Innovative Leadership in Health and Social Care

Introduction

The organisational change process is important for the multinational corporate companies, where the leaders and the managers are playing crucial role in managing changes in the organisation so that there will be more creativity and innovation in making decision and achieving future organisational success (Hayes, 2018). The aim of the study is to analyse the role of the leadership and management in the change management practice, where it is possible for the organisations to tackle the change process and improve their performance successfully in the health and social care industry. The study also provides a scope to evaluate the present change management practice in the organisation Barnet, which is primary care trust, regulated by NHS UK, where the role of the leaders will be analysed properly. In the recent era of globalisation and digitalisation of the organisations, all the organisational leaders try to develop effective strategic planning to implement change for better creativity and technological innovation so that it is possible to run their business operational activities strategically (Cummings, Bridgman and Brown, 2016). The study also helps to analyse the present change management process and recommend some suitable suggestions for improving the activities of the leaders and developing effective leadership style in order to lead the change and achieve future success in NHS Barnet. Recently, the leaders are playing important role to analyse the business process and for more creativity and technological innovation, the leaders focus on new changes in the organisational context, so that it would be possible to achieve the organisational success innovatively. The literature review of the paper is appropriate to improve understanding about the change management practice in the context of health and social care industry. The search strategy for this paper is secondary data collection where the researcher collects the books on leadership and management as well as the journals of change management in the organisational context and health and social care organisations.

Change process and the role of leadership

Change management practice

Change management practice is important for all the health and social care organisations including the private nursing homes and public hospitals, where the change leaders are playing crucial role to make the change process for creativity and innovation in health care. In this regard, the models of change management are effective to identify the role of the leaders and the heath care organisational practice to manage the change and improve the organisational performance in long run. The Kotter’s change model and Lewin’s change management model are effective to understand the role of the leaders and the strategic planning to manage change in the workplace of NHS Barnet (Van der Voet and Vermeeren, 2017).

As per the Kotter’s model of change management, there are eight steps through which it is possible for the organisational change leader to manage the change process and fulfil their commitment to achieve future organisational success. At the first step, the leader needs to create urgency and the second step is to firm a powerful coalition. It is important to build coalition to support and help each other while working during the change process and this activity further helps the employees to develop effective team and work as a partnership working practice in the organisation (Lewis, Cantore and Passmore, 2016). The team members can collaborate and communicate with each other for better working practice and thus the change leader focuses on creating urgency and develops coalition to support the employees for building effective team work. For example, the organisational leader of NHS Barnet is efficient to manage change in the workplace through developing powerful coalition and sharing all the necessary information with all the NHS staff members in the organisation.

Additionally, creating a vision for change is also necessary and in this regard, the change leader develops clear vision for the change management process and communicate the vision is necessary with all the NHS staff. In this context, the change leader of NHS Barnet is efficient to develop clear vision of digitalising the health care and serving better care and practice to the patients across the social communities through enhancing cloud computing, online medicine storage and patient data management activities so that it is possible for the organisation to improve the quality of care in long run and secure future sustainable development of the social communities as a whole. The benefits of the change management process needs to be shared with the NHS staff members as well as it is necessary to communicate the vision with all the people at the workplace including the doctors, nurses, general physicians, psychiatrics and doctors and surgeon so that they would be able to collaborate in improving partnership working practice. After communicating the vision and creating urgency of change at the workplace, it is necessary to empower the NHS staff in the workplace for making effective decision (Al-Ali et al., 2017). The health care leader tries to empower the staff in the hospital for working collaboratively. Encouraging their creativity to perform and sharing their experience for better management are effective to empower the NHS staff in the organisational practice during change management. Creating quick wind and developing the change process must be there to lead the people towards achieving success by organisational infrastructural development and technological innovation. Hereby, the change leader is responsible to manage change and maximise the values of the organisation, where they influence the employees to perform better and improve team work so that the health and social care professionals can share their experience and technical skill for better performance. Open communication further helps the leader to convince the staff to contribute positively (Morin et al., 2016). In the change process and it would be possible for the leader to create values for hem and fulfil the commitment at the workplace. It is hereby beneficial for the change leader to develop clear vision of change and communicate the necessities and benefits of adopting the change in the organisation. This further helps the leader to lead the NHS staff by developing mutual trust and respect where the employees are motivated to perform better and contribute positively to manage organisational change (Domingues et al., 2017).

