The Dynamic Culture Leadership model in healthcare ethics and organizational culture

Leadership and Organization Culture and Ethics in Leadership

Model Preferred for Leaders to Follow

The DCL (Dynamic Culture Leadership) model is the most advantageous model for leaders, as dynamic leaders possess a basic grasp of their institution's affirmative moral duty and function from the perspective of a humanistic paradigm, as all organizations have a positive ethical duty to do ensure that "good" is done to all stakeholders, and nobody is harmed, by any means. On the basis of this premise, one may argue that businesses are morally obliged to work to the "good" of their workforce (who represent stakeholders that are non-owners). Therefore, dynamic leaders need to considerably focus on ethical and moral elements, for enhancing cultural values of the organization (Lowder, 2007).

Dynamic Culture Leadership (DCL) Model and How it is Applied.

Leaders, in this instance, need to adopt a leadership style aimed at evaluating the necessity of increased market share by burn unit, and at solving the dearth of healthcare professionals via the DCL model. The healthcare sector's environment is rather dynamic. In a relatively unchanging (static) industry climate, with simple technology and a consistent, homogenous workforce, leaders' need and value would be a lot lower than reality. In fact, the real complex and dynamic health environment calls for motivated and capable leaders. As healthcare environment, systems, staff, and technology, are dynamic and complex, healthcare leadership is vital. Further, high social expectations exist, for both health professionals and institutions. In fact, these components of the healthcare sector are expected to be free of errors and mistakes. Healthcare institutions work best in honest and receptive communication environments, free of needless worry and fear, and supporting diverse professional teams (Borsi, n.d).

The management, in regaining employees, can facilitate the learning process through employee feedbacks. Positive feedback serves to reinforce employee behavior, while negative feedback discourages it from occurring. This employee-management interaction facilitates organizational learning, resulting in company culture formation. This holds good for employee interactions with their coworkers, juniors, or mentors, as well. Employees, by being familiarized with how to link behaviors to consequences, learn to handle work-related experiences. Feedback received helps them express organizational behavioral norms, and with accumulation of this knowledge, a comprehension of corporate culture develops. Management promulgates this culture through the provision of feedback as well as reinforcement. For workers who are a part of the company for quite some time, the socialization process maintains or even sometimes modifies the organization's culture. One type of socialization typically utilized to serve this purpose is development and training. Personnel undergo rigorous training for the reinforcement of existing standards and ideals, or when changes occur, replacement of present standards and ideals. It is rather tough to change existing cultural perceptions. Organizational change will only be incremental, unless management makes concerted efforts by means of exhaustive organizational development initiatives. At times, even with the best endeavors at communication, one may encounter conflict. The wise application of abilities, knowledge and skills in conflict management by leaders is pivotal for efficacy, effectiveness, and efficiency, in healthcare institutions. Another important leadership skill is listening, which plays a role in confirming and supporting communication environment, for instilling an organizational culture of success (O'Connor, n.d).

Assessment

Reciprocity, in reference to the case in question, is pertaining to its utilization for manipulating others. It may be utilized in place of retribution, as the individual lacks the authority to downright force the organizational leader. Some tactics to help personnel avoid manipulation are as follows:

1. Look into the intention behind any favor or gift

1. Challenge the manipulative initiator (the organization, in this instance)

1. Do not agree to make a deal with organizational leaders

1. Reason, when it will be an effective influence tactic; however, employees may still find compliance hard (Ledlow, & Coppola, 2011).

Retribution, in this instance, is where individuals (leaders, in this instance) use revenge as they perceive themselves in a position of power; for instance, using countervailing power (i.e., shifting dependence to interdependence). Such individuals sometimes don't believe they will be able to influence otherwise. Hence, the employee maintenance tactic applied is showing them that they don't possess as much authority, concentrating on mutual dependence, and highlighting the repercussions of not respecting the institution's leadership (Ledlow, & Coppola, 2011).