Navigating Strategic Leadership: A Compass for Medical Facility Success in My Hometown

ABSTRACT

This paper discusses the vital function of strategic leadership in modern organizations, particularly medical facilities. As background, one is expected to be a newly joined senior manager who manages 57 employees in a medical facility based in my hometown. The focus is on selecting an appropriate leadership style based on strategic leadership theories and defending the choice. The transformational leadership style adopted in the given medical facility is analyzed deeply, associating it with various attributes such as innovation and motivating employees. The essay also explores relationships between this leadership style and the strategic management process. Second, a set of strategic actions and recommendations for future development are given to support effective leadership amid the changing landscape of a global medical facility. The final section highlights the essential points discussed in this essay and reiterates that leadership practices must meet organizational needs. Transformational leadership is emphasized in the article as an efficient method for ensuring innovation, adaptation of workers, and staff motivation within a medical facility. Future strategic leadership development recommendations and areas for improvement are provided in a forward-looking manner. These recommendations are designed to improve leadership capacity, increase inclusion and diversity, and advance ethical practices by incorporating technology training into peer learning organizational reviews; international competencies should be a top priority.

1. INTRODUCTION

Strategic leadership, therefore, becomes an essential block in the organizational jigsaw puzzle performance, whose role is to lead strategic management processes. Leadership effectiveness is also critical when determining how well the organization performs, adapts, and fosters creativity (Raffaelli et al., 2022). This essay is dedicated to strategic leadership, emphasizing its manifestation in becoming a senior manager for a medical facility in my hometown.

The decisions made regarding strategic leadership will be essential for the medical facility whose employees are 57 in my town, which I am supposed to manage as a future senior manager. The essay discusses the choice of a leadership style approach based on theories and frameworks from this course, Strategic Leadership and Practice (Hitt et al., 2010). In addition, it critically justifies the selected leadership style by clearly relating it to specific needs of innovation and adaptation in a medical facility comprising a culturally diverse workforce.

Finally, the idea is to design strategic leadership theories and concepts indicating why matching leadership styles with organizational objectives relates (Amanchukwu et al., 2015). This essay explores the strategic landscape one needs to form when shaping a medical facility’s future while guiding through the complexities of Strategic leadership theories.

2. MAIN CONCEPTS OF STRATEGIC LEADERSHIP

Analysis of the significant strategic leadership theories such as Trait Theory, Contingency, and Situational theory also forms an essential platform for understanding effective practices in leadership. Aligning leadership styles with organizational goals is critical for strategic effectiveness. This part lays the theoretical foundation of this debate on choosing leadership styles (Raffaelli et al., 2026).

2.1 Understanding Strategic Leadership

Since change is necessary to meet organizational objectives, strategic leadership becomes important in influencing leaders and followers toward achieving the goals (Amanchukwu et al., 2015). It is very similar to predicting, imagining, maintaining the flexibility of thought processes, thinking ahead, and working with others towards introducing change for a viable future (Hitt et al., 2010). This involves a specific set of challenges and opportunities in humanitarian organizations.

2.1.1 Trait Theory:

• Definition: Presupposes on such an assumption that people are born with particular qualities or traits, making them more prepared for leadership (Amanchukwu et al., 2015).
• Key Points: This is concerned with finding common personality traits or patterns of behavior among successful leaders.
• Relevance: Identifies qualities like enthusiasm, confidence, tenacity, integrity, warmth, and humbleness as potential pointers of effective leadership.

2.1.2 Contingency Theory:

• Definition: It discusses environmental consideration variables that may lead to selecting the best leadership style in a given situation (Amanchukwu et al., 2015).
• Key Points: However, developed by Fiedler highlighted how leaders adopt various styles depending on personality characteristics and situational contingencies.
• Crucial Dimensions: The effectiveness of leadership styles is also influenced by position power, task structure, and leader-member relations.

2.1.3 Situational Theory:

• Definition: Recommends that the best action is selected based on situational circumstances (Amanchukwu et al., 2015).
• Dimensions: Splits leadership into relationship and task behaviors, providing different styles in decision-making.

