OTHM LEVEL 7 POSTGRADUATE DIPLOMA
IN HEALTH & SOCIAL CARE MANAGEMENT
Qualification Number: 603/6066/5
Student Name: Sathira Hettiarachchi
Student Registration Number: HSC/OML7/22/128
OTHM Learner Registration Number:
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Assignment Cover Sheet
Learner Name
Sathira Hettiarachchi
Learner’s OTHM
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Unit Title
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HSC/OML7/22/128
OTHM Level 7 Diploma in Health & Social Care Management
D/618/2710
Health and Social Care Leadership
Saturday, 5 August 2023
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malpractice procedures and risk of failure of the unit and/or qualification.
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Table of Contents
Task 01 ....................................................................................................................................... 4
1.
How leadership theories can develop and maintain trust and accountability ..................... 4
2.
Challenges of leadership in the Health and Social Care sector .......................................... 5
3.
How different leadership styles may influence outcomes .................................................. 7
4.
Relevance of motivational theories to organizational performance in the Health and Social
Care sector ................................................................................................................................. 8
5.
Factors influencing motivation and performance in the Health and Social Care sector .. 10
6.
Impact of performance management on the success of Health and Social Care
organizations ............................................................................................................................ 11
7.
How own practice supports a positive culture in the organization ................................... 12
8.
Features of effective teams ............................................................................................... 13
9.
Different models of team leadership and their application to the Health and Social Care
sector ........................................................................................................................................ 14
10. How challenges to effective team performance can be overcome .................................... 15
11. How different management styles may influence outcomes of team performance .......... 16
Coaching Styles ................................................................................................................... 16
12.
Recommendations ......................................................................................................... 17
13.
References ..................................................................................................................... 18
Task 01
1. How leadership theories can develop and maintain trust and
accountability
Team members imitate leaders' behavior, leading to adrift and lack of direction. Leaders
must uphold trust, responsibility, alignment, and focus for team success, but many firms
lack cultural frameworks. If the expectations for leadership within the organization are
unclear, persons in leadership roles lack a role model for leadership that they can be held
to. At a time when alignment is crucial for company success more than ever, this leads to
dispersed leadership. Organizations need capable leadership if they are to bridge the
strategic, human, and performance gaps.
Holding someone or a group responsible for living up to specific "others'" high expectations
is what accountability means in a relationship. In the public sector, accountability
relationships are accompanied by certain phenomena that may be clearly seen (Romzek,
2018). Trust is confident reliance on the qualities, skills, might, or veracity of someone or
something (Simpson, 2012).
When it comes to leadership theories, these always aid in the growth of responsibility and
trust. A leader should, in accordance with leadership theories, be open and honest with his
followers, fair and impartial, honest about his feelings, enable his followers to continuously
influence his decisions, keep his word, and earn his followers' respect. All of these will
increase public confidence in the authorities.
Trust is fostered by accountable leadership. Employees will have confidence in leaders'
actions when they demonstrate clear accountability and act in the workforce's and
organizations best interests. Leaders at all levels provide real-world examples of ethical
conduct through emulating the organization's principles. As a result, team members are
more likely to hold their leaders accountable because they can see when they are deviating
from the plan. In this way leadership theories help to develop and maintain trust and
accountability (Burke, 2007).
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2. Challenges of leadership in the Health and Social Care sector
The health and social care industry includes all businesses that serve people's healthcare
needs, such as hospitals, dentists, and specialized services like physiotherapy, as well as
social care needs, such as nursing homes, foster care, and daycare centers
(Mallawaarachchi, 2016).
Leaders in social and health care sector they have to face many challenges. These are;
 Managing the rapidly changing healthcare sector
For healthcare executives, this is yet another important problem. Keeping up with the rapid
advances in both law and technology may be difficult. As a result, healthcare executives
must be competent and always learning. The healthcare industry is one that is rapidly
developing, and those that don't keep up will quickly fall behind (Elliott, 2020).
 Managing rising expenses
When trying to keep healthcare costs under control, healthcare administrators encounter
several difficulties. Healthcare costs have been rising for a long and don't appear to be
slowing down. Therefore, leaders in the healthcare industry must discover ways to reduce
expenses without sacrificing patient care. Healthcare expenses may be decreased in several
ways, including by decreasing the price of medical supplies and selecting less-effective
operations and tests. It is imperative to cut back on administrative expenses. Healthcare
administrators must always seek for novel methods to reduce expenses due to the
complexity of cost control (Ayeleke, 2018).
