Health Care Administration Leadership

Question: Discuss the current events in health care administration leadership and the fiedler contingency theory. Answer: A month ago, the AAR Healthcare held a health camp in town. This activity involved four practitioners. AAR had made arrangements with one of the churches to offer their field as the venue for the free medical camp. While some cases were charged depending on the intensity of the test, most of the health tests done were free of charge I would employ the Fielders Contingency Model that recommends that leaders assess individuals they did not like working with recently or in the past on a scale of 1to 8 by considering colleagues who are unfriendly versus friendly, uncooperative versus cooperative, and guarded versus open. This test is not about how bad the least preferred colleague was difficult to work with but based on the leader's behavior towards that particular colleague (Jasper Jumaa, 2005). Fiedler's contingency theory states that effective leadership depends not only on the style but also on control over a situation. During the health camp, the leader was amazingly interactive. Every worker seemed significantly cooperative; chances are, she was a great team player. Fielder recommends that a good leader should lead by example an effective leader doesnt give directions on what should be done and how it should be done; they are the first to do what they know should be done. The head of the team during the health camp utilized this recommendation as we found him performing the tests on the various patients. The relationship demonstrated was task-oriented because the leader did not consider her position but got into the system and worked together with her subordinates with ease (Williams, 2005). This way the team lead eliminated any possibility of having personal issues with one of her subordinates affect the way she operated during the medical camp. References Jasper, M. Jumaa, M. (2005). Effective healthcare leadership. Oxford, UK: Blackwell Pub. Williams, M. (2005). Leadership for leaders. London: Thorogood.