BU7043 Leadership Development and Change Assignment Sample

Module code and Title: BU7043 Leadership Development and Change Assignment Sample

1. Introduction

Outlining the overview of the report

The aim of the assignment is to understand the importance of the leadership style to bring development for adopting into a changing situation for agile working practices. The purpose of the report is to reflect on oneself related to the leadership and knowledge alongside also evaluating the situational change scenario of an Indian Healthcare organisation. This report focuses on showing the importance of change for effective outcomes and how leadership theories and models will help adapt to the changing scenario.

This report will include the self-assessment tools related to leadership practices and SWOT analysis, an action plan to develop the area in managing change scenarios in Health care organisation effectively. The theories and leadership models must be appraised for team leadership’s importance in the management of change. The report will consider a change scenario with the utilisation of force field analysis. The change implementation with the discussion of the leadership skill important for the proposal of change will be shown. The focus is on applying the literature of leadership style theories and models to empower the service users in the chosen health care organisation.

The democratic, situational, transformational leadership and action-oriented leadership styles will be focused on in this report. The democratic leadership style is very important to consider as it helps to provide the wisdom among team delegating the authority and power to make decisions within work among team members. The situational leadership style is very effective in changing management as the situation decides whether a leader must apply the skill of authority or visionary, flexibility (Al Khajeh, 2018). Furthermore, the transformational leadership style will help to focus on continuous improvement. The persuasive nature and pushing the team further for creativity, and listening ability make this style effective for change management practices. In this report, this style will be considered to analyse to identify the development required.

In this report, I will use the self-assessment tool of Belbin’s team role to identify the leadership style I possess and the area of development to effectively acquire leadership styles for managing changes within an organisation. Belbin’s team help to analyse the leadership area that will link to the leadership style I possess. The SWOT analysis will also be implemented for identifying the area of development in leadership skills.

Here the organisation for healthcare will be little flower hospital and research centre at Angamaly in Kerala, India. This hospital is a multi-specialist hospital with 950 beds with 25 departments. The course of nursing, medical lab technology, and M.H.A. training programs for the doctors are also provided in this hospital (Gandolfi & Stone, 2018). This hospital care organisation will be considered to analyse the change proposed for agile working practices.

The force field analysis will be implemented to identify the agile working changes and why the change has been implemented or proposed in the organisation. Kotter’s 8 stage model will be implemented to evaluate the change proposed and considered in the hospital. With the help of the leadership, the theory analyses the change implemented in terms of agile working for effective care services in the hospital centre. Alongside the current leadership approaches.

2. Leadership in Health and Social Care

Importance of leadership in Health and Social care

The leadership help the organisation to coach, manage and set relevant goals, productivity efficiency, and also feedback with free flow of communication. Engagement is the key factor in the healthcare organisation for fast treatment. The professional development and coordination will increase with motivation while implementing leadership.

Management considers controlling the group of people that are working to accomplish the goals. Leadership on the other hand is the ability to influence the individual motivating each member to contribute towards achieving the goal making them understand their worth in the successful accomplishment of the goal (Raveendran & Gamage, 2018).  Managers have subordinates that work as per the guidance of the manager and they only complete the task sometimes reducing the value of the people. Leaders have followers and they follow leaders that can influence groups of individuals with various ethical practices.

Current issues and the evaluation of the leadership theories in healthcare and social care

The current issue is the healthcare shortage of staff, and the treatment ineffectiveness is also an issue due to lack of coordination. The management ill practices in terms of staff management, the extra shift exhaust the output of the staff members. Many industries of healthcare have predicted a shortage of doctors by 100000 in 2030 (Sultana et. al. 2020). Technology has been a major change that is difficult to adopt by staff who work for hours to treat the patient. The lack of coordination and lack of motivation towards change in adopting technology for better productivity is reducing the efficiency in treatment service, delays, also heavy staff turnover during the pandemic.

Transformational, situational, action-centred leadership is very effective to manage the staff and work practices in health care for better outcomes. Action-centred leadership style will focus on three elements consisting of achieving the task, and developing a team with individual needs (Wen et. al. 2019). Situational leadership for flexibility, transformational for listening, and bringing motivation to encourage changes will help the healthcare staff adopt changes and coordinate for a better outcome. The action-centred leadership will tend to reduce the staff turnover rate.

