Two Leadership Styles improving the workplace culture by improving communication in workplace settings for patient safety
My role is to guide a team via the use of “no blame” culture to enhance communication in medical settings. Today, evidence-based medicine and infant welfare are universally recognized as tools for establishing health organizations that are efficient, highly productive and quality. The aim of this article is here to look at the features of management styles and dynamic relationships with communication and culture in the workplace. Leadership refers to the connecting behavior of the leaders and decisions, while it refers to the behavior of the team in order to accomplish a common goal. Healthcare professionals’ management and leadership is essential to enhance quality and integration of treatment (Kim & Ko, 2017).
Workplace culture and ‘No blame’ culture
The proactive focus constantly has been made apparent and the potential of a culture of communication to improve communication has been established. To increase health care safety, it is important to see how to build a culture of safety. It is also important to understand the way accidents and safety issues emerge for patients. This scenario focuses on the communication attitude of healthcare personnel. Communication culture supports and encourages communication across the concepts, values and standards of an organization.
These ideas extend through all levels of an organization (e.g. the system, department, units) and affect employees’ actions and behaviors (Elonen et al., 2021). In reaction to the numerous patients suffering damage and consequent expenditures, the healthcare organizations began to recognize that the reporting of events and learning from errors would improve the healthcare system, leading to the avoidance of patient adverse events, i.e. Error avoidance, mistake learning and the creation of a safety culture that encompasses health professionals, organizations and patients is crucial when it comes to improving communication.
In addition, medical institutions must emphasize the establishment of safe systems in healthcare and therefore create a workplace atmosphere in which a culture of safe practice is prosperous. This requires a transition from the formerly widely used guilt and shame viewpoint in the event of errors towards a system perspective where people are viewed as inheritors rather than errors (Martins et al., 2021). Development of a safety culture that is creating mechanisms for prevention, detection and minimization of risks and the possibility of error “no blame” poses enormous demands on health care. Changes in healthcare workers’ safety prospects and safe procedures build a safety culture and enhance the culture of communication in health care is a long-term process (Steven et al., 2019).
Features Of Leadership styles: Transformational and Transactional Leadership
An independent style of leadership is regarded best in emergencies since the leader decides all things without considering the views of the employees. Moreover, errors in the blame placed on people are not allowed (Al-Yateem et al., 2019).
Quality care is essential to reaching high levels of productivity in health organizations and is defined as the extent to which the likelihood for obtaining desired health outcomes is enhanced and aligned with upgraded health care professional knowledge and abilities. Six qualities of good quality care units that are safe, effective, dependable, patient-centered, effective and fair must be articulated by the Institute of Medicine. Structure, procedure, result and patient satisfaction are markers of quality. Many defined leadership styles exist, although six types are most common: transformative, transactional, autocratic, laissez-faire leadership and so on. The style of transformational leadership is defined by relationships and motivation among employees. Transformation managers are usually able to inspire confidence, respect and loyalty via a shared vision, thereby improving productivity, improving employee morale and happiness in employment. In transactional management the leader serves as a change manager, exchanging with staff leading to improved productivity.
Patient satisfaction measures consist of: shorter patient stays, hospital levels for death, health-related infections, non-rescue ratios, use of restraints, medication errors, insufficient pain management, the risk of pressure ulcers, the falling patient rate, injury falls, medical mistakes and infections of the urinary tract.
The use of culture at work and “no blame” for enhancing the safety of patients
Effective leadership is one of the most essential components in leading an organization. There has been considerable favorable connection between successful leadership styles and high patient satisfaction levels and a decrease in harmful consequences. The leadership building relates to patient results through fostering enhanced healthcare competence by improving staff stability and reducing participation. Effective management has indirect implications of motivating, retaining and supporting experienced personnel in lowering death rates. However, most of the researchers show leadership where they have tried to link some styles with patient results and markers of healthcare quality.
In addition, numerous studies have emphasized the relevance of leadership for the quality of healthcare in nursing homes. Transformative leadership is directly linked to successful management that develops a communication culture. In this case transformational leadership style can be used for the proper functioning of the heath-care team of medical workers. Transformation leadership has been proven to be favorably linked to the culture of efficient organization in the hospital unit. Moreover, leadership laissez-faire was adversely linked to culture in the nursing unit. Greater business culture was also linked to higher communication levels. The quality was improved for the style of the Consensus Manager of health services. The quality of the environment of security that affected medication mistake was affected by resonant leadership (Kinnunen et al., 2020). However, a researcher found no connection between style of leadership and satisfaction of the patient (Soumyadarshinee, 2021).
An evaluation of characteristics of leadership styles to achieve the goal to improve communication in patient safety
This has an influence on the organizational engagement of nurses and on the overall health result, and in return, increased happiness at work, increased productivity, nursing care, communication, and security. Furthermore, the climate for safety was one of our key conclusions. Based on the research, a security environment associated to transformative leadership is closely connected with enhanced process quality and the high level of organizational culture.
