Analysis of Healthcare in University

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Table of Contents

Introduction
Interview
Discussion
Conclusion
References

Introduction

Faced with the challenges of modern healthcare, organizations are placing ever greater demands on school leaders. Leaders in colleges and institutions are responsible for students and faculty. They must follow well-designed systems and lines of responsibility in their field. Moreover, their leadership and management qualities and skills are essential to provide students with a good environment in healthcare. The active participation of university leaders in management helps supply people on the territory of the educational institution with protection, including from viruses and other things. Health systems worldwide can be described as rapidly changing businesses or methods that may face many challenges, including financial difficulties or changes in the global health landscape.

Thus, the leaders of higher education institutions must develop and comply with the necessary rules to ensure the student’s health. They help determine the branch’s future and the stages of development of a significant stratum of the population – the youth. In this regard, a survey of the head of a higher educational institution was conducted. The interview includes questions about the style of leadership that the leader follows. Moreover, the leader answered topics related to decision-making and ethical recommendations, as well as the organizational culture of the institution.

Interview

What leadership style do you use to maintain health care in the institution, and how do you guide your decision-making?

The democratic style is the most competent for me in leadership matters since I can share authority with the team. To make decisions, I always use a rational approach, especially during a global pandemic, taking into account all the risks and possible consequences for people’s health, thus following the recommendations of the WHO.

What ethical guidelines help you support healthcare in the institution?

The main recommendation remains the provision of complete information about health risks and the current situation on the territory of the university.

Does the organizational culture help you adhere to health guidelines?

Thanks to culture, we form values in our institution. Thus, the main task of the staff and students is to maintain each other’s health.

How do you feel about changes in the healthcare system, and do you apply them at the institute?

Of course, the institute cares about students’ health and follows all the changes and recommendations. Moreover, we ask our students to look at the information themselves in the internet and report innovations.

What is your communication vision of the future health situation and motivation to maintain it?

This vision aims to develop summaries and rules regarding students’ behavior on the university’s territory to maintain their health. Furthermore, the motivation lies in taking responsibility for the team members and students who are under the jurisdiction of the institute for the duration of their studies.

Discussion

The educational institution leader briefly and succinctly answered the questions asked. The respondent’s words were compared with the theoretical concepts of education and leadership. Therefore, the democratic leadership style allows the respondent to stimulate a favorable psychological climate in the team and defends subordinates’ interests (Purwanto et al., 2020). With this concept, the manager communicates any essential changes promptly (Koechlin, 2020). A rational decision-making model allows one to maximize the benefit and protect the team and students in healthcare issues.

Additionally, the leader responded to the ethical recommendations and mentioned full disclosure of information to the team. An open and honest policy is one of the main conditions for the behavioral concept of leadership (Lustgarten & Elhai, 2018). The leading role in it is played not by the personal qualities of this or that person but by relations with others (Arigo et al., 2018). Thus, the leader manages to maintain the successful functioning of recommendations on health issues on the territory of the university.

Organizational culture defines a leader as someone who can bring parts of a team together. Thus, the willingness of the team and students to support each other is defined as the leadership of the art of reaching an agreement (Meng & Berger, 2019). In this concept, leadership is understood as the ability of a leader to organize people for practical cooperation (Syakur et al., 2020). Emphasis is placed on the inherent power of an effective leader to resolve conflicts and seek agreement from the followers.

In answering the following recommendations in healthcare, one can trace the theory of cognitivism. According to this relatively new concept, people continue to develop outside of academic institutions with the help of the Internet, receiving large layers of knowledge through electronic sources (Kahila et al., 2020). Thus, students continue to develop their skills in finding and processing information, which is most important during a pandemic (Adom et al., 2020). Therefore, students are able to receive new information and knowledge also after their formal education at the university. Furthermore, the director’s task as a leader is to maintain a good climate in his area of responsibility (Schunk & DiBenedetto, 2020). Thus, the concept of leadership as a tool for achieving goals and results is applied. Leadership is directly associated with activities aimed at achieving specific results (Delia, 2018). The director’s motivation is understandable, aimed at achieving the health of students and staff.

Conclusion

Based on the interview provided, conclusions were drawn about applying leadership and training concepts in the field of healthcare on the territory of the academic institution. The director of a higher educational institution answered the questions of interest, concluded as follows. The chair successfully applied leadership concepts to maintain a friendly environment on campus, especially during a pandemic. Moreover, the leader’s goal is to preserve this concept’s functioning further. He created a trusting atmosphere in the work environment by having complete confidence in his subordinates and establishing a system for openly expressing his opinions. In addition, the leader managed to organize a corporate culture that respects the values of the educational institution. Due to this, he receives timely and vital information from colleagues and students.

A significant achievement is the approach and attitude of the leader to the students. First, it promptly provides them with information concerning their health. Secondly, he treats them with respect and trust. At the same time, the director applies the cognitive concept, according to which learning continues outside the institute. Moreover, to maintain people’s health under his jurisdiction, the leader follows all recommendations regarding health care. From this point of view, his qualities are also manifested as an individual who has absorbed the most significant number of desired personal attributes. From the director’s answers, it can be concluded that his primary motivation as a leader is to create and maintain a safe existence for students. Thus, he applies the necessary leadership qualities to his position.

References

Adom, D., Mensah, J. A., & Dake, D. A. (2020). Test, measurement, and evaluation: Understanding and use of the concepts in education. International Journal of Evaluation and Research in Education, 9(1), 109-119.

Arigo, D., Pagoto, S., Carter-Harris, L., Lillie, S. E., & Nebeker, C. (2018). Using social media for health research: Methodological and ethical considerations for recruitment and intervention delivery. Digital Health, 4, 12-17. Web.

Delia, N. (2018). The Concept of Leadership. Ovidius University Annals, Economic Sciences Series, 18(2), 329-332.

Kahila, S. K., Heikka, J., & Sajaniemi, N. (2020). Teacher leadership in the context of early childhood education: Concepts, characteristics and enactment. Southeast Asia Early Childhood Journal, 9(1), 28-43.

Koechlin, E. (2020). Human decision-making beyond the rational decision theory. Trends in Cognitive Sciences, 24(1), 4-6. Web.

Lustgarten, S. D., & Elhai, J. D. (2018). Technology use in mental health practice and research: Legal and ethical risks. Clinical Psychology: Science and Practice, 25(2), 16-22. Web.

Meng, J., & Berger, B. K. (2019). The impact of organizational culture and leadership performance on PR professionals’ job satisfaction: Testing the joint mediating effects of engagement and trust. Public Relations Review, 45(1), 64-75. Web.

Purwanto, A., Bernarto, I., Asbari, M., Wijayanti, L. M., & Hyun, C. C. (2020). Effect of transformational and transactional leadership style on public health centre performance. Journal of Research in Business, Economics, and Education, 2(1).

Schunk, D. H., & DiBenedetto, M. K. (2020). Motivation and social cognitive theory. Contemporary Educational Psychology, 60, 120-125. Web.

Syakur, A., Susilo, T. A. B., Wike, W., & Ahmadi, R. (2020). Sustainability of communication, organizational culture, cooperation, trust and leadership style for lecturer commitments in higher education. Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences, 3(2), 1325-1335.

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