As per the Lewin’s change management model, there are three steps, through which it is possible for the organisation to manage change practice at the organisational workplace and the three stages are such as unfreeze, change and refreeze. Under the unfreeze stage, the elders try to determine the needs and preferences of the organisation and ensure strong support, both financial and human resource so that it is possible to manage the changes. Creating the needs for changes is necessary in the workplace and manages and understands the doubts and concern of the health care professionals are also necessary (Quinn, R.W. and Quinn, R.E., 2016). For example, the change leader of the organisation NHS Barnet is efficient to create the need and urgency of change where the organisation aims to achieve quality standard in the hospital through cloud computing an online activities for patient management. In addition to this, the leader of NHS Barnet is also experienced to clear the doubts and concern of the NHS staff, so that they have clear and concise information about the needs for change and the activities related to change management in the health care system (Betancourt et al., 2017).

The second stage is change, where the change leader communicates with the NHS staff and dispels rumours as well as empowers the actions and involves the people in the process. It is efficient for the change leader to manage the changes collaboratively where the leader and management team of the hospital NHS Barnet try to develop effective team work through improving partnership working practice and enhancing communication, so that the leader can influence the staff members and lead them towards achieving future success. Cooperative learning, sharing information and experience and partnership working practice are hereby beneficial for the hospital NHS Barnet to achieve future success by appropriate change management practice through more creativity and technological innovation for managing patient. The last stage is refreeze, where it is essential to develop change culture, develop the ways to sustain the change and provide continuous support and training to all the NHS staff members for celebrating the success in near future (Cameron and Green, 2019). In this context, for example, training and development program of NHS Barnet are effective to provide the scope for personal and professional development to all the NHS staff where the health care professionals can improve their understanding and technological skill to perform better during the change process at the workplace. The leadership style of the hospital is also efficient to support and direct the NHS staff in future where the health care professionals are motivated and influenced to perform better and participate in the change process with their full potential (Goodwin, 2016).

Role of leaders during change process

Change capability of the leaders is necessary in the recent era of globalisation, where all the hospitals try to develop effective strategy for managing change in the organisational context. Leadership and health care management are hereby important to lead the changes and in this regard, the role of the leaders in the NHS Barnet during the change management practice will be evaluated further.

As per the 3C model of change management, the leader’s role is to collaborate, communicate and commit where the leaders can manage the followers in the organisational workplace and lead them properly.

Collaborate:

Bringing people together is the main aim during the change process where the leaders try to develop suitable planning and execute to collaborate with all the people at the workplace. For becoming a successful leader, it is necessary to improve collaboration so that it is possible to enhance engagement and build strong relationship with all the followers. This further helps to improve mutual trust and respect to each other, where the leaders are able to empower the workers in decision making process (Teixeira, Gregory and Austin, 2017). Hereby, collaboration is necessary for the leader to cooperate with all the NHS staff and develop successful team work, so that they can contribute positively in the organisational change process to achieve future success of NHS Barnet, where the main aim is to manage the quloty standard of care and treatment for creating values for the patients. In this regard, the leader also aims to empower the NHS staff by improving collaboration and it is essential to improve team work and contribution of the staff including doctors, physicians and nurses, where through empowerment and positive cooperation, the change leaders try to increase the interest of the staff to contribute positively in managing change in the hospital.

