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Their satisfaction is the only true test of the effectiveness of the organization and its staff. But unless these needs and preferences are promptly and adequately communicated to the right recipients, the objective cannot be achieved. The head of clinical audit must posses this attribute because he must be able to transmit the goals of his section clearly to those under it, those above it and those with which it functions or deals.
Leadership Strategy of Personal Vision leader who is highly attuned to himself and his personal vision and the greater world will be most effective (McKee 2006). Unprecedented global change, pressure from all directions, and ever-increasing competition in the field require personal vision in a leader. Today's leader is not just an effective worker who works harder. He must now create powerful, positive relationships and healthy organizational environments, which will establish optimism, innovation and team work, necessary in achieving the organization's more and more challenging goals. He needs to create resonance with the greater world, both local and global. But in order to do so, he must resonate with himself. He must be fed from within by a vision all his own. A resonant leader possesses what is called emotional intelligence. He can manage himself and guide others at the same time through difficult or trying circumstances. While others may use fear and control under those circumstances, he knows that using force or fear steals employees' sense of value of themselves and this reduces their commitment to organizational goals. On the other hand, a leader with personal vision engages his subordinates' hearts and minds to build and share common purposes. He inspires them to give their best, to willingly work or collaborate fruitfully with him. He produces results because of this. His personal vision enables him to examine all the aspects of his leadership. He keeps track of what works and what must be changed. He creates an environment where his subordinates feel safe and are encouraged to express themselves (McKee).
His personal vision also leads him to adapt to customary ways of leading (McKee 2006). It enables him to be open-minded, non-defensive and deeply committed to learning about himself and adjusting his behavior. He is able to empathize or understand the perspective or feelings of the other. As far as he can empathize because of his strong personal vision, he extends himself. Others get to know him. Because of they know, trust and believe in him, he can influence them. He can create positive and trusting relationships. These are not opportunistic, instrumental or incidental but authentic. He seeks out mutual interests, which go beyond working relationships, but which connect him to persons. He resonates with their emotions and thus moves these emotions in a positive direction. He is, thus, able to handle even difficult persons and in difficult situations because of his authentic relationships with them. His personal vision makes this possible and makes it happen. Such a leader is not common because of the amount of sacrifice it requires of him. He must constantly give himself to others (McKee).
Application of the Strategy of Personal Vision leader with personal vision will monitor and supervise the doctors and hospital staff for their public service ethos. He will check out if they are doing what they deem best according to their individual inner light. Clinical experience is no longer sufficient in service delivery today. Regulatory bodies now consider individual competence. Training standards are now inspected to see if they come up to standards. Clinical performance, which includes the number of deaths in the hospital, prompts the head of a clinical audit to immediately seek out complete and updated information on the incidents. He does not tolerate the number of medical errors and near-misses and will come right to the bottom. It may be traced to organizational problems, clinical incompetence or merely bad media publicity by competitors. But he confronts and contends with the true cause or causes of the mishaps.
Strategy of Interpersonal Leadership
Globalization has the answer for it. Employees are getting more and more diverse and this situation also explains the new developments in managing interpersonal relationships with them in the past decades (Roper 05). Managers and other leaders found that they must increase or improve their skills, such as active listening, adaptability and decision-making. These skills will greatly help them in confronting problems and issues in the workplace. Interpersonal leadership hangs on interpersonal communication as the foundation of all the leader's dealings with his subordinates..The changing nature of the workplace now requires a corresponding increase in interaction, which if positive, creates the right climate and the right attitudes, beliefs and attitudes on both sides. The leader or manager must also respect his subordinates in order to accomplish goals (Roper).
Interpersonal leadership involves relational creativity and appropriate team leadership (Roper 2005). A creative relationship is developed or created with diverse groups through visual and verbal imagery. He must attune them to the organization's new direction or thinking by what they see and what the manager or leader says. He leads them to develop these visual and verbal images. He fosters good employee relations by making them feel good about themselves in their interactions with him. He is also able to manage conflicts and in resolving issues with or among employees quickly and satisfactorily (Roper).
Application of the Strategy of Interpersonal Leadership
Harold Shipman was a general practitioner who was convicted for serial murders by administering heroine to many of his elderly female patients (United Bristol Healthcare Trust 2005). His publicized murders gave a black eye to the medical profession and its systems of self-governance. He had a history of drug abuse and this should not have escaped the personnel department who handles employee information. The head of clinical audit should concern himself with being updated on the qualifications and backgrounds of hospital employees as part of the evaluation work done by the section.
Strategy of Emphatic Communication
Communication is central to all team or section functioning (Geriatric Interdisciplinary Training Team 2001). It requires that all the member of a team or section establish and conduct communication with one another, with the patient and his family in working out an integrated care plan. The manager or leader must insure that an efficient mechanism for the exchange of information is installed and works. It should include a well-designed record system, a regularly scheduled forum among the members to discuss patient management issues, and a clear mechanism for communicating with those outside the workplace. Effective communication and team work can be hampered by the lack of clearly stated purpose, lack of training, ambiguous leadership, inadequate team size, lack of appropriate mechanisms for the information exchange, and inappropriate professionals within the team (GITT).
A responsive communications policy provides for well-planned strategies; makes communication a top priority; emphasizes vision, values and business strategy; requires strong people skills to insure managerial success at all levels; views employee media as mere channels; sees employee diversity as requiring intensified listening and two-way communication; and considers that all the rapid changes in the world today will soon separate and distinguish the successful from the unsuccessful organizations. The tough task is to close the communication gap. The responsive leader must now choose to shift from being craft-oriented to commanding a total communication process (D'Aprix 1993)
Application of the Strategy of Communication
Many organizational problems can be solved or prevented if proper communication channels were open. Doctors should be regularly appraised for their competence and behavior and the findings communicated correctly and promptly. Some doctors trained in other countries, for example, may trigger complaints and the problem of language barrier and communication difficulties can hinder the smooth operations of the hospital. The head of clinical audit must make sure that appropriate policies and mechanisms for this field or issue are existing and in place.
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