Leadership Dynamics: The Relation Based Care

Leadership in Healthcare

Leadership is a major issue that impacts the delivery of today's healthcare, preventing it from reaching its full potential. Meso's leadership adjustments aim to assist in providing the necessary equipment required to develop a successful leadership career during the implementation time.

First Value: Being in This Together

The leadership will be shaped by utilizing and combining the six (6) value facts included in the leadership system, which include: first, being in this together. This number will assist us in remembering the power (authority) I poses and make sure that it is shared throughout all the members (participants) of the project. The issue is because the functioning of the healthcare is not comprised of only leaders but there are other stakeholders who play great responsibilities such as patients, nurses, doctors and many other practitioners of health. Therefore, the contribution of every individual will be vital towards the success in the formation of the system that is efficient in the healthcare. The sharing of the power will be embraced through setting up a hospitable workplace that is based on loyalty. This will be done through setting the goals that involves the shareholders such that they are made to own the goals and thus allow every nurse be able to discover his or her individual goal that is based on the same project. In the end this will help them to work hard so hard because they are aware that they are developing their careers (Woods, 1998).

Second Value: Contributions and Efforts

Secondly, neither the subordinate nor the workers allowed; therefore, the contributions and the efforts of every member of the corporate have a strong effect on the healthcare since it increases the value towards the formation of the system that is effective and thus allows the understandings between the patients and the nurses. According to Beck and Cowan (2014), they highlight that the benefit encourages the formation of the balance and combined action among all members of the healthcare such that the benefits of the mutual relationship can be formulated to allow the expression of the ideas freely between the executives and the subordinates. Carrying out such a value within the project will create a room for sharing the great skills and ideas and hence this will simplify the activities of the project, thus realization of the project's purpose.

Third Value: Honest and Open Communications

The honest and open communications are other vital values of the leadership system, which will be emphasized in all of the project in enhancing lucrative communications and avoiding the misunderstandings. Such a value will be practiced via listening to every individual's views and ideas minus considering the influences from others. This activity will help in shaping the people to avoid repeating the same mistakes like those done by others and help them to perform to their best levels. Empathy can also be as another value that will be practiced to encourage open and honest communication. Empathy means observing the reality about a certain issue from different perspectives (Wood, 1998).

Fourth Value: Accessibility of Information

The accessibility of the information is another key value. The structure of the organization that will be used in the governance of the project will include the combination of technology, which will enable all the stakeholders to access immediately the information that is up-to-date via the networked computers. There can be an integration of the technology system so that it can disseminate the needed information to the parties at the right time that reflects the activities that they are required to perform to ensure effectiveness in all project's dimensions (Beck and Cowan, 2014). This activity will help in eliminating the uncertainty on the tasks to be carried out as every member of the corporate will poses the information on the next expectations.

Fifth Value: Concentrating on the Project's Processes

Concentrating on the project's processes is another great value, which will help to emphasize every member of the corporate to understand the project's purpose. Concentrating on the process involves identifying the different approaches (Wood, 1998). Therefore, such a value will be integrated to emphasize the teamwork, interdependence of the tasks, and cooperation such that all the approaches can be in line with the goals of the project for the enhancement of the performances continuously.

Sixth Value: Neither Successes nor Failures

The sixth value of neither successes nor failures in the perspectives of the system will be required in the project because of the changes in the system involve acquiring new experiences in the due process. It is difficult to predict the outcomes with certainty and therefore will continue reminding the shareholders to work to their best via utilizing the resources, information available, capabilities, and the present experience.

Strategic Leadership

Cooperation among the leaders in all levels of Meso clinic will be required to increase on the satisfaction of the patients via possessing a common objective, obeying to the purpose of values, motivation the health members of the corporate, and designing the processes such that it can help in the execution of the vision from the project's results (Hoyt, 2016). The strategic intelligence interaction such as heart and mind will assist in strengthening the abilities of the health practitioners in adopting and learning to shape and direct the project to ensure the patients' satisfaction.


