Effective Leadership Strategies

The success of an organization’s ability to thrive, are contingent on the leadership’s capability to develop and implement strategies that are effective while laying the foundation for future growth. Effective strategies require effective leadership. In the textbook “Strategic Management of Health Care Organizations”, Ginter, Swayne, and Duncan’s case study explore the strategic solutions of Ellen Zane, CEO of Tufts-NEMC in Boston, Massachusetts. Per the text, During the 1990’s, the healthcare industry underwent a series of transformations, which had a significant impact on the state of the health care industry in Massachusetts. Funding to Medicare and Medicaid programs were cut and insufficiently funded, and state legislation was passed

Vitas is a large corporation and provides service to patients, nationwide. Leadership at the corporate level established the company’s policies and goals, with collaboration from general managers. Information about new policies and strategies were communicated downward from the general manager. The general manager at my office, met regularly with all department supervisors to discuss strategies that included best practices for patient care, cost reduction, market expansion., and regulatory compliance, in hopes to advance the company’s agenda. The department supervisors all collaborated with one another, exchanged information and communicated with employees in their departments about their role in the process. While attending weekly interdisciplinary team meetings to discuss strategies that addressed patient care issues, I received information about policy changes related to the company’s agenda, along with an explanation of the change, and my role as a team member. Most of the policy changes were related to best practices for patient care, documentation, and regulatory compliance was presented by the team physician, while the team manager discussed effective use of patient care supplies (to reduce company costs). Benchmarks were established for every issue, reviewed weekly, and reported to senior management. occasionally, personnel from the marketing department attended meetings to share feedback received from patients who completed service questionnaires or to provide updates about new clients acquired from market expansion. The general manager held quarterly meetings for the entire staff, to discuss the company’s financial status, improvements, market expansion (service areas and new partnerships) current tasks, and future goals. She frequently asked all employees to share their concerns about the challenges