Research Paper on:
Leadership in Healthcare

Unformatted Sample Text from the Research Paper:
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. Leader Member Exchange  Truckenbrodt (2000) offers a definition of Leader-Member Exchange (LMX) theory: "The leader-member exchange theory of leadership, which focuses on the two-way relationship between supervisors and subordinates,  aims to maximize organization success by establishing positive interactions between the two" (p. 233). This author conducted a study designed to test the effectiveness of the theory in describing