3 Self-evaluation

Area of development and justification

Refer to appendix A and Appendix B

I am selecting the area of leadership skills and personal skills mostly. The leadership skill of directing and delegation is very important as in situation the leader also need to show power and authority for completing the task within the group.

The personal skill of adaptability and conflict resolution is very important as they will help to resolve the problems within the group for effective leadership practices. The adaptability will encourage the leader to change the leadership style as per the situation to bring flexibility in team coordination.

The organisational skill of goal-setting and decision-making is important as they will help me to grow as a leader in strategic planning and setting goals to bring effective outcomes. The decision-making process within an organisation will tend to enhance the organisational performance bringing more flexibility to practices. Strategic thinking is also considered for development as strategic thinking and analysis will help to identify the problems and the changes required to grow as a leader in an organisation.

Belbin’s team role

The Belbin’s team role consists of 9 diverse mixed behaviour that will help to identify the strength and weaknesses I possess in terms of leadership roles.

Resources Investigator: I am very optimistic and explore new fields area to develop my area of knowledge in work. I make contact and develop my networks while working as an intern and then as a student during higher studies. I make friends and socialise so that I can gain knowledge from diversified cultures (Wikaningrum & Yuniawan, 2018). I am extroverted and enthusiastic about work. Therefore, I am a resource investigator that explores the opportunities. I am open to learning which makes me a creative and action-oriented leader.

Teamwork: I can work in a team and during my project work in class sessions I have completed my project on time with proper collaboration among the team. I have the ability to listen to my team member and give them the freedom to implement the democratic leadership style to perform and bring creativity.

Coordinator: I am focusing on teamwork and effectively communicating the task and together solving problems for a better outcome. During my internship, I remember working in a group and succeeding in the outcomes (Tewari et. al. 2019). However, I have issues in directing, and delegating as I cannot take commanding authority which was required during work for better guidance. I cannot change and delegate work but I rather only motivate, communicate and give freedom to take strategic decisions. I need to focus on my work delegation which will reduce my management efficiency.

Plant: I am highly creative but I also lack the ability to think and plan strategically for setting organisational goals. In an internship, my work was limited to managing a team. I was not able to set goals or set vision which has reduced my visionary leadership ability. I also cannot resolve conflicts as I lack the ability to adapt to changes fast.

Monitor Evaluator: I am a good monitor that evaluates the performance, makes communication, and provides freedom as per the team expertise field. I see all options with proper communication which helps me choose the best for project work during the class session.

Specialist: I am optimistic and dedicated which helps me open to new work experiences. During the internship, I worked with a group of 7 departments this ability has improved my level of dedication to work as a positive, optimistic transformational leader.

Sharper: The team that I have been allowed was not dynamic as I do not prefer flexibility while working. I either provide freedom or make them positively get influence work outcomes. I lack the flexibility to overcome obstacles.

Implementer: I am not an implementer and I cannot turn the strategic planning into action individually. I lack the ability to take authority. I need situational leadership practices to develop my strategic thinking.

Complete finisher: I am perfect and complete the task. I have transformational leadership qualities where I stay calm, positive, and communicate to effectively manage my team and I have finished internship and project work due to this ability.

Critical evaluation of leadership style

With the help of self-assessment tools, I will identify the leadership style. Refer to Appendix A.

From the SWOT analysis, of Belbin’s team role, it can be identified that I have the trait of managing a team, good listening ability, motivation, and positivity that belongs to the leadership style democratic and transformational. I have the ability to manage a team and provide the freedom to the team to bring expert knowledge to the table for a better outcome. I am very positive and try to listen and motivate them with the freedom which shows my democratic leadership style. I also have the transformational leadership quality as I can listen to my team members and my friends when they have problems. I am a good listener and try to influence them with my personality and positiveness while communicating. I am patient and calm which helps me boost my personality.