2.1.4 Behavioral Theory:

• Belief: No born leaders, only those who make themselves extraordinary.
• Focus: Transitions from inborn features to what leaders do.
• Implication: Indicates that people can be trained and observed to acquire leadership skills.

2.1.5 Participative Theory:

• Idea: Motivates the leaders to engage group members in decision-making processes.
• Benefits: Improves commitment, relevance, and contribution of members within the team.
• Outcome: Brings better decisions and a more effective organization.

2.1.6 Transformational Leadership:

• Definition: This includes inspiring and motivating followers to produce outstanding results (Amanchukwu et al., 2015).
• Characteristics: Stresses vision, charisma, intellectual stimulation, and personalized consideration.

2.2 Link to the Organizational Goals:

• Innovation: Inspires innovation and supports a culture of embracing novel suggestions.
• Adaptation: Encourages adaptability and openness to change.
• Employee Motivation: Creates a sense of purpose and personal growth for employees.

2.3 Importance of Aligning Leadership Styles with Organizational Goals:

• Strategic Vision and Direction: Styles are based on the organization’s strategic vision that should provide clear direction for long-term goal attainment (Raffaelli et al., 2022).
• Cultural Harmony: Alignment assures that leadership practices align with the current or intended organizational culture, creating a harmonious and confident work atmosphere.
• Goal Achievement: Different leadership approaches are more appropriate to some organizational purposes than others. For example, a transformational leader effectively promotes innovation and encourages employee motivation (Raffaelli et al., 2022).
• Adaptability: The convergence of leadership styles promotes adaptability, allowing leaders to react appropriately when necessary and manage challenges that align with an organization’s mission (Amanchukwu et al., 2015).
• Employee Engagement: The selected leadership approach should facilitate employee engagement by considering employees’ distinct needs and aspirations (Ali, 2023).
• Communication Effectiveness: To place communication styles in the organizational context, messages are correctly received and contribute to building trust and cooperation between individuals (Raffaelli et al., 2022).
• Talent Management: Strategies for talent management must work in tandem with leadership styles to promote staff development and retention.
• Crisis Response: When crises or periods of change occur, the preferred leadership style must be aligned with organizational needs to support effective crisis management and successful transition.

However, in conclusion, strategic success is based on understanding and matching leadership styles to associated organizational goals (Raffaelli et al., 2022). This also ensures the development of a positive firm culture that promotes sustained performance persistence in entrepreneurs operating within an ever-dynamic business world.

2.4 Leadership Style Selection

The strategic leadership styles in organizations should be evaluated based on individual needs, aims, and the environment within which every company operates (Amanchukwu et al., 2015). An ideal leader combines features of various styles, reflecting flexibility and situational consciousness. Hence, the selected style will align with this vision, enhancing employee commitment and contributing to sustainable organizational success.

2.4.1 Transformational Leadership:

Strengths:

• Engages and encourages followers to deliver outstanding results.
• Encourages innovation and creativity within the organization.
• Emphasizes the shared vision, charisma, intellectual stimulation, and personalized consideration.

 Weaknesses:

• It may need a charismatic leader, which is challenging to maintain.
• It may only be appropriate in some organizational cultures.

2.4.2 Transactional Leadership:

Strengths:

• Stresses distinct roles, responsibilities, and objectives.
• Employs a goal-based reward structure.
• It is structured and efficient in stable settings.

Weaknesses:

• Does not promote creativity and innovation.
• An overreliance on rewards can foster a transactional mindset.

2.4.3 Situational Leadership:

Strengths:

• Flexible across various situations and levels of follower preparedness.
• Understands the different leadership styles depending on situations.
• It can enhance flexibility and responsiveness.

Weaknesses:

• It needs to consider situational factors.
• Implementation can be challenging, and it may take a while.

2.4.4 Participative Leadership:

Strengths:

• Promotes employee participation in decision-making activities.
• It increases the loyalty, relevance, and contributions of members.
• Creates a feeling of ownership and mastery.

Weaknesses:

• In some cases, decision-making may take a long time.
• It can fail in the event of an emergency or crisis.

2.4.5 Autocratic Leadership:

Strengths:

• Speedy decision-making, efficient during a crisis.
• Proper hierarchy and command chain.
• However, it can be used in cases demanding a centralized power.