 Enhancing patient care
It is challenging since many different factors have an influence on the standard of treatment.
However, by always working to enhance patient care, leaders in the health sector may really
have a positive influence on the lives of patients. From establishing new standards to
employing technology to increase communication, there are many methods to enhance
patient care. Leaders in the healthcare industry must continuously be searching for
innovative approaches to enhance patient care and make their hospital or clinic the best it
can be (Durham, 2008).
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 Fostering a culture of safety
Leaders in the health sector must prioritize safety in order to provide their patients with the
best care possible.
 Technology
Although there are numerous technological problems facing healthcare professionals, there
are also many possibilities for them to use modern technology effectively and greatly better
the lives of their patients.
 Expanding the use of virtual healthcare and tele-health
To offer the greatest care for their patients, healthcare leaders must embrace telehealth
and virtual healthcare.
Figure 1: Health and social care leaders
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3. How different leadership styles may influence outcomes
The many leadership philosophies employed have a substantial influence on any
organization's performance. The management style we select will have an influence on our
team's output, decision-making capacity, and other aspects. When we are talking about
leadership theories, transformational leadership is the style that is most usually used.
Additionally, there is a favorable correlation between the transformational leadership
(TRL) score overall and the leadership effectiveness, employee work satisfaction, and
additional effort (Alloubani, 2015).
Employees that follow an autocratic leadership style don't take ownership of their job since
they aren't involved in decision-making. Because of the leader's intensely consolidated
authority, autocratic leadership ensures that the system is entirely dependent on him or her.
The operation of the organization operates well when the leader is strong, capable,
knowledgeable, and just. The entire organization, however, suffers for the benefit of one
person when a leader is weak, ineffective, or has a bad moral code. Due to the output of the
team not utilizing the creativity and expertise of all team members, many benefits of good
cooperation are lost. Democratic leadership, often referred to as participatory leadership, is
a kind of group leadership where members take a more active part in making decisions.
Democratic governance has a number of benefits. The sharing of ideas among subordinates
is encouraged because it can result in stronger concepts and more imaginative solutions to
issues (Akparep, 2019). Employees are more inclined to care about the outcomes of
initiatives because they feel more invested in and dedicated to them. A democratic
leadership style is thought to increase group members' productivity.
Figure 2: Different types of leadership styles
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4. Relevance of motivational theories to organizational performance
in the Health and Social Care sector
Long-term work retention is mostly a function of job satisfaction, which is closely tied to
drive. The costs to the health system of finding, hiring, and training new personnel are
reduced when present employees are retained. Additionally, there are fewer available
positions as a result.
Under that topic we can identify expectancy theory, goal setting theory and X and Y theory,
Maslow’s hierarchy of needs theory, two factor theory and etc.
01. Expectancy theory
The assumption that a specific level of job performance is possible is known as expectation.
If health professionals feel enough confidence in the task at hand, they will be driven to
work in this scenario (Lawler III, 1973).
02. Goal setting theory
According to Edwin Locke's goal-setting theory, defining clear objectives can help inspire
health professionals and guide their work. According to the goal setting theory, selfinfluence elements include goal commitment and self-efficiency (Yurtkoru, 2017).
03. X and Y theory
The idea of X and Y by Douglas McGregor discusses two completely different managerial
perspectives on their employees. The X hypothesis is based on managers' unfavorable
assumptions about their workforce, such as the notion that workers must be coerced,
frightened, or otherwise manipulated into doing the task because they don't enjoy it. The
foundation of the idea Y is the assumption that workers are motivated and self-sufficient,
and that they enjoy their jobs. To affect the health employees favorably and improve their
performance, the health care management should apply the X and Y theories (Carver,
2001).
Because no one method works for everyone, applying motivation theories to maximize the
performance of our workforce is the toughest challenge. For some employees, receiving a
financial compensation may be crucial, but for others, it's only a little piece of the jigsaw.
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It's possible that the work itself motivates them more. The same is true for incentives. But
beware, if such incentives are only attractive to a small percentage of workers, there will
be little motivation for other staff members to boost their productivity. People respond
differently to positive and negative incentives, like as bonuses or the threat of being laid
off. While some employees will be motivated and succeed, others may be overcome with
fear, which might negatively impact their output. In the end, a manager's responsibility
includes learning what drives each person. Finding those motives takes time and effort, but
the long-term benefits of content employees and higher productivity outweigh those
drawbacks (Haque, 2014).