I need to focus on the leadership style of the situation as it will help bring delegation, direction, and authority within me for changing my leadership style as per the situation. The team also need sometimes the direction and delegation rather than the freedom to choose work practices as all teams are not experts in their field. In this situation, I need this leadership style that will help me gain team efficiency. I also need to build my visionary leadership style to enhance my imaginary, strategic thinking ability.

How I intend to develop the situational leadership style and leadership theory

I intend to develop my situational leadership style with the course attendant for 1 year in leadership regularly. I need to learn about delegation, authority, and commanding traits to adapt to flexible situations when required in working as a team leader.

Leadership theory

I will use the transformational theory to bring development in my role as a leader in the context of health and social care. I will try to use my listening ability to listen to each member and communicate with them for bringing development in management practices. With my positivity and charismatic personality, I will try to encourage them to work on their goals (Ullah et. al. 2021). My personality and calmness will be a motivational trait to boost my team member in a health care facility for better coordination. I manage my team effectively via coordination, regular meeting, daily conversation, and feedback to analyse problems and listen to them for better productivity.

4.Conclusion of Self-assessment

From the self-assessment, it is clear that I have a democratic and transformational leadership style. I have a good ability to listen, communicate and influence team members. However, my development must focus on delegation, direction, and adaptability for better situational changes. I need to develop a leadership style of situational to adapt to various situations without focusing on freedom as the expertise level depends on the leadership style to conquer among the team. The self-assessment tool was very useful as from Belbin’s team role I have learned about the leadership skill and style I mostly possess that will help me develop my role as a leader in Health care and social care organisation.

The main area of leadership that I will focus on after the SWOT analysis is the adaptability, conflict resolution, delegation, goal setting, decision-making process, and strategic thinking for effective leadership practices. Strategic thinking and goal setting are important in health care to bring more creativity and coordination for better treatment services.

However, I will implement the transformational leadership style which I possess as it will help to motivate employees to bring changes and attend a training session for technological changes for better and fast treatment, and transparency. The health care problems related to staff shortage can be minimised with a transformational leadership style.

5. Introduce Change Scenario

In this report the health care organisation will be an Indian hospital and research centre from Kerala. The little flower hospital from Angamaly, Eranakulam District, Kerala will be considered. The hospital is known for multi-specialty with 25 departments to provide treatment to the customers. The change management process here is to initiate management technology for coordinating the departments to reduce inefficiency in reports focusing on agile working (Weintraub & McKee 2019). The service of the hospital is delayed and the patients have to wait for hours to coordinate with doctors. The staff shortage and the staff coordination are lacking that have driven the hospital authority to implement change proposals. For management innovation connecting people and technology for the most appropriate timely outcomes.

Leadership is important in health care as it allows diversity within the healthcare workers. The leadership will bring more agility with mutual support and care within the environment. The worker from various backgrounds will feel comfortable and wanted within health care organisation accepting changes due to leadership practices. In the change process, the role of leadership will help the workers to understand and clearly communicate for persuading health workers to accept technology for agile working. The vision can be communicated and day-to-day issues and efforts during the shift to change can be easily identified for effective management practices for the successful accomplishment of the change process.

6. Change Scenario

Identify and justify the area for changes which was implemented

Agile working is the area of changes that have happened in the little flower hospital. Agile working is very important to increase productivity among team members. The proper schedule and monitoring, and technology to connect the team help in seamless collaboration to make the treatment fastest. Providing an activity-based environment will allow the staff members to communicate, coordinate, focus, and bring creativity with the freedom that leads to a better outcome. The main reason for the implementation of the change management as agile working is due to various issues in the organisation related to management coordination, staff shortage, conflicts, and treatment inefficiency. The agile working will help to bring innovation and creativity boosting each medical practitioner in the little flower hospital. The driving forces that bought changes into the management of agile working will be explained to understand the reason for the change and its implementation. (Refer to Appendix C) They are

Innovation support: The agile working change happened as the force for innovation is very important to consider as it will help to bring technical changes in managing the work and documents within the hospital authority. The hospital’s main issue was related to a lack of coordination among each department to bring efficiency to treatment. The apps for sharing the documents, and communication among staff were very limited due to a lack of technological innovation (Chakraborty, Bhatt & Chakravorty, 2019). The equipment was low maintenance, the performance evaluation was not considered which brought a change of agility in working.

