2). The complexity of the situation is more pronounced in some settings than others, of course, and it is reasonable to posit that healthcare organizations represent some of the most complex organizational settings because of the wide range of professions and services that are involved. A number of researchers have confirmed effective organizational change requires progressive leaders who are not afraid of "rocking the boat" and overcoming administrative inertia and the reluctance to change that is characteristic of any type of organization (Mclagan, 2002). For example, while it may be possible to improve the quality and efficiency of healthcare services by implementing technology-based solutions, professional healthcare providers may be reluctant to embrace drastic changes to their routine unless they can discern a "what's in it for me?" quality to the initiative. Indeed, leading other people to a common organizational goal may well represent one of the most difficult endeavors in the human experience and it requires leaders who can successfully overcome the obstacles and constraints that stakeholders and limited resources will inevitably throw their way. Proposed Solution and Anticipated Outcomes

Although there is a growing body of evidence that confirms the impact that effective leadership can have on organizational performance and profitability, there remains a paucity of timely research concerning how organizational development can improve the performance of healthcare organizations. In this regard, Mclagan (2002) notes that, "Change is inherent in life and nature. Yet, we have only recently begun to study change in our institutions with the intent of influencing its impact. Organization development, the discipline of focusing on organizational change, is still an emerging science despite how long the term has been around" (p. 26). Indeed, leaders of many types of organizations appear to lurch from one management fad to the next in an effort to improve organizational performance. In this regard, Mclagan adds that, "Fads and trial-and-error...

27).
Not surprisingly, then, there remains a need to determine how healthcare organizations can provide leadership development initiatives that can provide real results in terms of delivering quality medical services while keeping an eye on the bottom line. Therefore, by identifying opportunities to improve leadership development practices in healthcare settings, it may be possible to harness existing resources more efficiently. For example, Michalisin and Karau point out that, "Leadership could serve to activate resources and core processes crucial to organizational functioning that could, in turn, have a potent effect on firm performance" (p. 2). Taken together, the research indicates that it is possible to identify better ways of helping leaders become more adept at guiding complex organizations in ways that will help them achieve their goals. The anticipated outcomes of the study proposed herein, then, relates to the identification of such improved methods, an objective which represents a valuable addition to the current body of knowledge concerning effective leadership in healthcare settings.

References

Froeschle, M.L. & Donahue, P.M. (1998). Academic health care: Leadership in time of change.

Journal of Leadership Studies, 5(4), 60.

Mcgoldrick, J., Stewart, J. & Watson, S. (2002). Understanding human resource development: A

research-based approach. London: Routledge.

Mclagan, P.A. (2002, November). Change leadership today. T&D, 56(11), 26-27.

Michalisin, M.D., Karau, S.J. & Tangpong, C. (2007). Leadership's activation of team cohesion as a strategic asset: An empirical simulation. Journal of Business Strategies, 24(1), 1-2.

Mizrahi, T. & Berger, C.S. (2005). A longitudinal look at social work leadership in hospitals:

The impact of a changing health care system. Health and Social Work, 30(2), 155-157.