Transformative Leadership Development at City Center Hospital

Transformative Leadership Development: An Action Research Approach at City Center Hospital Elena Small The Ashford University Global Campus Bus370: Organizational Development Debra Culler November 27, 2023

Introduction: City Center Hospital confronts a formidable organizational challenge characterized by strained relationships among doctors, unit managers, and nurses, resulting in a pronounced morale issue within the nursing staff. This intricate issue imperils the hospital's mission, necessitating a strategic intervention. The chosen action research process emphasizes systematic inquiry, collaboration, and iterative cycles of planning and action. This essay delves into the selected intervention, the consultant's role, ethical considerations, research methods, timeline, anticipated resistance, projected outcomes, and their validation while drawing insights from scholarly sources. Problem Definition and Intervention Justification: The identified problem at City Center Hospital revolves around leadership deficiencies among unit managers, strained doctor-nurse relationships, and potential physician attrition (Smith et al., 2021). Falling under the broader category of organizational effectiveness, this problem requires an action research approach to practical problem-solving and organizational improvement (Cummings & Worley, 2014). The selected intervention, a Leadership Development and Team Building Workshop, aims to address these challenges and foster a united team approach among internal managers. Intervention Process Description: The Leadership Development and Team Building Workshop is designed as a one-day intensive program. Training sessions focus on effective communication, conflict resolution, and decision-making, targeting specific areas of improvement (Northouse, 2021). Collaborative exercises and activities are integrated to enhance relationships, build trust, and improve mutual understanding among doctors, unit managers, and nurses. Key stakeholders actively participate, and transparent communication with regular feedback mechanisms ensures the success of the intervention (French & Bell, 2017). Consultant Role and Ethical Considerations:

The consultant plays a pivotal role in facilitating the workshop. Responsibilities include designing and conducting training sessions, guiding collaborative activities, and ensuring the active participation of key stakeholders. Essential competencies for the consultant involve expertise in leadership development, team dynamics, and organizational behavior (Anderson & Anderson, 2010). Ethical considerations encompass maintaining confidentiality, ensuring fairness, and upholding transparency throughout the intervention (Cummings & Worley, 2014). Research Methods and Evaluation: Research methods include qualitative approaches such as interviews and focus groups to capture nuanced insights into team dynamics and cultural issues (Denzin & Lincoln, 2018). Quantitative surveys assess leadership skills and measure improvements (Creswell & Creswell, 2017). A mixed-methods approach provides a comprehensive understanding of the organizational challenges. Data collection involves pre- and post-workshop assessments, participant feedback through surveys and open forums, and ongoing evaluations. Continuous feedback mechanisms contribute to reconciliation and adaptation throughout the intervention (Anderson & Anderson, 2010). Timeline, Anticipated Resistance, and Reconciliation Process: The intervention unfolds in a one-day workshop format, emphasizing efficiency to achieve visible improvements within the 12-month timeframe set by the leadership team. Anticipated resistance may arise from individuals resistant to change or skepticism about the workshop's effectiveness. Reconciliation involves proactive communication, addressing concerns transparently, and involving key stakeholders in decision-making (Cummings & Worley, 2014). Continuous feedback mechanisms contribute to reconciliation and adaptation throughout the intervention. Projected Outcomes and Validation:

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The OD change project anticipates improved leadership skills among unit managers, enhanced team dynamics, reduced nurse stress, and a positive cultural shift at City Center Hospital. Physician attrition will decrease, creating a more collaborative and high-performing work environment. These projected outcomes align with the intervention's goals and the organizational transformation toward a profit and patient-centered approach. The 12-month timeframe ensures sustainable changes and ongoing organizational improvement (Cummings & Worley, 2014). Conclusion: In conclusion, the proposed OD intervention at City Center Hospital strategically addresses leadership and team dynamics challenges through a comprehensive workshop. The multifaceted approach integrates action research principles, emphasizing collaboration, reflection, and iterative cycles of planning and action. The consultant's role, competencies, ethical considerations, research methods, and a well-defined timeline contribute to the intervention's success. Anticipated outcomes align with the hospital's goals, providing a roadmap for positive organizational change and improved effectiveness.

References Baubles, G. (2020). Organization's Proactive Transformation Competence: Identification and Development. European Conference on Innovation and Entrepreneurship. Vieira, M., Jenkins, S., & Ellerbee, M. (2020). Forming the Habit: A Case Study of Effective Practice in Group Piano I. MTNA e-Journal, 11(4), 26-27. Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning. Denzin, N. K., & Lincoln, Y. S. (2018). The SAGE Handbook of Qualitative Research. Sage Publications. French, W. L., & Bell, C. H. (2017). Organization Development: Behavioral Science Interventions for Organization Improvement. Pearson. Northouse, P. G. (2021). Leadership: Theory and Practice. Sage Publications. Smith, M., Lewis, L. K., Hawthorne, G., & Macpherson, A. K. (2021). Insiders’ views on good nursing care. Journal of Advanced Nursing, 77(11), 4853–4863. https://doi.org/10.1111/jan.14671

BUS 370 Week 5 Final

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