Weaknesses:

• May stifle creativity and innovation.
• It could result in low employee morale and engagement.

2.4.6 Laissez-Faire Leadership:

Strengths:

• Encourages autonomy and individualism among team members.
• For experts and self-driven people.
• Encourages creativity and innovation.

Weaknesses:

• Lack of direction, therefore, may result in vagueness.
• Inefficient when structure and direction need to be provided.

2.4.7 Servant Leadership:

Strengths:

• Serve the needs of followers.
• Ethics and social responsibility are a priority.
• Builds a positive organizational culture.

Weaknesses:

• They might be viewed as weak decision-makers in critical situations.
• Must have a leader who is dedicated to others.

2.4.8 Charismatic Leadership:

Strengths:

• A charismatic and charming leader who inspires followership.
• Can craft a persuasive vision and mission.
• Personally motivating.

Weaknesses:

• Relying on the leader’s character.
• It may be more effective with a charismatic leader.

2.4.9 Strategic Leadership:

Strengths:

• It emphasizes long-term goals and vision.
• Coordinates the organization with a well-defined strategic focus.
• Emphasizes adaptability and learning orientation.

Weaknesses:

• It requires a detailed knowledge of the business world.
• They might need help in industries that change at a fast pace.

2.4.10 Adaptive Leadership:

Strengths:

• Navigate through challenging and dynamic landscapes.
• It promotes learning and adaptation within the organization.
• Understands the value of resiliency and adaptability.

Weaknesses:

• Requires continuous assessment and adjustment.
• Might encounter opposition in conventional organizational cultures.

In the context of a leader within a medical facility, applying transformational and transactional leadership styles takes on a specialized significance. A leader in a medical facility, often a senior medical administrator or director, plays a pivotal role in guiding the team of healthcare professionals and support staff toward achieving organizational objectives.

Transformational leadership, as witnessed in the medical realm, involves inspiring and motivating the healthcare team to deliver exceptional patient care, fostering a culture of continuous improvement, and encouraging innovative solutions to medical challenges. A transformational leader in a medical facility emphasizes a shared vision, instills a sense of purpose and commitment among healthcare professionals, and promotes an environment that values learning and adaptability in the face of evolving medical practices (Ali, 2023).

On the other hand, the transactional leadership approach in a medical facility manifests in the form of clear communication of expectations, setting specific performance goals, and utilizing a reward system based on achievement. A leader in a medical facility employing transactional leadership ensures that operational procedures are efficiently carried out, compliance with medical protocols is maintained, and quality patient care is consistently delivered.

The decision to adopt a particular leadership style in a medical facility depends on healthcare organizations’ unique circumstances, challenges, and objectives (Hitt et al., 2010). The medical sector, marked by its dynamic nature and constant advancements, necessitates leaders who can effectively balance the inspirational aspects of transformational leadership with the practical and goal-oriented approach of transactional leadership.

Through a comprehensive analysis of the specific needs, goals, and challenges within a medical facility, leaders can tailor their leadership styles to create an environment that not only meets organizational objectives but also ensures the well-being of patients and the professional growth of the healthcare team (Raffaelli et al., 2022). The healthcare industry’s ever-evolving landscape requires leaders in medical facilities to be strategic, adaptable, and responsive to emerging trends and innovations, underscoring the importance of aligning leadership styles with the distinctive characteristics of the medical sector.

2.5 Key Aspects Considered in Evaluating Strategic Leadership Style Employed:

2.5.1 Alignment with Organizational Culture:

The cultures of different organizations are unique and shaped by their values, beliefs, and norms. Choosing a leadership style consistent with the prevailing or targeted organizational culture fosters clarity and unity (Raffaelli et al., 2022). This attitude helps employees accept leaders, creating a good working environment.

2.5.2 Adaptation to Organizational Goals:

The organizations’ goals and objectives may differ depending on their industry, missions, and strategic priorities (Hitt et al., 2010). A congruent leadership style assures that leaders’ practices directly impact the realization of organizational goals. For example, a visionary and transformational leadership style could suit an organization driven by growth.

