A healthcare leader can earn trust and loyalty for their organization by following some basic ways, such as being truthful, honest, sensitive and helpful. To earn loyalty and trust, the healthcare leader would also have to work in a transparent way (Dye, & Garman, 2015). A healthcare leader must follow the promises he or she made to the people. This way they would earn the trust of the people and would be able to able to assert themselves as capable of leading the change forward (Dye, & Garman, 2015).
Strategic change is necessary for any organization to mitigate the risks (Antonakis, & House, 2013). As an executive, I would embrace the changes, but would put the employees of my organization as a first priority. In this case, Don Wilson could not maintain the relevancy of the work strategy of Academy Health with time. Dr. Wilson should change the strategy of the organization according to the National policy in order to make the workforce of the hospital flowing relevantly along with time. For this case study, I feel, Dr Wilson should have implemented the strategy of shared decision-making. Shared decision-making is necessary for the employees of an organization, as they should have transparency about the work strategy of the company. From this case study, I learnt about why transparency in work strategy is necessary for any organization. I would implement this learning, during my venture as a healthcare executive. For example, I would encourage the employees of the organization to have daily huddles and meetings with the management. I feel this would help the management of the organization to have a strategic plan for the development of the hospital. This way, the employees will be able to have a transparent view on the work strategy.
Antonakis, J., & House, R. J. (2013). The full-range leadership theory: The way forward. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 3-33). Emerald Group Publishing Limited.
Dye, C. F., & Garman, A. N. (2015). Exceptional leadership: 16 critical competencies for healthcare executives. (pp. 53-64) HAP.