The first driving force that brought agility is the innovation in practices for better communication flow among medical practitioners. The innovation support showed the importance of bringing agility in management for reducing the overtiming of staff with virtual data transfer via technical support. Proper communication has helped to bring changes in technology with effective agility practices. The resistance to innovation was a staff member that did not want innovation in the communication process as they are overtiming. The agility working will help to truly empower the team with flexibility and constant feedback from medical practitioners. The short time schedule for work and flexibility will help staff bring changes in innovation for data transfer.

Effective patience treatment: Agility working is being implemented to bring patience treatment efficiency. The hospital staff was overtiming and coordination was lacking which reduce the clients’ satisfaction level. With agility working the driving force of customer satisfaction will be accomplished. The agility working will help to reduce the resistance to the change in management authority (Chakraborty, Bhatt & Chakravorty, 2020). The authority of management will resist for short time schedule, training, and development practices as this will require a change in rescheduling work, a huge investment.

However, 4-5 hours of waiting for a CT scan report, other mismanagement practices will be reduced with the implementation of agility working. Agility working has been implemented as agile working will increase the self-management and organised team increasing autonomy for making decisions. The management authority workload will decrease with the frequent cross-functional nature of the medical team discussing treatment and reports collaboratively with innovation in technology.

Effective team coordination: This driving force has majorly been a reason for the change in management practices. The agility of work management will help to develop team coordination. The hospital lacks coordination that increases the patient’s enrolment que, the report is delayed, and the lack of practitioner coordination increases the gaps for treatment on time. The right orderly coordination inefficiency has reduced the hospital’s credibility. With agility working, the data transfer related to the patient’s report is effectively shared, and the problems of each member are coordinated with technology development (Mefi & Asoba, 2020). The performance is monitored and daily feedback, problems, schedule of the work are uploaded with the help of the management app. The innovation and coordination increased due to the agility working practices initiated for reducing the inefficiency in the treatment process.

Effective management of time: This is the driving force that is very important for reducing the time-lapse for treating patients in little flower hospital. The lack of communication and proper care for the patients has reduced the hospital’s productivity. Due to this reason the agility working practices have been implemented. The change in management practices has brought better flexibility, and a proper time schedule for work staff that reduces the shortage and overtiming issues. The training and development issue due to limited staff and fatigue from overwork was minimised (Otieno & Njoroge, 2019). The agility working allows them better control over the medical team’s daily goals with transparency, feedback from patience and peers, and quality control features in technology integration. The daily progress report in agility working involves stakeholders that advance the outcome of the target work allotted.

Evaluate the change process implemented in the Little flower hospital with leadership approaches.

Increase sense of urgency: The hospital authority has realised the need for change due to various ineffectiveness in managing the staff and the treatment gaps. The creation for urgencies was the agility working that will help enhance the opportunity for innovation, team coordination, and patient satisfaction level in treatments. The need for the change was communicated to the medical teams and the reason for the change, and the existing problem was properly discussed (Dashash et. al. 2021). The proper communication was important as the resistance to the changes due to overtiming, change in management practices, and rescheduling were various forces that need to be considered before making the change.

The leadership style of transformational was utilised to listen to each team and also communicated for better outcomes in agility working. A solid explanation of the goals and individual tasks was explained during the change considered and the action-oriented leadership style was implemented to focus on the goals looking forwards. Furthermore, transformational leadership style for communicating and persuading the medical team to adopt the changes.

Build Guiding team: Hospital authority adopted the concept of democratic leadership where the single CEO was not responsible for the change. The support of 10 administrative members, 4 nursing staff, 10 doctors, laboratory technicians, and IT department staff were considered for building a team. It was delegated the authority to bring creativity in managing the changes. The agility working needs proper coordination of leader and team. So the hospital divided the leadership into each department for coordinating, controlling, and monitoring the changes, the performances, and individual needs to enhance the change management practices (Grenway, 2021). The democratic leadership style helped to enhance the creativity, which has improved the staff coordination, and treatment efficiency.