Figure 3: Motivational Theories
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5. Factors influencing motivation and performance in the Health
and Social Care sector
The motivation of healthcare professionals was impacted by concerns with management,
financial benefits, on-the-job training, and career advancement. To provide appropriate
benefits to health staff, especially those who did not receive any, should be a top focus. In
the health and social care industry, a number of factors affect motivation and output. The
following:
01. Work life balance
When there is a balanced work-life schedule, workers are taken care of. For those working
in the healthcare industry, finding work-life balance is crucial. Employees that are
motivated are more willing to put in extra hours and are less likely to take sick days or
leave the company. An organization must make sure that workers put in an appropriate
amount of time at work and balance their labor with activities that advance their health and
wellness.
02. Work environment
For motivated employees, good working circumstances are desirable. Workers that are
highly driven can increase engagement, productivity, and even profit. Other than that,
achievements, responsibility, advancement, organizational policies, supervision, growth,
working conditions, interpersonal relationships, development and job security also
influence the motivation and performance in the Health and Social Care sector (Akintola,
2016).
03. Salary, reward and recognition
One of the most effective motivators is pay. Employees in the healthcare industry are under
a lot of stress. Giving out a range of awards is therefore preferred. One-of-a-kind excursions
and experiences are a few examples, as are gift cards or something as simple as an
additional day off. The price and impact of rewards might vary. Employees are encouraged
and motivated to excel in their professions by receiving rewards and recognition, which
also encourages positive behavior.
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6. Impact of performance management on the success of Health
and Social Care organizations
Performance management must be effective in achieving an organization's goals in a timely
manner. A department, an individual, the entire firm, or the procedures in place to handle
certain tasks may be the focus of performance management (Armstrong, 2000).
Performance management aims to improve employee performance, workforce
development, and service quality in healthcare. Healthcare companies face challenges like
maintaining profitability, differentiation, and employee churn, requiring a systematic
strategy.
In the health and social care sector, errors can mean the difference between a profitable
business and one that is struggling financially. These several indicators are influenced by a
wide range of factors, but employee involvement ultimately proves to be the most potent
instrument for enhancing social care, company management, and health care.
Because these businesses are providing good services, performance management is crucial
for the health and social care sector. Performance management in the healthcare sector is
essential because it connects employee performance to company goals. Hospitals that have
more engaged personnel report improvements in "retention, patient-centered care, patient
safety culture, and employees' positive judgments of the quality of care or services provided
by their team."
Health and social care organizations function better as a result of those variables. And
whether we live in a nation where government-run healthcare is the norm or one where
private healthcare providers compete for patients, the aim is always improved performance
(Frieden, 2014).
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7. How own practice supports a positive culture in the organization
Positive corporate cultures develop respect among their workforce by promoting an
environment of trust, cooperation, responsibility, and achievement. By supporting
employees in their decision-making processes, a strong corporate culture motivates them
to create more and better outcomes. In any organization we need to manage a positive
culture. To manage a positive culture, we can create trust with employees, can analyze the
current culture, can specify the ideal workplace culture, can establish definite expectations
and goals, measure them, and provide frequent feedback, can recognize and reward
effective work can do activities for employee development and we can pay attention to
employee engagement (Zhong, 2016).
01. Have trust - To thrive as a leader, we must have an open relationship with our team
members. People who respect us will put their faith in our judgment. However, trust
cannot be handed to us; it must be earned through patience and conscious effort.
02. Analyze the current culture - Before striving to build a strong corporate culture, it
is essential to identify and understand the present business culture. As a company
leader, our perception of corporate culture may differ greatly from that of our
employees.
03. Specify the ideal workplace culture- Define the ideal traits we wish to incorporate
into our company culture before we begin to shape the culture that already exists
there. Because diverse businesses have distinct priorities, no one culture fits every
enterprise. In light of our company's vision, describe our ideal workplace culture.
04. Clearly defined objectives and goals - Most companies fail to make their staff aware
of their mission and vision. The personnel should be able to clearly distinguish
between what is important and what is not. It is our responsibility as a manager or
leader to set clear objectives for them and show them how their own aspirations may
benefit the firm.
