Leadership

is fundamental in the success of any organization. In the health careenvironment, there are various posts that are meant to facilitate therunning of the organization and ensure that the goals of theorganization including providing quality care to patients are met.The organizational performance is a reflection of the leadership insuch an organization. A leader can be understood as an individualwith integrity who is devoted to the organization and the people whowork collaboratively to achieve the mission of the organization. Theleader should be able to lead by example, communicate tirelessly, andexhibit care, concern and stability in all dealings (Hall, 2013).However, there are various leadership styles that leaders employ toachieve the organization’s goals and to get work done. These stylesare explained by various leadership theories. This report seeks toexplore the leadership styles of the Chief Management Officer (CMO),Chief Financial Officer (CFO), and the Chief Nursing Officer (CNO) ina health care environment.

ChiefNursing Officer (CNO)

Thechief nursing officer is one of the highest management posts withinthe health care setting. A CNO is responsible for coordinating andoverseeing of the nursing department and its routine operations in anorganization. The CNO is the chief spokesperson for all the nurses inthe facility. In addition, the CNO works to align the nursing teamwith the organizational mission, vision and values. Ultimately theCNO is responsible for making sure that the standards of patientcare, nursing and staffing team are met. He is also in charge ofadvising senior administrators on the best practices in patient careand nursing. They together with other managers formulate compensationand benefit plan for nurses and engage in recruitment, as well astraining and retention of nurses.

Style of CNO

Theleadership style exhibited by the CNO is participative leadershipwhich is explained by path goal theory of leadership. Inparticipative leadership, the CNO understands that his followers areexpertise and therefore focus on mutual participation. The CNOusually consults with nurses in the hospital and considers theirideas before making a decision affecting them. Path-Goal theoryrecommends that a leader should exhibit the followingresponsibilities (Hall, 2013)

  • The leader must help his followers identify and attain their set goals.

  • Should clear any barriers so as to enhance performance and

  • Should offer the necessary rewards.

TheCNO has shown these potential as he ensures that all nurses aretreated with utmost respect. Individual needs are of interest to theleader which improves the relationship between the CNO and thenurses. Consequently, service delivery in the hospital improves.

Analysisof CNO’s Fit/Conflict

Theparticipative leadership style employed by the CNO is appropriate orfits well in the clinical environment because the CNO is first an RNand understands the predicaments and the issues that nurses face intheir day to day work. By consulting them, he gets to make the bestdecision.

Onthe other hand, the participative leadership also works well withother departments. The CNO has to work with other departments to comeup with a comprehensive plan for nurses in terms of recruitment,training and retention besides developing benefit and compensationpackages for the nurses. These kinds of duty require integrativeapproach with other managers and participative leadership supports asuccessful employee-employer relationship.

However,participative leadership can be problematic when it comes to dealingwith employees who are unmotivated. These kinds of people requireauthority in order to remain focused on their job and attain theorganization’s vision, mission and values.

TheCNO should also exercise transformational leadership. The nurses aredependent on the leadership of the CNO and he has a role to play intransforming them into great nurses and to their career projection.Without transformative leadership, it is difficult to retain nursesand the organization may experience a high turnout rate.

Inaddition, the CNO can adopt a more stable leadership style such asthe transactional leadership. In transactional leadership, theassumption is that, individuals tend to do things for either rewardor for other reasons like being able to achieve something. Thus theCNO may design tasks and reward structures. This mode of leadershipmay not be the best in building relationships with employees orcreating a highly motivating work place even though it works in mostorganizations. It should therefore be supplemented with otherleadership styles that the CNO practices.

ChiefMarketing Officer (CMO)

Ahealth care organization may be for profit making and may need theservices of a CMO. A CMO is basically responsible for overseeingmarketing ideas within the organization. He works towards developingareas like sales management, product development, distributionchannel management, marketing communications, including pricing,customer service, market research as well as advertising andpromotions.

CMO’sand Theory

TheCMO’s leadership style in our organization can only be understoodthrough the lens of Contingency theory. In contingency model, thereis no particular leadership style instead, the leader’seffectiveness is measured on the situation (Hall, 2013). Thesituation is influenced by the leader-follower relationship, thenature of the task at hand and the leader’s position power.