2.5.3 Flexibility in Leadership Approach:

Organizations work in varying conditions and settings, which may shift with time. An adaptive and flexible leadership style enables leaders to respond to changing situations effectively (Raffaelli et al., 2022). This flexibility is critical in responding to challenges, capitalizing on opportunities, and altering leadership approaches that would fit the ever-changing requirements of an organization.

2.5.4 Employee Engagement and Satisfaction:

However, each employee’s expectation preferences and working methods differ (Ali, 2023). Selecting a leadership style that the employees can relate to increases employee motivation and satisfaction. For instance, a participative leadership style involving employee participation in decision-making promotes worker contentment and encourages a working culture.

2.5.5 Effective Communication:

Leadership communication is essential. Some organizations may have alternative forms of communication and other channels. A leader willing to adapt their mode of communication depending on the organization’s context can successfully ensure that messages are interpreted and received well by their audience (Hitt et al., 2010). Effective communication plays a significant role in transferring the organizational vision and creating trust and support between parties.

2.5.6 Crisis Management and Change:

Organizations experience crises and renewal periods that might not require a leadership style they would use in an ordinary day-to-day operation (Raffaelli et al., 2022). Only a leader who knows the organization well can select an appropriate leadership style for crisis management or change initiatives. For example, a commanding strategy will more effectively give direction during an emergency.

2.5.7 Cultural Sensitivity:

There are usually different cultural settings around which organizations function, particularly in global or multinational environments (Ali, 2023). Leaders should consider cultural awareness and develop appropriate organizational and workforce leadership styles. This facilitates intercultural cooperation and prevents conflicts due to leadership practices conflicting with cultural values.

2.5.8 Employee Development and Talent Management:

Different organizations place diverse emphases on talent management and the development of employees. Selecting a leadership style that aligns with how an organization nurtures talent, provides learning opportunities, and encourages career advancement also helps realize success from its approach to talent management (Day & Sammons, 2013).

In conclusion, selecting a leadership style following an organization’s context and demands guarantees a strategic approach to leadership (Raffaelli et al., 2022). It increases organizational competence, workers’ welfare, and the capacity to navigate through the intricacies of the industry or sector where it belongs.

3. CHOSEN LEADERSHIP STYLE AND JUSTIFICATION

The strategic decision to embrace transformational leadership within a medical facility is firmly grounded in its seamless alignment with the unique needs of the healthcare environment. In the context of a medical facility, where the focus is on providing quality healthcare, fostering innovative adaptation, and cultivating a motivated team of healthcare professionals, transformational leadership emerges as the most fitting choice (Hitt et al., 2010). The transformative qualities inherent in this leadership style, such as visionary thinking, charisma, intellectual stimulation, and personalized consideration, resonate profoundly with the overarching objectives of a medical facility.

This essay critically justifies the selection of transformational leadership by establishing its direct connection to critical aspects vital in the healthcare sector—innovation, adaptation, and employee motivation. It delves into the nuanced traits of transformational leadership that contribute to its effectiveness in a medical setting, where dynamic challenges and continuous evolution are inherent. Moreover, the essay thoroughly explores the compatibility of transformational leadership with strategic management processes, emphasizing how this style catalyzes achieving success in healthcare organizations’ complex and ever-evolving landscape.

In the healthcare sector, characterized by the need for constant advancements, responsive adaptation to change, and a motivated workforce, leadership assumes a paramount role in steering the medical facility toward success. Among the myriad leadership styles, transformational leadership emerges as attractive and indispensable (Raffaelli et al., 2022). This essay meticulously unfolds the rationale behind opting for transformational leadership, shedding light on how it uniquely addresses the challenges and opportunities in the medical field. It emphasizes the interconnectedness between transformational leadership and the strategic management processes tailored to elevate the performance and resilience of a medical facility.

3.1 Transformational Leadership

Transformational leadership is the most effective leadership style for a medical facility that aims to prioritize global impact. This leadership approach aligns seamlessly with the mission of a medical facility, fostering inspiration through trust and shared visions. Strategic actions encompass formulating an impactful strategic direction, fostering the development of core competencies, investing in human capital, nurturing a conducive organizational climate, advocating for ethical practices, and implementing balanced controls (Raffaelli et al., 2022). The overarching goal is to attain elevated employee productivity within a compassionate and purposeful work environment tailored to the unique demands of a medical facility.

