Leadership Theory

Leadership Theory

In this case study, I feel that Sarah should exhibit her transformational leadership skills. With Sarah’s primary concern being safety of the patients, she needs to express her aspiration and vision to her staff. Rather than placing the blame on the staff or the contracted pharmacists Sarah needs to hold a meeting with her staff to see what their thoughts and views are regarding the increased frequencies in medications incident (Evans, 2015).

As a transformational leader, Sarah needs to articulate the importance of patient safety and work with her staff to determine a plan of correction by working together (Evans, 2015). As stated by Lacasse (2013), a strong transformational leader possesses qualities including “having a clear vision and communicating it clear and passionately to inspire willing participants in the collaborative process of realizing the vision” (p. 431). In this particular scenario, Sarah should question the methods of process, share her vision to inspire others, empower other, play an active role in the change and encourage others by showing appreciation for a job well done (Evans, 2015).

By placing time and effort into her team and, Sarah promotes an environment of feeling valued and self-worth, thus increasing employee satisfaction and retention rate (Evans, 2015). Change is inevitable, we must learn to promptly adapt and make the best out of the situation. In Sarah’s case, change is needed to increase safety with medication administration and assessment. New policies and procedures are needed to make this change. For Sarah to introduce these ideas to her staff, she can utilize Lippitt’s Model of Change. Lippitt’s theory consist of seven phases including diagnosing the problem, assessing motivation of the staff, assessing leadership’s motivation, establishing a detailed plan, choosing roles and explain to staff, maintaining change, and lastly, allow staff

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