First, the foresight involves the perception of the events that are important to the project without taking place based on the research, experience, and expertise. Any change can be designed according to the needs and attitudes of the patients, incentives and costs involved, and accounting for the new technology that should be incorporated to realize the change. The foresight can be created and developed via the scanning of the existing environment inform of conversations with the experts and attending the meetings so as it can help to acquire different techniques and ideas that can be necessary in enhancing the patient satisfaction (Maccoby et.al., 2013). More so the incidents that are about the future possible work on the contingency plan will also is developed.


Another element of strategic leadership is visioning whose idea can be integrated in the project to increase the consideration of the identified changes in the foresight and encouraging innovation. The design that is idealized in the project will considered on the criteria of the feasibility on the technology such that it cannot be completely considered on the viability of the operational criteria and the current uses. This will help the project to survive in the current environmental conditions. More so, the design of the project will be in such a way that emphasizes both adaptation and learning of the observed successes and failures so that the changes can be taken into action in the external or internal environment (Hoyt, 2016).


Cooperation also will be managed and integrated via stabling of the important internal and external relationships with the teams, vendors, and patients that are considered to have a mutual trust, standard shared risks and rewards, and a common philosophy. According to Maccoby (2013), collaborating is influential since it involves the available competencies for complementary.


The fourth is that there will be the expression and reflection of motivation through the engagement of nurses' intrinsic motivation and motivating other staffs through inspiring, giving reasons, influencing, and persuading them to help in the realization of the visions and identifying the relationships, responsibilities, and rewarding towards every individual effort contributed to the project. This activity is because of self-determination and that one's dignity depends on others recognizing and realizing the performance of others and will help in the realization of the vision of the organization.

Relation Based Care

According to Koloroutis (2013), the relation-based care includes the changing of the structure of the operations and the cultural model to improve on the staff and patient satisfaction and improve on the safety and quality through emphasizing the every relation that is within the clinic care. The culture of the relation-based care will help the to make sure that the nurses working in the connection with the purpose of the work, revived the team work so that they are committed in ensuring that the patients and their families feel secure and cared through the abiding to the human association authentication. The most important relationships that should be emphasized include the relationship between the patients and their families and the providers of the healthcare. Such an association will be attained through carrying out the changes in the givers of the healthcare to change their focus to towards modifying and providing the patients and their families with the comfortable environment other than maintenance and caring of the physical environment. More so the association that is between the providers of the health care and the patients will be developed through the attainment of the objectives of the self-knowing and self-care such that the emotions of someone may not influence his/her capability of offering care services to the patients and contributing towards the team. The enhancement of the association that is among the members of the healthcare with one another will be done through the research-based care culture in order to ensure the innovative care and the passionate quality are delivered by the staff of the health care in the different department so as they can accept and own the accountability for sustaining and building the interpersonal relationships (association). Such an idea will be attained after the establishing the team that is committed and ensuring the existence of communicating in an open way among the staff's teamwork, (Hedges et.al. 2012).


Beck, D. E., & Cowan, C. (2014). Spiral dynamics: Mastering values, leadership and change. John Wiley & Sons.

Hedges, C. C., Nichols, A., &Filoteo, L. (2012). Relationship-based nursing practice: transitioning to a new care delivery model in maternity units. The Journal of perinatal & neonatal nursing, 26(1), 27-36.

Hoyt, D. (2016). Strategic Intelligence: Conceptual Tools for Leading Change. Research-Technology Management, 59(3), 70.

Koloroutis, M. (2013). Relationship-based Care: A Model for Transforming Practice. 2004. Creative Health Care Management, Minneapolis, MN.

Maccoby, M., Norman, C. L., Norman, C. J., &Margolies, R. (2013). Transforming health care leadership: A systems guide to improve patient care, decrease costs, and improve population health. John Wiley & Sons.

Woods, J. (1998). The six values of a quality culture. Retrieved from http://my.execpc.com/~jwoods/6values.htm

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