3.1.1 Transformational Leadership for Organizational Innovation

Innovation is Key: Transformational leadership inspires and motivates followers to achieve their highest potential (Day & Sammons, 2013). Innovation solves sophisticated needs in a humanitarian organization, where challenges come in complex and dynamic packages. Transformational leaders instill a culture of idea generation and creativity among employees by pushing them to consider ways other than the conventional ones.

Stimulating Intellectual Stimulation: Transformational leaders foster employees’ intellectual curiosity and creativity. They provoke thinking contrary to what has been considered normal and cause people to pursue creative pursuits (Raffaelli et al., 2022). In a humanitarian sense, this is critical to develop new initiatives in addressing emerging needs and crises.

Individualized Consideration: This leadership style appreciates each employee’s abilities and approaches. Individualized consideration enhances innovation in a humanitarian organization that requires diverse talents. When employees feel that their strengths are appreciated, they have better chances of coming up with ideas.

3.1.2 Transformational Leadership and Organizational Adaptation:

Visionary Leadership: Visionary thinking is the hallmark of transformational leadership. They provide a clear picture of the future, motivating employees to focus on long-term objectives. A clear and inspiring vision guides adaptive strategies within a humanitarian organization that experiences complicated factors such as uncertainties and changes (Raffaelli et al., 2022).

Adaptable Leadership Style: Transformational leaders are inherently flexible. They adapt quickly to threats and differences, being resilient and ready for change (Day & Sammons, 2013). This flexibility is fundamental in humanitarian settings where unpredictable events force sudden changes to strategies and operations.

3.1.3 Transformational Leadership and Employee Motivation:

Inspirational Motivation: Transformational leaders create a sense of mission and purpose in employees by sharing their vision. In a philanthropic organization where social responsiveness is the basis of employees’ motivation, this leadership style aligns with their fundamental motivations and stimulates higher engagement and commitment.

Charismatic Leadership: Transformational leadership involves charismatic characteristics that enthrall and inspire followers. This charisma forms part of a positive organizational culture that motivates and inspires employees even in taxing situations.

3.2 Alignment with the Strategic Management Process:

3.2.1 Setting the Strategic Direction:

It is the transformational leaders who set the strategic direction for an organization. With their transformational leadership, they articulate a defining mission and long-term targets that bring the organization together under one objective (Hitt et al., 2010).

3.2.2 Developing Core Competencies:

Transformational leaders are concerned with enhancing the core competencies of their teams. In the context of strategic management, an organization should have the skills and capabilities needed to achieve its objectives in operations (Raffaelli et al., 2022). Transformational leaders develop and refine core competencies by fostering innovation and adaptation.

3.2.3 Human Capital and Organizational Culture:

Transformational leaders value the role of human capital and organizational culture. They embrace employee development through constant learning and advancement (Day & Sammons, 2013). This corresponds with the strategic management objectives since an organization with a workforce of good workers who are motivated is in a better position to attain its strategy goals.

Finally, transformational leadership is a perfect fit for an organization with humanitarian interests that shall encourage innovation and willingness to change among employees. Through the connection to organizational needs and strategic management processes, leaders can establish a dynamic culture with an increased resilience toward handling the challenges of humanitarian work.

3.3 Trait Theories in Transformational Leadership:

Application: Transformational leadership is paramount in medical facilities engaging in projects to foster positive social change. Barnard and Avolio (1990) characterize this leadership style as inspiring followers to unlock their potential and go above and beyond for the organization’s greater good (Hitt et al., 2010). For instance, within a medical facility undertaking a project to enhance healthcare accessibility for a marginalized community in my hometown, I emphasize our broader societal impact. I paint a compelling picture, supported by team members who perceive their medical expertise as a conduit for meaningful improvements. The “Drive” trait exemplifies my capability to instill passion and commitment in team members when elucidating the socioeconomic impact of their medical projects (Day & Sammons, 2013). Leadership motivation is evident in my persistent efforts to engage project members emotionally.

