TRANSFORMATIONAL LEADERSHIP AND NHS

The Transformational Leadership and NHS

The Transformational Leadership and NHS

Introduction

NHS founded in 2008, the UK National Health Service (NHS) has become one of the largest employers in the world. Since the greatest proportion of health budget spent on staff, it is inevitable that "people management" issues should be at the forefront of the New Public Management (NPM) thinking. Nursing today is an important pillar in the National Health System; Physician work would be incomplete without the presence of staff in this branch. The efficiency of health services depends heavily on the leader's role as administrator of the same. Leadership in the first place, is the process of direct and influences the work activities of the members of a group, involving other people, employees or followers (Schriesheim & Glinow 2002, 398). These are not without power, can shape and indeed they do, the group's activities in different ways, according to Hendry and Walker (2004) leadership is the "activity of influencing people to strive for voluntarily in the achievement of the objectives of the group ", however, usually the leader will have more power, another aspect is the ability to use different forms of power to influence the conduct of the followers, one last consideration is a combination the above aspects, but recognizes that it is a question of value. The main mission of the leader is to get successful results and positive.

It is the aim of this study to examine the relationship between medical professionals and hospital management, with special attention to the role of human resource management and culture of the NHS. Based on qualitative data collected from executive advisory board and staff level (a mixture of senior management and medical professionals), in a large University Hospital NHS Northwest, an analytical framework is introduced that highlights the delicate negotiated order that exists between the different professional groups and management. It was suggested that different "vocabularies of motives" not only influence how individuals and groups view the policies and work practices, but also to what extent they are accepted or rejected by several working groups involved.

Many terms have been used to define the styles of leadership, but perhaps the most important has been the description of the three basic styles: the autocratic leader, which characterized by making decisions without consulting their subordinates staying out of the group, participative leader collegiate decisions with the group participating in the activities of himself and the leader of or unconcerned vent which is essentially passive (Perra 2000, 56). Through the perception, of subordinates and exploring these qualities of a leader is that you can have a view of the predominant style of exercising leadership. It is the "process whereby an individual influences other group members."

State the Purpose

Nursing leadership is a process that promotes the improvement of conditions health and life of the population, the achievement of care goals characteristic of the profession, and achieves the goals proposed in the health services. Therefore, it is a social, professional organizational ...