Communicate:

Enhancing communication is essential component and it is one of the major roles of the leaders in order to enhance internal conversation where all the followers can develop open conversation and they can share their feeling during the change management practice at the organisation. In this context, through open conversation, arranging general meeting and group discussion, it is possible for the leaders to improve communication and it is effective strategic role of the leader to manage the change process at the organisational workplace in health and social care industry (Rajan and Ganesan, 2017). Through open communication and positive body language, the leaders try to improve engagement with the followers and on the other hand, the leaders try to convey the message about the change initiatives and the benefits of change at the organisational workplace. This information further helps the NHS staff at NHS Barnet to contribute positively in achieving the organisational success through change management process. Hereby, improving internal communication is necessary to clear the doubts of the care givers share the organisational vision of delivering quality care and equal treatment to the social communities and direct them with adequate information so that their performance during the change process can be maximised well (Basu, 2017).

Commit:

Commitment is necessary where the leaders must follow and fulfil their commitment. It is essential role of the leaders to commit the employees and fulfil the commitment successfully. The behaviour of the leaders and inter personal skill further help the leaders to manage commitment and support the care givers while the change process has been occurred at the hospital NHS Barnet (Dhir, 2019). Convincing the heath care staff for managing the change, resolving the internal resistance to change and positive cooperation with all the NHS staff are the role of the leaders through which the leaders try to motivate the staff as well as maximise the values of the employees at the organisational workplace. For being a successful leader, it is necessary to maximise commitment, so that the staff and heath care professionals at NHS Barnet can rely on the leadership style and they become interested to perform better during change management process. For example, the leader of NHS Barnet is efficient to manage commitment by creating values for the staff through providing effective salary and performance related pay as well as managing safety of the staff at the workplace and give them freedom to work.

Additionally, there are other roles of the leaders in the organisational context while there is change management process, as without proper leadership style, it is difficult to manage the change and lead the heath care professionals towards achieving future success. The other role of the leader in leading the people is such as,

Support:

Supporting the people is necessary during change process in the organisation, and in this regard, the leaders try to provide full support and direct the team members for managing their performance. With proper support from the leaders, the followers can overcome the barriers during the change and it is possible for the workers to get clear understanding and strategy to perform better while the changes can be taken place in the hospital. With proper support, the NHS staff can manage the change and understand the process of change in the workplace (Pugh, 2016). Effective monitoring and evaluation of the performance of the care givers are beneficial to support them where the leaders provide appropriate information and empower the followers for better understanding so that they can maximise their performance during the change process in the hospital.

Learn:

Learning activities are essential for the hospitals during the change, so that the NHS staff can understand the internal process and gather in depth knowledge and technical skill to perform better. For improving performance of the staff in the hospital during the change, it is necessary to arrange the effective training and developmental program at the workplace, so that the care givers can get on-the job as well as off-the job training to improve their skill and knowledge. This is effective for them to improve their performance and follow the instruction of the leaders while working during the organisational change (Doppelt, 2017). Formal and informal feedback from the leaders and continuous monitoring and evaluation of working practice are also necessary, and in this context, the leaders monitor the performance of the doctors and nurses in the hospital on a daily basis to support them and teach them the way to work creatively. In the recent years, it is necessary to improve the knowledge and technical skill of the NHS staff to manage change, where the hospital NHS Barnet try to manage their patients and in this context, learning and developmental activities are effective where the leaders play crucial role in arranging the training program to support the NHS staff and nurses to manage change for better quality and equality in health and social care.

Influence and control:

Influencing the team member and controlling the workplace are also the role of the leaders during the change and in this regard the leaders try to provide monetary and non-monetary rewards and motivate the employees to show their creativity. In this regard, the leaders try to identify all the key stakeholders of the business, who can contributes on managing change in the organisational workplace and maximise their values by providing high return on investment. This practice further encourages the creativity and motivates the health care professionals to perform better. Freedom to work, empowering the team members and continuous support and fulfilling the leader’s commitment are the practice of the leaders in the hospital which in turn provides a scope to the leader to manage the people at the workplace and motivate them to perform better and contribute positively to lead the changes successfully (Cameron and Green, 2019).