Theory Application: Infusing values like integrity, confidence, and emotional maturity in this manner ensures that a team aspires to contribute meaningfully to the organizational mission. This aligns with Transformational Leadership Theory, where leaders must inspire and unite individuals around a shared goal (Bass & Avolio, 1990). Connecting the team’s medical proficiency to a broader objective cultivates shared values and commitment, fostering increased member engagement and motivation (Lussier & Achua, 2015).

In conclusion, an intelligent and adaptive leadership approach is indispensable in medical facilities. These variations in leadership styles contribute to cultivating an ideal organizational culture tailored to the diverse needs of teams and managers’ responses (Thompson et al., 2007). Furthermore, leaders must weigh their appropriateness while employing these diverse leadership approaches in the medical facility, considering specific conditions and requirements. In my role within the medical facility, I will blend these styles based on their suitability to project status or team needs (Raffaelli et al., 2022). The efficacy of each style arises from the challenges and goals presented by medical projects in line with supporting the organization’s mission. For instance, an autocratic leadership style might be apt during emergencies. However, prolonged use may stifle innovation and collaboration. Conversely, transformational and Servant leadership foster a more inclusive work environment, motivating healthcare professionals for sustained success.

3.4 Actions to Take

Ultimately, actions related to strategic leadership in the role of an organization within a medical facility are detailed to provide valuable perspectives on defining organizational direction, conserving core competencies, investing in human capital resources utilization, and shaping culture at an institutional level (Hitt et al., 2010). The essay emphasizes the importance of such actions in channeling medical technology towards a positive change within the medical facility’s mandate. Strategic leadership actions involving the TMT in medical technology within a medical facility shape the future direction of the entity and promote creativity and efficiency. These actions are essential to resolving global challenges and promoting the medical facility’s mission.

3.4.1 Determining Strategic Direction:

In the medical facility, specifically in a medical technology setting, TMT aims to create an appropriate vision and direction for the facility. For illustration, in endeavors focused on leveraging medical technology towards sustainable healthcare goals, the TMT highlights a compelling vision of how technological progress can address significant global health concerns. This strategic direction frames the design and implementation of medical tech-based solutions (Raffaelli et al., 2022). TMT should develop a clear vision and direction for the medical facility, showing its direction. This vision acts as a framework for strategy-making and implementation, reflecting the culture and ideology of the management style.

Importance: The strategic direction acts as a beacon and makes employees work toward something larger than themselves. In the medical facility setting, it allows the direction of medical technological capacities toward global health challenges concerning orientation concerning the organization’s broader mission (Hoskisson et al., 2004).

3.4.2 Core Competencies:

Within the medical facility’s medical technology sector, TMT specifically works out core competencies that distinguish this organization from all other healthcare institutions. For example, investing in innovative medical technology and building partnerships with professionals in emerging medical areas ensures that the medical facility stays competitive to address challenging healthcare issues such as public health crises. Preserving and evolving core competencies is essential for medical facilities to be competitive. To be considered strategic leaders, the TMT should enhance performance continually, cultivate a healthcare-centric culture, specify goals, and use some of the most effective tools.

Importance: The medical core competencies such as advanced diagnostics, treatment methodologies, and patient care technology are critical for society to navigate a changing global healthcare landscape. The TMT’s emphasis on continuous improvement in performance and the development of a “healthcare-friendly” atmosphere is one factor contributing to overall organizational competitiveness (Thompson et al., 2007).

3.4.3 Human Capital

In the medical facility, the TMT perceives healthcare professionals as a critical resource and invests in continuous training and development of its medical workforce (Hitt et al., 2010). This entails promoting research and development, innovation, and medical technology development activities to keep the medical facility ahead of medical innovations. It is essential to invest in healthcare professionals as a means of achieving sustainability and development. Budget and general guidance equip the TMT with an instrumental function in healthcare professional development, corresponding to research and development, innovation, and creation.

Importance: The TMT’s investment in healthcare professional development is critical to the medical facility’s maintenance and technological capabilities (Raffaelli et al., 2022). With such a skilled and motivated healthcare workforce, the medical facility can better address some of the most complicated global health challenges while helping bring about positive change for good in society.