Dependingon the situation, the CMO applies or exhibits different leadershipstyles. In terms of marketing communication, he employs autocraticleadership approach in which he understands his work better and doesnot need a second opinion. In addition, the decisions he makes onissues such as advertisement or sales management, it does not affectnurses directly and their opinion may not be of use. However, when itcomes to issues that are of concern like customer service, he ensuresthat he engages care providers or other staff so as to enhancepatient care. In this situation he employs democratic leadershipstyle. In democratic leadership, the relevant or the affecteddepartments are able to make independent decisions regarding customerservice.

Finally,he is responsible for pricing of services given to patients. As suchhe also involves other departments especially nurses to understandhow this services are offered, the level of involvement or theseriousness of a situation. Through participation, he is able todetermine the right pricing for services and products offered withoutjeopardizing quality of service or overcharge patients.

Analysisof leadership Fit/Conflict

Thecontingency model of leadership is usually a very tricky form ofleadership. It can be understood as lack of stability on the part ofthe leader. When the CMO keeps shifting from one leadership style tothe other nurses and other staff may feel like he is being biased.

However,being manipulative of leadership abilities help the CMO to integratewith other departments in the organization. He is able to understandhis position in the organization when dealing with different peoplewithin the organization.

ChiefFinancial Officer (CFO)

TheCFO of an organization is at the heart of one of the most core areasin the organization-finances. He is responsible for integrating alldepartmental budgets, procurement process, in charge of disbursementof funds including salaries and other finances. The CFO usually paysfor goods and services offered to the facility and therefore enhancethe day to day operation of the organization.

Theory

Theleadership approach adopted by the CFO in our organization is basedon behavioral theories of leadership. Behavioral leadership theoriesfocus on the manner in which leaders behave (Hall, 2013). The CFO inour organization adopts an autocratic leadership style. He makesdecisions on his own using the power that he has as the CFO. He doesnot require any input from anybody and any input that is provided isconsidered insignificant to influence success. The CFO is alwaysindependent in his decision making. He uses his jurisdiction toexecute his duties as a CFO.

Analysisof CFO’s Fit/Conflict

Thestyle of leadership used by the CFO is appropriate for his positionand his responsibilities. Nevertheless this style may cause conflictwithin the organization as other crucial departments feel ignored inthe operations involving finances. Being autocratic also pushes theleader away from the followers and may reduce the staff’swillingness to perform. As such, the organization may end up offeringpoor quality services to patients.

TheCFO can also supplement his leadership style with a more acceptableleadership such as participative leadership. In participativeleadership, the leader engages all stakeholders in the organizationwhen making decisions. He makes them understand why some decisionsare made the way they are made. He takes into consideration theexperiences of others and their ideas before making a decision. Inthis way, the CFO can be able to get useful ideas from the employeesin the hospital in creating a budget. This can help improve servicedelivery besides enhancing relations between the other employees andthe CFO.

Conclusion

remains an integral part of an organization. The success of anyorganization is determined by its leadership. Successfulorganizations therefore reflect concrete and good leadership whilefailing ones reflect weakness in the part of leadership. Whereasthere are different leadership styles, leaders employ specificleadership styles. There is no specific trait that guarantees goodleadership as assumed by trait theory of leadership. The CNO in ourorganization utilizes participatory leadership as explained bypath-goal theory. The central role of the CNO requires relationshipbuilding and thus participative leadership is perfect. The CFO on theother hand utilizes autocratic leadership as he feels that he doesnot require input from other departments to make decisions or thattheir input is of no importance. However, he can improve hisleadership by integrating participative leadership to enhancerelations with other employees in the organization. Finally, the CMOin our organization has no any particular leadership style as hedepends on the situational leadership model explained by thecontingency theory. Decisions are made depending on the situation athand. This kind of leadership is however unstable and need to besupplemented with more stable forms of leadership.

References

Hall,D. S. (2013). : Theories, Styles And Visioning. In NAAASConference Proceedings(p. 36). National Association of African American Studies.