Health care providers use a patient-centered organizational design to effectively care for the ailing. By collaborating with them and their families, decisions affecting their health can better reflect the preferences, needs, and expectations of those seeking treatment at the health facility. Treatment plans include educating patients so they may make informed choices about their care and be active participants in their recovery. Their cooperation is necessary to eradicate LWBS at any specific healthcare facility to achieve its goal of caring for the sick. Patients come to the facilities to receive medical attention; therefore, it is a tragedy for them to depart without receiving any treatment while at the health facility. They should have a comprehensive awareness of their medical conditions, experiences, requirements, and priorities. However, there is no uniform concept of patient centricity, and numerous practitioners neglect their duty to attend to the patients. It explains why three patients passed away after leaving the institution without being cared for since health personnel did not attend to them. This study aims to recognize transformational leadership as the management strategy of choice that would assure a reduction in LWBS at the Wilton Hospital.
A leader can exert influence and provide direction to others who report to them. Consequently, a leader is required to establish a method of management that will enable them to accomplish their objectives while working inside a certain business (Costa et al.,2022). Even though Wilton Hospital has undergone two organizational reorganizations in the past five years, neither of these reorganizations has accomplished the goals intended or intended for the change. These goals included improved patient care and experience, a reduction in system and process inefficiencies, and an increase in employee satisfaction and organizational culture. By guaranteeing that significant shifts occur, transformational leadership strategies will result in significant benefits for the facility. The method ensures the leader and their followers feel driven and morally elevated by each other, regardless of who is in the leadership position. Transformative leadership might help reduce the number of LWBS events in any given healthcare facility (Fatima et al., 2018). It is especially important as the healthcare sector works to improve the level of care it provides to its patients.
The Wilton Hospital will gain from transformational leadership to empower nurses to assume responsibility for their professions and surpass their talents and aspirations. This type of leadership may inspire team members by appealing to their desire to demonstrate better moral standards and more integrity in practice (Prakash & Srivastava 2018). Every team member feels appreciated and respected for their contributions to the medical facility. The workers will concentrate less on their self-serving objectives and more on the hospital’s overall and individual interests. They will be able to provide care for all new patients and ensure that they are attended to, hence lowering the number of times patients leave the institution without assistance. This leadership style can significantly influence the professional relationships at the institution, as well as generate excellent outcomes for the company and the patients.
It is unfortunate that Wilton Hospital, owned and maintained by a nonprofit organization, cannot provide services to its patients, and most leave the facility without being seen. Ironically, the public hospital located next door can provide medical care to its patients. The execution of the plan produces an environment that is conducive to a greater level of job satisfaction. Improvements in employee satisfaction and general outlooks about their work have been observed in healthcare companies that have adopted and put transformation leadership into practice. Employees who are satisfied in their jobs have greater job retention rates, which will be helpful to the hospital. It will ensure that Wilton Hospital will handle the ratio of patients to physicians, and a single physician will not be required to attend to a large number of patients.
The method is connected to increased morale levels within the workforce. Workers whose morale is poor are less interested in their work and have low retention rates since they seek employment opportunities in other organizations (Robbins & Davidhizar 2020). On the other hand, personnel whose morale is good are motivated, efficient, and involved in their work. It is crucial retention rate at the facility be high to ensure patients are attended to whenever they walk to the facility.
Using a patient-centric approach at Milton Hospital, patients, their families, and friends will be actively involved in deciding whether or not to treat an illness, rather than relying on a passive approach where no one is left out of the decision-making process. Patient involvement is critical in many diagnostic procedures, such as those used to diagnose and cure cancer at the initial stages (Rafeh 2018). It is based on the premise that healthcare businesses should adopt a customer-centric approach, which means that Milton Hospital should modify operational requirements to fulfil the critical fundamentals of the end-user. Patients should be aware of potential side effects and problems to avoid needless misunderstanding of health care (Schot et al., 2020). Patients’ interests and preferences should be considered while implementing new protocols; otherwise, the physician cannot start the procedure. Healthcare professionals and service providers should first talk to patients about their issues (Sonis et al., 2018). The transformational leadership strategy may be effectively implemented using the Gantt chart below.
The ailing should be involved in all aspects to ensure that their needs are well taken care of without bias. It is now time for the team’s leaders to come together and develop new ways to improve the facilities (Hossain & Ahmed 2019). The second step is to study the facility’s current status and compare it to comparable medical facilities capable of caring for those in need. For the hospital to develop, patients should be requested to give their opinions and ideas through surveys. The next stage is to build an organizational design that describes the processes necessary to achieve the facility’s goals (Myers 2020). The structure can be applied step-by-step in line with the available resources at the hospital. So that everything goes well without objections from the ones concerned, we should not rush the implementation process (Wæraas & Dahle 2020). Therefore, a transformational leader ensures that the hospital’s goal is to serve any patient who walks into the facility.
Regardless of the current status of the healthcare facility, healthcare practitioners need constantly keep the patient’s perspective in mind. This is because the link between healthcare and the developing wants and requirements of a patient places a high premium on a customer-focused, patient-centric approach. To acquire the confidence of patients and the general public, the facility’s operations, including its priorities and decision-making procedures, should be open and accessible to all stakeholders. Businesses in the healthcare industry and patient medical needs can change substantially, but only if patients’ feedback is regularly obtained and their interaction persists. As a result of this shift, patients will feel more connected to a healthcare company that puts them first.
References
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Fatima, T., Malik, S. A., & Shabbir, A. (2018). Hospital healthcare service quality, patient satisfaction and loyalty: An investigation in context of private healthcare systems. International Journal of Quality & Reliability Management.
Hossain, F., & Ahmed, A. (2019). Visualization of Healthcare Data for Busy Doctors in Developing Countries to make Efficient Clinical Decisions.
Myers, R., Anderson, M., & Korba, C. (2020). Striving to become more patient-centric in life sciences.
Prakash, G., & Srivastava, S. (2018). Role of internal service quality in enhancing patient centricity and internal customer satisfaction. International Journal of Pharmaceutical and Healthcare Marketing.
Rafeh, N. (2018). Disclosable Restructuring Paper-Emergency Primary Healthcare Restoration Project-P152646.
Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121.
Schot, E., Tummers, L., & Noordegraaf, M. (2020). Working on working together. A systematic review on how healthcare professionals contribute to interprofessional collaboration. Journal of interprofessional care, 34(3), 332-342.
Sonis, J. D., Aaronson, E. L., Lee, R. Y., Philpotts, L. L., & White, B. A. (2018). Emergency department patient experience: a systematic review of the literature. Journal of Patient Experience, 5(2), 101-106.
Wæraas, A., & Dahle, D. Y. (2020). When reputation management is people management: Implications for employee voice. European management journal, 38(2), 277-287.