3.4.4 Organizational Culture:

The TMT impacts the organizational culture of a medical facility’s medical technology sector because it encourages a cooperative, creative, and inclusive healthcare workplace. The TMT determines the personality of a medical facility based on values, beliefs, and work practices that emphasize the use of medical technology in impactful healthcare ways (Thompson et al., 2007). For competitive advantage, TMT shapes organizational culture. A healthy culture builds competitiveness, and TMT influences the culture through selection policies and promotional systems.

Importance: A healthy organizational culture is an advantage of competition, providing high-quality healthcare specialists and creating conditions for effective medical solutions. The role of the TMT in developing a healthcare-centric cultural climate also leads to higher competitiveness (Thompson et al., 2007).

3.4.5 Ethical Practices:

The TMT pays attention to ethics in the medical facility because it creates and communicates a suitable code of conduct, provides training related to ethical issues, and develops an ethics committee (Hitt et al., 2010). This is even more critical in the healthcare sector, where ethical conduct ensures that medical technologies are used responsibly and accountably for global health good. In the determination of organizational integrity, ethical issues play a significant role. TMTs should develop an ethical environment, have a code of ethics, feature training sessions on ethical topics, and have employee committees to look for doubtful actions.

Importance: In the absence of ethics, TMT recognizes opportunistic behavior. An ethical climate within the medical facility builds employee motivation, attracts competent people to join it, and promotes its reputation for better performance, producing higher trust in international healthcare markets (Thompson et al., 2007).

3.4.6 Organizational Controls:

The TMT has balancing organizational controls that use information-based formal procedures to keep and change patterns in corporate activities (Hitt et al., 2010). This involves connecting medical initiatives to strategic objectives and managing resources well with a quick response when circumstances change in the global healthcare setting. Balanced organizational controls may be a means managers can use to maintain or change the patterns of activities in medical facilities through formal, information-based procedures. This allows them to redesign long-term organizational healthcare objectives and strategies.

Importance: Balanced organizational controls are the instruments that TMT may adjust and restore different aspects of medical facilities. This is essential in reformulating long-term healthcare objectives and strategies, particularly concerning globally shifting medical environments.

Overall, what the action taken by Haskisson et al. By using the strategizing direction, they are determining what central competencies should have in a medical facility, investing money in healthcare professionals, creating an important culture in society, highlighting ethical practices, and building controls. Moreover, TMT impacts the likelihood of medical facilities tapping into medical technology to attain positive global health effects. These steps are essential because they ensure that a medical facility’s medical capabilities correspond with its global health mandate and address complex health issues across the globe (Raffaelli et al., 2022).

4. CONCLUSION

Finally, strategic leadership is essential to the effectiveness of a global medical facility (Lussier & Achua, 2015). However, the appropriate leadership style that should be chosen must fit with organization specifics and goals concerning those actions which define strategic direction, maintain innate competencies, workforce development currency basis organizational culture deontological practices in place balanced controls. Effective strategic leadership can enable the medical facility to deal with complexities and contribute significantly to its mission.

To sum up, strategic leadership plays a crucial role in the success of an international medical facility (Lussier & Achua, 2015). This essay has journeyed through the terrain of strategic leadership theories, elucidating how leadership styles should be in sync with organizational goals. The transformation leadership selected as the preferred style of a new senior manager to appear in a medical facility is also critically justified, primarily based on its potential for leading organizational innovation and adaptation alongside worker motivation.

Transformational leadership, characterized by visionary qualities, charisma, intellectual stimulation, and individualized consideration, aligns seamlessly with the needs of strategic leadership in a medical facility, precisely one led by doctors facing distinctive challenges (Hitt et al., 2010). This leadership approach is congruent with the strategic management process, fostering an environment of creativity and adaptability that encourages the active involvement of medical professionals.

The outlined actions suggested for the medical facility’s leadership role provide tangible insights into the practical implementation of strategic leadership. These actions are imperative for utilizing medical advancements to address global health challenges, emphasizing the specification of strategic direction, ethical practices, and organizational controls (Stowell & Mead, 2016).