Figure 1 Kotter’s 8-step model of change (Sources: Kotter’s 8-step model of change, 2022)

Develop vision: A strategic initiative is very difficult for lower-level hierarchical to understand. The agility working will start with a clear change management plan showing the milestones and the deliverables. A realistic timeline, training, development, and reduction in work will be shown that will reduce the resistance from a staff member. In change management, the leadership style of transformational was used where the proper plan was communicated to each and every member of the hospital. The details of the vision, the calmness, and positivity persuaded each member to listen and accept the agility working practices.

Communication for buy-in: The leaders ensured during the change management to daily talk about the vision to the staff to reduce the fatigue. Each employee’s problems were clearly listened to by the department leaders allotted to make changes as per the situation. The situational leadership style has been allotted to listen, make changes adopt as per the requirement of the employees for effective communication to achieve agility in working (Hee & Shanmugam, 2019). The changing scenario is successfully communicated to all the operational levels from training to the performance reviews weekly to enhance the efficiency in performance.

Empower action: The action plan during the implementation was analysing all the factors that stimulate the staff members. The strategic thinking and monitoring performance to push back the staff has been planned. The action-oriented leadership style was implemented to clearly ensure the vision of the change is met with proper one-to-one communication for ensuring the employee are persuaded to reduce the change barrier.

Create short-term wins: The change is long term and the hospital authority provided the freedom to each leader to take steps to praise the short wins. The positivity and motivation with a free flow of communication made the change implementation successful. The leadership style of transformational is mostly focused by the hospital leaders in each department to motivate and persuade employees via positivity. The reward system was used for effective stimulation in work.

Don’t let up: The competition of work needs continuous improvement. With the help of proper communication and persuasion, the SMART goals are implemented to continue focusing on the goal. The action-oriented leadership style was also implemented for directing and leading the team towards agile working (Forto & Duby, 2020). The short-term success was celebrated and the vision was continuously communicated to focus staff on the operation for better outcomes in hospital performance.

Make change stick: The change must be deeply rooted in the organisational culture for effective changes to stick. The step is to maintain the progress. The leaders ensure that every day there is a meeting regarding the feedback and stakeholders are also involved with technology innovation using apps for connection. The development training program for changes to consider in agility working are ensured by leaders for successful change. The action-oriented leadership style has helped to stay focused with continuous improvement via communication to stick to the vision. The weekly success story is shared for better change management support.

7. Conclusion

My own leadership skill development action plan is to develop the goal-setting, and decision-making ability for formulating strategic plans in developing an organisation. The regular leadership course practice, attending seminars, and internship will help improve my ability to lead a team as a strategic thinker. I will also develop my ability to adapt and resolve conflicts as it is important for daily meeting the changing needs of the organisation. The listening ability will help to understand each individual member’s problems improving my leadership skill to personally handle problems, and flexibility as per individual needs to accomplish goals.

The various leadership style of transformational, democratic, situational, and action-oriented has helped to implement the change effectively. The change in management was difficult as the resistance to training programs was high due to overtime. The agility working was implemented with various changes in schedule work, application usage for transferring data, and stakeholder feedback as part of the agility working. Alongside transparency and weekly performance review that made the management and staff very insecure. However, proper communication, freedom to create ideas, considering lower to higher staff opinions, weekly rewards, and appreciation of progress have helped to implement the change easily. The agility working was stick to the management practices with better coordination, and time management. The action-oriented and transformational leadership has mostly been used to persuade employees for supporting the changes.

The service users were very satisfied with the outcome of the changes. The workers can now change work schedules due to the short time allotted for agility practices. The regular meeting, the virtual transformation of data, and feedback help to self-analyse the progress that has improved the staff work performance. The change implemented has made the worker develop a positive perspective about training programs. The patients are very satisfied with the treatment due to the transparency and performance reviews of workers. The staff shortage was erased with short time allocation for frequent changes in duties to mitigate the fatigue. This has only improved overall coordination, innovation, and services.

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Appendix A (SWOT Analysis)

Appendix B (Action Plan for leadership)

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