationship-building or participative leadership styles. This aligns with Fiedler’s assertion that task-motivated leaders perform best in highly unfavorable or highly favorable situations, such as emergencies requiring immediate action.

Furthermore, the hospital leaders exhibited low to moderate relationship-motivation, as their primary concern was to ensure patient safety and effective staff performance rather than fostering close emotional bonds. They maintained authoritative communication to streamline efforts, which is characteristic of task-oriented leadership under Fiedler’s model. This approach was essential in an unpredictable environment where swift, decisive action was necessary to contain the crisis and prevent further complications.

In conclusion, the selected event exemplifies how leadership in healthcare crises often leans toward task-motivated behaviors as outlined by Fiedler’s Contingency Model. Leaders must assess situational variables and adapt their style accordingly to achieve optimal outcomes, emphasizing task completion during high-pressure situations such as epidemics or pandemics. Recognizing whether a task or relationship orientation is more appropriate allows healthcare leaders to respond dynamically to complex challenges and improve overall organizational effectiveness.

References

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