In addition to the above roles and responsibilities of the leaders, the leaders are also efficient to manage the change process by,

Taking initiatives:

Effective change leaders take creative initiative to mange changes and it is necessary for the leaders to lead the changes creatively. In this regard, for managing the changes, the leaders try to take effective initiative for the outcome, and continuous analysis and developing initiatives further help the leaders to manage the changes in the organisational workplace.

Developing strategies:

It is also another role of the leaders, and in the present organisation, the leader tries to develop effective strategic planning in order to lead the changes in the hospital. For example, the leader of NHS Barnet focuses on computerised data base and for which it aims at developing cloud computing system for serving the patients efficiently equally. In this regard, the leaders develop effective strategic planning to manage the organisational change and lead the staff towards providing quality car to the social communities (Cameron and Green, 2019). After effective problem solving activities, the change leader is able to identify the existing problems in the organisation and develop effective strategic planning to mitigate the issues and improve staff’s participation in long run.

Executing the planning:

Executing the planning is also necessary role of the leaders, where the change leader in the organisation aims at executing the planning in border to lead the changes. For successful, execution of the planning of implementing computerised system in health care system, the leader of NHS Barnet tries to hire the experienced IT engineers who handle the project of managing cloud computing and computer data base of the patients for the hospital to serve the patients in a better way. Additionally, arranging training and development activities at the workplace and continuous support to the staff further helps the leader to achieve future organisational success through change management process (Ginter, Duncan and Swayne, 2018).

In the recent era of globalisation, all the leaders focus on developing effective planning to lead the employees towards achieving future success and in this regard, the transformational leadership style is effective for the leaders to manage the workplace and lead the change management process towards achieving success. As per the transformational leadership style, the leaders try to engage with the workers and develop strong bonding with all the staff. For example, in the present workplace of NHS Barnet, the leader and the health care management team try to develop effective tactics to involve with the NHS staff and lead them towards achieving future success. The leader of NHS Barnet tries to develop effective communication through open conversation and group discussion, where the leaders aim at discussing about the changes and sharing the information about the ways to manage change are effective to improve bonding and relationship to perform better (Lavoie-Tremblay et al., 2018). The transformational leader also likes to inspire the NHS staff members continuously and encourage their creativity and innovation while working. The leader of NHS Barnet is also efficient to manage the staff members and motivate them through providing monetary and non-monetary rewards.

On the other hand, the leader takes responsibility of the health care service providers and fulfils their commitment in order to motivate and lead the NHS staff and social workers towards achieving the organisational success. In this context, empowerment is another strategy of the transformational leader, where the leader tries to empower all the NSH staff in the organisational practice in order to identify their opinion and working practice so that cooperatively it is possible to achieve change management success. The leader of NHS Barnet empowers the NHS staff and gives them freedom to share their opinion and develop strategic planning with proper empowerment of the employees, where the health professionals have freedom to share their experience and skill for developing the best possible solutions (Gopee and Galloway, 2017).

In addition to this, the situational leadership style is also effective to describe the leadership role during the change management process where it is possible for the leader to lead the employees to manage change and perform better in the organisational practice. As per the situational leadership style, it is necessary for the leaders to focus on coaching, where high supportive and high directive behaviour further provide a scope to the leader to lead the people at the workplace towards achieving future success. In this regard, the leader of NHS Barnet focuses on managing the NHS staff through being supportive and directive. Continuous support and providing proper direction to work better further encourage the employees to give their full potential for managing the organisational change so that they would be beneficial in future (Van Rossum et al., 2016). Sharing organisational vision, giving direction to work, arranging training program for improving the knowledge and skill of the doctors and nurses are effective for the change leader in the hospital to lead the NHS staff members in long run.