Looking ahead, the recommendations for future strategic management leadership development underscore various aspects, including ongoing training programs, initiatives for diversity and inclusion, enhanced ethical counseling training for medical leaders, integration of medical technology and innovation, peer learning programs accompanied by regular organizational reviews, and the adoption of flexible leadership styles from industry professionals globally, incorporating additional feedback structures such as emotional intelligence (Hitt et al., 2010). Collectively, these recommendations form a comprehensive initiative to cultivate robust and resilient leadership competencies dedicated to advancing the mission of a medical facility.

In the face of the continuous changes that medical facilities navigate, strategic leadership provides room for innovation and ensures sustained success (Raffaelli et al., 2021). The selection of a leadership style, exemplified by transformational leadership, and implementing tactical actions are pivotal elements in ensuring that a medical facility progresses toward its healthcare mission while positively impacting the global health community.

This exploration into strategic leadership and its application, particularly transformational leadership, within the context of a medical facility reinforces the significance of aligning leadership theories with practical implementation tailored to unique organizational dynamics (Stowell & Mead, 2016). Despite the complexities that leaders encounter in the ever-evolving healthcare landscape, adept leadership lies in recognizing flexibility and purposefulness that harmonizes with the medical facility’s mission, values, and objectives.

5. RECOMMENDATIONS

5.1 Recommendations for Future Strategic Leadership Development and Areas for Improvement:

These recommendations aim to strengthen strategic leadership competencies, foster a culture of continuous progress, and equip leaders with the skills necessary for addressing challenges within a medical facility (Hitt et al., 2010).

5.1.1 Continuous Training and Development:

Establish a systematic and ongoing leadership development program for senior managers in the medical facility (Stowell & Mead, 2016). This program should enhance leadership skills, stay updated on new leading theories, and increase adaptability to diverse organizational healthcare settings.

5.1.2 Diversity and Inclusion Initiatives:

Integrate diversity and inclusion training into the leadership development program for medical facility leaders (Stowell & Mead, 2016). Strengthen cultural sensitivity and inclusion competencies to enable leaders to effectively lead diverse healthcare teams and address unique challenges within the medical field.

5.1.3 Enhanced Ethical Leadership Training:

Strengthen the emphasis on ethical leadership within the training program for medical facility leaders (Stowell & Mead, 2016). Provide practical moral case studies and scenarios to help leaders navigate challenging ethical dilemmas in the healthcare sector.

5.1.4 Incorporate Technology and Innovation Training:

Recognize the role of technology and innovation in medical facilities (Raffaelli et al., 2022). Include training modules on utilizing technology to enhance efficiency, making data-driven decisions, and implementing innovative programs to address emerging healthcare challenges.

5.1.5 Peer Learning and Mentoring Programs:

Implement peer learning and mentoring programs within the medical facility where senior leaders share their experiences, insights, and strategies (Stowell & Mead, 2016). Encourage inter-departmental and inter-organizational mentorship to cultivate a collaborative leadership culture within healthcare settings.

5.1.6 Regular Organizational Assessments:

Conduct diagnostic assessments of the medical facility’s organizational culture and leadership effectiveness (Stowell & Mead, 2016). Utilize staff feedback to identify improvement areas and tailor leadership development initiatives to address specific healthcare organizational issues.

5.1.7 Flexibility in Leadership Styles:

Enable leaders within medical facilities to adapt their leadership styles dynamically to address situational variations (Stowell & Mead, 2016). Develop training programs on situational leadership and decision-making to enhance the agility of healthcare leaders.

5.1.8 Global Leadership Competencies:

Introduce a global leadership competency model aligned with the medical facility’s mission and values (Raffaelli et al., 2022). Emphasize competencies related to cultural intelligence, a global perspective, and leadership abilities in culturally diverse healthcare settings.

5.1.9 Feedback Mechanisms for Leadership Evaluation:

Establish open and positive feedback channels for assessing leadership performance within the medical facility (Stowell & Mead, 2016). Evaluate leaders against established standards, providing constructive feedback for continuous improvement.

5.1.10 Emphasis on Emotional Intelligence:

Place a focus on enhancing the emotional intelligence of leaders within medical facilities. Incorporate modules on self-awareness, empathy, and communication skills to strengthen leaders’ interpersonal relationships, fostering understanding and effective healthcare leadership (Raffaelli et al., 2022).

References

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