1
LEADERSHIP AND CHANGE THEORY
Clinical Well-being Improvement at Medical Center:
Beverley Moses
Liberty University
November 16, 2024
Author Note:
The author has no conflict of interest to disclose
Beverley Moses https://orcid.org/0009-0001-9006-7318
, 2
LEADERSHIP AND CHANGE THEORY
Introduction
Leadership and management are related in many ways and many managers are leaders
while some are not (Grossman & Valiga 2021). A pivotal role of a leader is to inspire and
motivate followers through effective communication, emotional and social intelligence, trust, and
ultimately reaching their goal and the organization’s goal. A healthy work-life balance
environment is imperative in the healthcare setting. When employees are constantly disgruntled
and feel dissatisfied, they experience burnout which leads to decreased productivity, high
turnover rates, and increased absenteeism. As organizations seek a strategy to reduce burnout and
promote job satisfaction among employees, it is important to evaluate the relationships between
leadership and employee satisfaction across the organization (Dyrbye et al., 2020).
In the scenarios presented, it is indicated that the clinical staff at the Medical Center of
the West (MCW) are extremely unhappy. There is a 36-year-old male Advanced Practice Nurse
(APRN) who works in Neurology and was recently diagnosed with pre-diabetes, gained 20
pounds since he started the job three years ago. This employee complained of having a poor diet
and having no time to exercise. A 48-year-old endocrinologist who experienced failure in her
medical practice in the past has gotten frustrated since his 15-months tenure at MCW due to
unanswered requests for staff support. The employee was experiencing inadequate support was
unable to provide a quality standard of care to her patients, and not being able to play organized
sports after work due to late nights at work. Also, there is a 60-year-old Primary Care Provider
(PCP) with 25 years of experience, and a father with failing health. This employee had begun
referring common primary care health problems, which he used to see in the past, to a specialist
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LEADERSHIP AND CHANGE THEORY
in an effort to manage his schedule. Meanwhile, he would be taking work home at night and the
administration would not allow him to work out his notice because he decided to retire. A 32-
year-old Physician Assistant (PA) quit the job due to frustration, increased workloads and
physical violence from patients. Finally, a 50-year-old physical therapist and a Nurse Manager
both resigned due the escalating workload and lack of clerical staff. Some of these issues are
everyday organizational arguments and they appear in the above scenarios which include clinical
burnout, lack of support from management and administration, high workload, and poor work-
life balance. These challenges are confirmation that an institutional problem exists within MCW
and requires strong leadership and organizational change to promote wellness among employees
and ultimately patient care success.
The objective of this paper is to identify the problems at MCW with the help of the
Institute for Healthcare Improvement’s (IHI) systems, variations, theories, and human behaviors
framework. It will further examine key leadership skills, styles, and theories that can promote a
more supportive and efficient work and healthcare delivery environment for all stakeholders.
Moreover, the dynamics of the organization, the need for effective leadership, and a solution to
improve the organization’s problem will be discussed. Some of the common arguments that
emerge from the scenarios include employee burnout, lack of managerial and administrative
support, high workloads, increased turnover rates, and poor work-life balance. These challenges
reveal a problem within MCW that necessitates strong leadership and organizational resolution
to promote the wellness of the clinicians and the delivery of quality patient care. Doherty &
LEADERSHIP AND CHANGE THEORY
Clinical Well-being Improvement at Medical Center:
Beverley Moses
Liberty University
November 16, 2024
Author Note:
The author has no conflict of interest to disclose
Beverley Moses https://orcid.org/0009-0001-9006-7318
, 2
LEADERSHIP AND CHANGE THEORY
Introduction
Leadership and management are related in many ways and many managers are leaders
while some are not (Grossman & Valiga 2021). A pivotal role of a leader is to inspire and
motivate followers through effective communication, emotional and social intelligence, trust, and
ultimately reaching their goal and the organization’s goal. A healthy work-life balance
environment is imperative in the healthcare setting. When employees are constantly disgruntled
and feel dissatisfied, they experience burnout which leads to decreased productivity, high
turnover rates, and increased absenteeism. As organizations seek a strategy to reduce burnout and
promote job satisfaction among employees, it is important to evaluate the relationships between
leadership and employee satisfaction across the organization (Dyrbye et al., 2020).
In the scenarios presented, it is indicated that the clinical staff at the Medical Center of
the West (MCW) are extremely unhappy. There is a 36-year-old male Advanced Practice Nurse
(APRN) who works in Neurology and was recently diagnosed with pre-diabetes, gained 20
pounds since he started the job three years ago. This employee complained of having a poor diet
and having no time to exercise. A 48-year-old endocrinologist who experienced failure in her
medical practice in the past has gotten frustrated since his 15-months tenure at MCW due to
unanswered requests for staff support. The employee was experiencing inadequate support was
unable to provide a quality standard of care to her patients, and not being able to play organized
sports after work due to late nights at work. Also, there is a 60-year-old Primary Care Provider
(PCP) with 25 years of experience, and a father with failing health. This employee had begun
referring common primary care health problems, which he used to see in the past, to a specialist
, 3
LEADERSHIP AND CHANGE THEORY
in an effort to manage his schedule. Meanwhile, he would be taking work home at night and the
administration would not allow him to work out his notice because he decided to retire. A 32-
year-old Physician Assistant (PA) quit the job due to frustration, increased workloads and
physical violence from patients. Finally, a 50-year-old physical therapist and a Nurse Manager
both resigned due the escalating workload and lack of clerical staff. Some of these issues are
everyday organizational arguments and they appear in the above scenarios which include clinical
burnout, lack of support from management and administration, high workload, and poor work-
life balance. These challenges are confirmation that an institutional problem exists within MCW
and requires strong leadership and organizational change to promote wellness among employees
and ultimately patient care success.
The objective of this paper is to identify the problems at MCW with the help of the
Institute for Healthcare Improvement’s (IHI) systems, variations, theories, and human behaviors
framework. It will further examine key leadership skills, styles, and theories that can promote a
more supportive and efficient work and healthcare delivery environment for all stakeholders.
Moreover, the dynamics of the organization, the need for effective leadership, and a solution to
improve the organization’s problem will be discussed. Some of the common arguments that
emerge from the scenarios include employee burnout, lack of managerial and administrative
support, high workloads, increased turnover rates, and poor work-life balance. These challenges
reveal a problem within MCW that necessitates strong leadership and organizational resolution
to promote the wellness of the clinicians and the delivery of quality patient care. Doherty &