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8. Features of effective teams
A team is made up of people who depend on one another, work toward same objectives,
and celebrate shared victories. To accomplish goals, a team works as a unit. A team
typically occupies the same space as the group, business, or community to which it belongs.
01. Being aware of one another
The most effective teams have a strong feeling of camaraderie. They truly want the other
person to succeed and be happy. Keep in mind times when our group performed really well.
One of the factors that brought the team together most likely was their genuine interest in
one another.
02. Sincere and direct
Transparency and honesty are two additional crucial characteristics of effective teams.
Sincere and open teams take the initiative to speak out and say what has to be stated in
order to support the group in achieving its objectives.
03. A high degree of trust
Teams who always watch their backs, worry about what is said in smaller groups, don't
trust others, and are just concerned with scoring points won't build high levels of trust.
When there is minimal trust, a team's ability to succeed is severely hampered.
04. Determination
Successful teams are dedicated, focused, motivated, and tenacious, overcoming obstacles
and taking necessary steps to achieve their goals. Reflecting on a successful team's traits
can help us understand their traits.
Other than that, consensus judgments, resolve conflicts, real listening and express feelings
are also the features of effective teams. In health and social care teams also should have
these features (Mickan, 2000).
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9. Different models of team leadership and their application to the
Health and Social Care sector
Models of team
Application of models of team leadership to the
leadership
Health and Social Care sector
Transformational
Transformational leadership in social service and health
groups emphasizes connections, shared values, and
powerful visionaries like managers and chief medical
officers.
Charismatic leadership
A person's capacity to use their unique personal traits to
motivate and influence others is what gives them
charismatic authority. Confidence is frequently linked to
this kind of leadership in health and social care sector.
Examples are doctors, nurse managers.
Traditional leadership
This leadership approach's power stems from tradition. It
typically has associations with customs and beliefs. Under
this management style, workers follow directions because
they feel obligated to. Chief executives are sometimes
seen as conventional leaders.
Servant Leadership
Servant leadership in healthcare involves sharing power,
promoting
learning,
creativity,
and
achieving
organizational objectives. People that fit the criteria of
servant leadership in the health and social care industry
may also be referred to as good listeners who are
dedicated to encouraging a feeling of community and
team development.
Table 1: 9.
Different models of team leadership and their application to the Health and
Social Care sector
Source: (Zaccaro, 2001)
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10. How challenges to effective team performance can be overcome
Teamwork relies on cooperation and support from all members, overcoming obstacles and
challenges to achieve effective results.
We can overcome effective team performance by following below mentioned steps.
01. Developing Trust
Trust is crucial for teamwork and meeting expectations. Fostering trust by allowing team
members to develop solutions, avoiding micromanaging, and focusing on effective
leadership is essential for team morale and trust.
02. Making Effective Communication a Priority
Lack of communication exercises negatively impacts team morale, departmental goals, and
company's bottom line. Enhance communication skills through monthly outings or local
dining.
03. Managing Poor Performance
If we don't address the team's poor performance immediately soon, there's a significant
chance that everyone's motivation will decline. We need to address the people whose
subpar performance is discouraging the entire group. Have a difficult conversation with
them if required, but make sure they are motivated to perform to the best of their abilities.
Other than that, encouraging collaboration, improving lack of engagement, effectively
assigning responsibilities, overcoming personality developments and lowering reliance on
the team leaders we can resolve the challenges to effective team performance (Weller,
2014).
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11. How different management styles may influence outcomes of team
performance
Management styles
How management styles influence outcomes of team
performance
Autocratic influence
Autocratic management style involves a single-minded
approach to decision-making, leading to low morale and
unsatisfactory work, while quick decisions may not
inspire teamwork.
Participative
Participatory or democratic management is typically best
management
suited to a working culture that values collaboration. A
manager that appreciates employee opinion makes
choices with it in mind. With participatory management,
the team's impact is frequently indirect. The manager's
cultural environment has an effect on the teams.
Affiliative Style
Affiliative management fosters effective work teams
through a leader's goal of creating a harmonious
workplace
culture,
particularly
in
organizational
structures with team leads. Top priorities include unity
and open communication (Goleman, 2013).
Coaching Styles
Many people see a coaching style of management more
favorably than an autocratic one. This management
approach places a priority on staff development. And
also, this approach tends to encourage more one-on-one
or individualistic thinking, it doesn't necessarily conflict
with teamwork.