Hereby, the leaders are playing crucial role in leading the people in the organisation, and in this regard being supportive and directive are advantageous for the leader to manage change at the organisational practice. In this regard, the change leaders also focus on improving communication and enhancing cooperation for develop successful team work in the hospitals and managing commitment and continuous motivation further influence the employees to perform better and contribute positively in achieving future success of patient management and quality care by computerised data base management and managing heath care equality. The leader in NHS Barnet plays a crucial role to strategies the organisational activities and develop effective planning for change management where the transformational leadership style further enhance the leader’s perception to improve communication and collaboration at the workplace so that the NHS staff members can participate efficiently to maximise the aim of NHS Barnet to serve the social communities efficiently with latest treatment and quality care (Wojciechowski et al., 2016).

Importance of leadership in the hospitals for managing change

Appropriate leadership style during the change management process in the organisational practice is effective where the health care leaders are playing curial role in managing change and leading the employees towards achieving future success. The leaders are responsible to manage changes in the organisation NHS Barnet and thus it is essential to be a change leader for maximising the organisational aims and objectives. The change leader in NHS Barnet is successful to run the business efficiently by managing the health care operations, ensuring technological advancement in health care and secure future sustainable growth of the organisation by serving the citizens with appropriate treatment and quality care. Thus it is beneficial for the organisational leader to manage change and develop tactics to encourage the change activities and take initiatives to manage change in the organisational workplace. In the organisational practice, the organisational change leader can maximise the organisational profit and fulfil the vision in long run. Hereby, the leadership style during change practice is mandatory to run the organisational activities efficiently and achieve future success of NHS Barnet by serving the citizens with quality care (Lewis, Cantore and Passmore, 2016). Change leadership style is hereby beneficial for the NHS Barnet to manage the diverse workplace and utilise the diverse knowledge of the doctors, nurses, staff member, surgeon, general physicians and psychiatrics efficiently in the organisational context for the benefits of the patients. Proper management of the stakeholders and convincing all the stakeholders are possible for the leader in the organisation, where high communication and cooperation are effective to lead the operational activities efficiently, where all the NHS staff members can contribute positively in the organisational change management process. Hereby, creativity and innovation of the NHS Barnet in serving the patients better can be improved through change leader, where the health care leaders can resolve the resistance to change and internal conflict to lead the NHS staff and encourage their creativity for managing organisational change process.

Conclusion and recommendations

Change management is the practice, where there is great role of the leaders and management team to manage the organisational change in the hospital and maintain the people for better performances. It is necessary for the leaders to be supportive and directive in leading the people towards achieving the organisational change success. In the rennet years, for managing creativity and innovation, it is necessary for the organisations to implement change process and develop effective strategic planning or more innovation. The transformational leadership style and the coaching style of leaders through being highly supportive and directive are beneficial for the leaders at NHS Barnet and the managers to develop strong relationship with all the NHS staff members and influence them positively to maximise their performance during the change management process. In this context, the organisational practice needs to be improved during change management process where the recommendations will be provided further.

The change leader of NHS Barnet needs to enhance internal communication in order to manage change and in this regard arranging group discussion in general meeting is essential and apart from that, implementing the Information and Communication Technology (ICT) in the hospital is also necessary for the business to manage change through improving communication.

The change leader of the organisation NHS Barnet also needs to share the organisational vision and provide proper information about the responsibilities of the people and team goal so that the employees have clear understanding about their roles and responsibilities so that doctors, professionals, general physicians and nurses can utilise the skill and knowledge for better performance.

For motivating the staff, it is necessary for the change leader to restructure the incentives and introduce performance related pay and other benefits such as harmony and freedom to work at workplace, so that the leader can lead the NHS staff towards achieving future aim of the organisation in serving better care to the citizens.

It is also essential for the leader to improve organisational culture and in this regard the leader needs to manage transparency and accountability and improve fair treatment and encourage diversity among the health care professionals for managing the staff members efficiently.

The change leader needs to focus on change activities and develop initiatives for managing change in the hospital through hiring right people and experienced staff, improving organisational infrastructure and developing effective tactics to perform better through utilising the organisational resources.

For managing change at the organisational workplace of NHS Barnet, the change leader needs to fulfil commitment and discuss the change management process with the staff. The leader also must empower the NHS staff for better management and convincing them to contribute positively for achieving future success.

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