Healthcare Organizations continue to struggles to implement the changes that are needed for organizations to transform delivery of healthcare services into the future. Building effective relationships among leaders is the transformation that is need to drive performance results within Healthcare Organizations. Healthcare Leaders are aware of the concerns that needed to be addressed within healthcare to drive change but they can’t agree on how to do it within their own healthcare organizations. Since healthcare within itself is not a silo and it affects everyone. Why are healthcare leaders not sharing information that will affect change within healthcare administration?Building effective relationships across an organization allows collaboration and accountability among teams and exposes unproductive leadership behaviors. Leaders at the top of an organization have a great amount of influence within the organization and over the employees they are responsible of leading. The culture within an organization whether good or bad is influence greatly by the leadership “whether presiding over the entire company, a function, a region, or a business unit, the people at the top of an organization have a disproportionate level of influence over those they lead. Those further down in the organization look to their leaders for cues on what’s acceptable (and what isn’t), and the team’s habits — both good and bad — will be emulated”. Unethical leadership within an organization whether intentional or unintentional needs to be called out and addressed. Because ultimately this behavior will eat away at the employees within the organization. According to Bello (2012) “failing to be a good leader can lead to increase employee turnover and decrease the likelihood of attracting new employees. This can also increase the costs associated with employee turnover, increase employee supervision, decreases job satisfaction and decrease the level of employee productivity.” If this type of behavior is prevalent in any organization the employees who serves under this leadership need to do self-amassment on why they are working in such an environment.
According to social learning theory, people self-regulate by setting themselves certain behavioral standards. Moral identity influences an individual’s self-regulatory mechanism by setting the parameters for his or her moral standard, which creates a need for the individual to act consistently with his or her identity. Healthcare Leaders within an organization must work together to maintain the highest ethical standards in their business interactions and dealing with employees. According to Parry & Proctor-Thomson (2002) “it is becoming increasingly apparent that the full integration of ethical standards into business practice is not only preferable, but also necessary for long-term organizational survival”. Leaders are role models and are responsible for the outcome of their organization performance, “leaders who lead ethically are role models, communicating the importance of ethical standards, holding their employees accountable to those standards, and- crucially- designing environments in which others work and live. Ethical leadership has been shown to cause a host of positive outcomes, and to reduce the risk of many negative outcomes. Leadership may therefore be the most important lever in an ethical system designed to support ethical conduct.”
Make ethics a clear priority. Being an ethical leader means going beyond being a good person. Ethical leaders make ethics a clear and consistent part of their agendas, set standards, model appropriate behavior, and hold everyone accountable.
Make ethical culture a part of every personnel-related function in your organization. Leaders must work hard through hiring, training, and performance management systems to bring in the right employees and then help employees internalize the organization’s underlying values.
Encourage, measure, and reward ethical leadership at multiple levels. Ethical leadership from the top is very important- because it creates an environment in which lower-level ethical leaders can flourish- but ethical leadership at the supervisory level has a huge impact on followers’ attitudes and behavior.
According to Stephens (2014) “sound corporate governance is the heartbeat of a great company and is more than meeting regulatory responsibilities. It is also more than deploying processes to mitigate operational, financial and compliance risks or defining responsibilities as to how we make decisions, operate our business, or relate to customers, partners and employees”. “Effective leadership teams have clearly defined charters. They narrowly focus on the most strategic priorities and don’t detour from them. They stick to well-articulated decision-making processes. And they intentionally transfer their disciplined focus down through the organization”.