Table 2: How different management styles may influence outcomes of team performance
Source: (Mohiuddin, 2017)
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12. Recommendations
 • Given that democratic leadership is an important factor in the success of the health
and social care sector organization, it is suggested that this style of leadership be
employed more frequently by the organization's leadership in day-to-day operations.
In order for the firm to develop stronger within its industry, it is also essential that
it employ several leadership philosophies as necessary. Since there is no "one size
fits all" style of leadership, management is also advised to try to use a variety of
approaches and methods as the situation may demand in order to inspire health and
social care staff to work harder in order to achieve organizational goals and improve
performance.
 Health and social care sector need to use following strategies to make an effective
teams.
 Respecting one another
 Integrity and forthrightness
 High levels of trust Willpower
 To encourage their personnel and demand great performance from them, employers in
the health and social care industry should utilize a variety of motivating variables in
addition to pay.
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13. References
Akintola, O. a. C. G., 2016. Factors influencing motivation and job satisfaction among
supervisors of community health workers in marginalized communities in South Africa.
Human Resources for Health.
Akparep, J. J. E. a. M. A., 2019. The influence of leadership style on organizational
performance at TumaKavi Development Association, Tamale, Northern Region of Ghana.
Alloubani, A. A. I. A. Y. E. E. a. A. M., 2015. Impact of leadership styles on leadership outcome
(effectiveness, satisfaction and extra effort) in the private healthcare sector in Jordan..
Armstrong, M. a. B. A., 2000. Performance management. Kogan Page Limited.
Ayeleke, R. D. A. N. N. a. W. K., 2018. The concept of leadership in the health care sector.
Burke, C. S. D. L. E. a. S. E., 2007. Trust in leadership: A multi-level review and integration.
The leadership quarterly, Volume 18(6), pp. 606-632.
Carver, C. a. S. M., 2001. Optimism, pessimism, and self-regulation.
Durham, C. a. A. K., 2008. Enhancing patient safety in nursing education through patient
simulation. Patient safety and quality. An evidence-based handbook for nurses.
Elliott, I. S. C. a. H. H., 2020. Leadership of integrated health and social care services. Scottish
Affairs.
Frieden, T., 2014. Six components necessary for effective public health program
implementation. American journal of public health.
Goleman, D. B. R. a. M. A., 2013. Primal leadership: Unleashing the power of emotional
intelligence. Harvard Business Press.
Haque, M. H. M. a. I. M., 2014. Motivational Theories-A Critical Analysis. ASA University
Review, Volume 8(1).
Lawler III, E. a. S. J., 1973. Expectancy theory and job behavior. Organizational behavior and
human performance, Volume 9(3), pp. 482-503.
Mallawaarachchi, D. W. S. S. L. S. V. a. G. N., 2016. Healthy Lifestyle Centres: a service for
screening noncommunicable diseases through primary health-care institutions in Sri Lanka.
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Mickan, S. a. R. S., 2000. Characteristics of effective teams: a literature review. Australian
Health Review.
Mohiuddin, Z., 2017. Influence of leadership style on employees performance: Evidence from
literatures. Journal of Marketing and Management, Volume 8(1), p. 18.
Okello, D. a. G. L., 2015. Exploring the influence of trust relationships on motivation in the
health sector: a systematic review. Human resources for health.
Romzek, B. a. D. M., 2018. Accountability. In Defining Public Administration .
Simpson, T., 2012. What is trust?. Pacific Philosophical Quarterly.
Weller, J. B. M. a. C. D., 2014. Teams, tribes and patient safety: overcoming barriers to effective
teamwork in healthcare. Postgraduate medical journal.
Xing, L. S. J. a. Y. F., 2020. How can leadership influence the quality of care in a health-care
organization?. Frontiers of Nursing.
Yurtkoru, E. B. T. B. F. A. M. a. V. K., 2017. Application of goal setting theory. PressAcademia
Procedia, Volume 3(1), pp. 796-801.
Zaccaro, S. R. A. a. M. M., 2001. Team leadership. The leadership quarterly, Volume 12(4),
pp. 451-483.
Zhong, L. W. S. a. L. R., 2016. Job engagement, perceived organizational support, high‐
performance human resource practices, and cultural value orientations: A cross‐level
investigation. Journal of Organizational Behavior.
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