Research Paper on:
Healthcare Leadership and Power

Unformatted Sample Text from the Research Paper:
true leadership in health care often was difficult to find. Rather, the industry and those involved in it tended to follow a chain of command structure that precluded shared  responsibility and certainly prevented many patient-centered initiatives from being either implemented or executed. This view has been changing for several years as all of health care continues to grow  and evolve, recognizing the need for changes in approach to many areas of practice. Philosophy and Theory Healthcare consists of a collection of  professionals. In the past, nurses were not included in the realm of professionals, either by physicians or by nurses themselves. That has changed in recent years and nursing  as a profession continues to evolve. Even the lowest-ranking members of those working in non-administrative areas of healthcare - i.e., CNAs, laboratory technicians - must be certified in their  areas of expertise. The point is that none of the individuals working in healthcare occupy the same strata as those working in fast food, retail and other service jobs  that require little or no certification at any basic level. The same approaches to leadership that work well in fast food, IT management or investment banking must be altered  to be appropriate for healthcare. Individuals have knowledge and expertise regardless of their level of certification and need to be treated as professionals. Theory  An appropriate theory to apply in organizational politics is Vrooms expectancy theory, which "assumes that behavior is a result from conscious choices among alternatives" (Expectancy Theory, n.d.) and  can serve organizations well where the necessary supportive culture already is in place. Expectancy theory holds that individuals put forth effort and enhance their own performance to gain organizational