The safety atmosphere is therefore strongly linked to better communication and overall care quality. This essay has found the importance of patient results, health care workforce and organizational culture in leadership styles and practices. Efficient leadership as a priority in health units, especially in fragmented health systems, is likely to increase a number of quantitative metrics. Increasing numbers of regional and national health systems are now being structurally modified and redesigned to meet current social, economic and health issues and demands (Ahopelto et al., 2019).
In particular, as the current study shows, transformative and resonant styles of leadership are connected to decreased patient mortality and related and task-oriented leading are strongly linked to increased patient satisfaction. In addition, patient fulfillment has become strongly linked with transformational, transactional and collaborative leadership in acute care and home care environments. Overall, the great majority of the literature evaluation studies have revealed negative effects defined as unintended injuries or clinical treatment problems rather than the underlying condition of a patient leading to the death of a person. In addition, the development of a qualitative organizational culture and successful performance in the provision of medical treatment was identified as a significant indication. Like our research, the high association of guideline and safety, effectiveness and care equity has also been demonstrated by other studies using primary quantitative data. Transformative management, for example, enhances the cultural and institutional empowerment of nursing units.
A researcher discovered that the higher group culture has a higher overall safety climate, but more theory has a poorer safety climate that suggests that organizational culture is vital to a security environment in general. The units were found to have uncertainty in their roles and roles in terms of greater rotational rates. The greater probability of health mistake was associated with more ambiguity of function and a higher rate of turnover. The above results further revealed the influence of leadership on patient outcomes. Effective leadership promotes a high-quality work environment that ensures a good communication environment. Failure to build a good workplace ends up harming patients. The majority of these studies focus on the leadership of nurses.
Care for nursing leaders is a continual problem. Many nurses reassess their professional aspirations due to continual demands for patient care, counteracting staff constraints, lengthy shifts and quality efforts that complicate care provision. Obstacles include lack of strategically advanced job opportunities, a heavy clinic case load, lack of nursing assistance, consultants and clinical personnel a lack of clarity or knowledge of leadership and research roles; and an absence of bureaucratic support.
Effects on health outcomes vary by leadership style, whereas they might expand or shrink the present health disparity. The aim of all companies today and tomorrow is to resolve the divide in health care leadership in a changing, demanding climate for the workplace. Healthcare organizations must provide technical and professional knowledge, build capacity and organizational culture and balance their leadership objectives and current competencies to enhance indicators of quality of the healthcare and go ahead. These forms of leadership may therefore be used without criticism and maintain an adequate working atmosphere that improves communication.
Ahopelto, L., Kanervo, M. L., Ketola, L., & Sulosaari, V. (2019). Safety culture is in core of medication safety.
Al-Yateem, N., Al-Tamimi, M., Brenner, M., Al Tawil, H., Ahmad, A., Brownie, S., & Slewa-Younan, S. (2019). Nurse-identified patient care and health services research priorities in the United Arab Emirates: a Delphi study. BMC health services research, 19(1), 1-8.
Cope, V., & Murray, M. (2017). Leadership styles in nursing. Nursing Standard, 31(43).
Elonen, I., Salminen, L., Brasaitė‐Abromė, I., Fuster, P., Kukkonen, P., Leino‐Kilpi, H., … & Koskinen, S. (2021). Medication calculation skills of graduating nursing students within European context. Journal of Clinical Nursing.
Kim, T., & Ko, Y. (2017). Medication Management Process Modeling using Coloured Petri nets. International Journal of Applied Engineering Research, 12(9).
Kinnunen, U. M., Kivekäs, E., Palojoki, S., & Saranto, K. (2020). Register-Based Research of Adverse Events Revealing Incomplete Records Threatening Communication. Digital Personalized Health and Medicine. Proceedings of MIE 2020.
Martins, K. N., Bueno, A. D. A., Mazoni, S. R., Machado, V. B., Evangelista, R. A., & Bolina, A. F. (2021). Management process in surgicenters from the perspective of nurses. Acta Paulista de Enfermagem, 34.
Soumyadarshinee, K. (2021). Comparative Health Policy Analysis between Patient and Client Safety Strategy (PCSS) of Finland, 2017 and National Communication Implementation Framework (NPSIF) of India, 2018. Indian Journal of Public Health Research & Development, 12(1).
Steven, A., Tella, S., Turunen, H., Flores Vizcaya-Moreno, M., Pérez-Cañaveras, R. M., Porras, J., … & Pearson, P. (2019). Shared learning from national to international contexts: a research and innovation collaboration to enhance education for communication. Journal of Research in Nursing, 24(3-4), 149-164.
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