Applying Leadership Theories: The needed change within the organization.

Applying Leadership Theories: The needed change within the organization.
As the covid-19 pandemic spreads, organizations are now forced by law to review their Emergency Preparedness Plans (EPPs) and include them in their day-to-day operations. The pandemic has caused a lot of changes that can’t be ignored, from the world working together to people living their own lives. It is important to note that the pandemic has brought about other risks, such as natural events, security risks, and technology risks. (Dewi et al., 2020). This means that health care groups, like the Indian Health Service, need to make EPP programs that can handle any kind of emergency. With the next waves of the COVID-19 pandemic expected to be worse than the first, healthcare groups should make emergency management a top priority if they want to keep their facilities and services. (Dewi et al., 2020). Implementing certain key parts of an emergency plan is important for building an organization’s ability to bounce back and keep doing its important work.

Leadership that changes things

Transformational leadership is one of the leadership theories that fits HIS organization’s mindset and the change he wants to make. Transformational leadership tries to inspire and drive people and, in the end, get them to do a better job by using different ways to connect with them on a personal level. (Mittal & Dhar, 2015). In transformational leadership, the leaders work with the team members to figure out what needs to change and then use their inspiring skills to make a plan for how to make the change happen.

In this type of leadership, the way the leader acts has a big impact on and inspires the people who follow him or her to do things that are beyond their abilities. Mittal and Dhar (2015) say that when they have control over some jobs and can make their own decisions, they are naturally motivated to do great work. When this type of leadership is used, the four I’s that describe the traits of transformational leaders inspire the employees to have a positive attitude about their work. The four I’s are inspirational drive, idealized impact, intellectual stimulation, and individual consideration. (Mittal & Dhar, 2015).

Why innovative leadership is important

Several studies have shown that transformational leadership has a huge number of good effects. Some of the good things that come from this type of leadership are greater commitment, clear roles, and the general well-being of the employees. (Mittal & Dhar, 2015). Transformational leadership works very well in some situations and not so well in others. In this case, the ways in which innovative leadership can be used to deal with the COVID-19 pandemic are important. Mittal and Dhar (2015) say that, in general, when this style of leadership is used, the effectiveness of the company goes up. This is because leaders motivate and help bring about the needed change by encouraging the growth and innovation of their employees.

Since this is a new infection and there isn’t much known about it, more work and imagination are needed to come up with better ways to deal with it. Transformational leadership gives employees freedom and the power to make decisions. This lets them think critically and creatively, which is important for managing the pandemic. Some areas where employees can make a big difference are making sure the sickness doesn’t spread too much among workers or making software that makes it easier to work from home.

How a transformational style of leadership will help a company succeed in the long run

Vila-Vázquez et al. (2018) say that leaders play an important role in the long-term success of a company by creating environments that improve the well-being of their employees. Vila-Vázquez et al. (2018) looked at a sample of 320 employees to find out how transformational leadership affects job engagement and, in the end, organizational sustainability. They found that transformational leaders increase job engagement, which is a key part of the human side of organizational success and sustainability, by helping employees find the meaning and significance of their work and by valuing and supporting them. Transformational leaders can inspire and motivate their workers in a number of ways that have to do with their job engagement. (Vila-Vázquez et al., 2015) say that these methods include taking the role of task significance seriously, improving the perceived organizational support, and having employees do self-evaluations about their supervisors and job engagement.

How this style fits in with the mission and vision of the company

The organization’s goal is to “put together a qualified health staff, set up a comprehensive treatment plan for the very sick, and create a full-scale prevention program that would cut down on the number of illnesses and early deaths, especially from diseases that can be prevented.” By using transformational leadership skills to support and inspire employees, they become naturally motivated to do more than they are capable of. So, there is an increase in the number of skilled health workers who are ready to use their critical and creative thinking skills to solve problems as they arise. In the process, the increased job engagement will inspire the company to add other parts to its vision.

How this style will make things better for everyone

Transformational leadership style improves stakeholder value when leaders facilitate conversations and organizational changes that help achieve the shared goal while taking into account the individual needs of all stakeholders, including employees. Leaders give their workers and other stakeholders a sense of direction by telling them the steps and actions they need to take to reach the company’s goals for the common good.

References

Dewi, A., Nurmandi, A., Rochmawati, E., Purnomo, E. P., Rizqi, M. D., Azzahra, A., … & Dewi, D. T. K. (2020). Global policy responses to the COVID-19 pandemic: proportionate adaptation and policy experimentation: a study of country policy response variation to the COVID-19 pandemic. Health Promotion Perspectives, 10(4), 359-365.

Indian Health Service, (IHS). (2020). Organizational Structure. Retrieved from https://www.ihs.gov/aboutihs/organizationalstructure/

Mittal, S., & Dhar, R. L. (2015). Transformational leadership and employee creativity. Management Decision.

Vila-Vázquez, G., Castro-Casal, C., Álvarez-Pérez, D., & Río-Araújo, D. (2018). Promoting the sustainability of organizations: Contribution of transformational leadership to job engagement. Sustainability, 10(11), 4109.

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