Leadership Styles in the 21st Century

Introduction

The research is related to analysis and evaluation of the best suited leadership style in the recent 21st century. The organisations try to explore the best leadership style to lead the staff and manage the diverse workforce successfully (Hu et al., 2016). The research proposal is built to develop proper planning to conduct the research in order to identify the leadership styles which would be perfect for the health and social care organisation to manage their workforce and maximise their long run institutional objectives. The proposal includes proper research aims and objectives, as well as there are research questions and literature review which would be effective for the researcher to conduct further study. The methodology of the researcher, questionnaire for interview and data collection and analysis practice will also be discussed for further research.

Problem of the research

In the recent globalisation era, all multinational corporations try to expand their business across the globe and it is a major issue of the management team to handle the workforce as the employees are form different cultural background, diversity value and beliefs, and differences in their language. The organisational leader face challenges to manage the diverse workforce across the globe as well as improve their performance (Gandolfi and Stone, 2017). It is necessary for the health and social care management team and the leaders to develop suitable leadership style to manage their workplace. The leaders face the challenges such as resistance to change at the workplace, internal conflicts, lack of understanding about the organisational practice, misunderstanding among the workers, lack of management, poor communication and non-cooperation which have adverse impacts on the health and social care services and it further deteriorate the quality of service for the service users, where the users are suffering from getting efficient care and treatment (Yahaya and Ebrahim, 2016). It is hereby beneficial for the leader to identify suitable leadership style in the 21st century to support the workforce and mange the employees for better performance and ensuring good quality of health and social care service.

h3Purpose of the study

The leadership is the process of lading the people in order to achieve the organisational goals and objectives and in the recent era of globalisation, the leaders are playing crucial role in supporting the staff and management team to develop proper decision to lead the institutions successfully. The collaborative leadership style is the process of engaging with the workforce which in turn helps to improve the organisational activities for performing better and achieving higher across the organisational boundaries. The proposal is effective to review different leadership style in the recent 21st century to support the organisational activities across the international markets. In the recent 21st century, the main two leadership styles which are suitable for the business activities are transformational and collaborative leadership style (Cummings et al., 2018). The paper is effective to understand the leadership style of the organisations where the leaders are able to meet the company’s vision and mission by engaging the employees in the organisational workplace. On the other hand, the purpose of the research is to analyse and understand the ways the health care organisations can implement the best suited leadership style for maximising the institutional objectives.

Aims and objectives of the research

The aim of the research is to analyse the collaborative and transformational leadership style that are best suited in the 21st century and to explore the ways the health care organisations would be able to implement the latest leadership style in the workplace.

The objectives of the research are,

To recognise the similarities and differences between the collaborative and transformational leadership style

To explore the benefits of the transformational and collaborative leadership style for the economy and the health and social care service as well as understanding the impacts of the leadership style on the institutions

To understand the practical implications of using two leadership styles in regards to performance, achievement in the past five years and to identify the ways to mitigate the challenges by implementing these styles in the health and social care institutions

To recommend some suitable suggestions for the health and social care organisations to implement further strategic planning so that the leader can lead the workforce towards achieving future success

Research questions

What are the similarities and differences between the collaborative and transformational leadership style

What are the benefits of the transformational and collaborative leadership style for the economy and the health and social care service as well as understanding the impacts of the leadership style on the institutions?

What are the practical implications of using two leadership styles in regards to performance, achievement in the past five years and to identify the ways to mitigate the challenges by implementing these styles in the health and social care institutions?

What are the suggested recommendations for the health and social care organisations to implement further strategic planning so that the leader can lead the workforce towards achieving future success?

Literature review

Transformational leadership style:

The transformational leadership style is the practice where the leaders try to work with the tem to identify the required changes at the organisation, create new vision and mission and execute the change with the committed members of the organisation. The transformational leaders are acting as idealised influence, inspirational motivation, and intellectual stimulation and individualised considerations (Gandolfi and Stone, 2018).

The leaders aim at developing suitable organisational culture and manage personality trait to understand the staff member at the workplace and provide the, freedom and harmony to work better. The leaders also try to motivate the employees continuously by giving them monetary rewards as well as providing the sense of achievement, recognition, creating values for all the employees and managing commitment. Internal motivational activities are effective here under the transformational leadership practice where it enhances the achievements and orientations. It further raises group cooperation and communication where the leader aims at fulfilling their commitment and ensures group working practice (Yasir and Mohamad, 2016). The transformational leadership style is hereby beneficial for the organisations to support the workforce and manage them efficiently. The monetary and non-monetary incentives and rewards are helpful to encourage the creativity of the staff and lead them towards achieving future success. The organisational value maximisation and fulfilling the objectives can also be possible through the transformational leadership style, where the leaders are supportive and directive at the same time which further helps the leaders to cooperate with the employees and manage them efficiently (Choi, Kim and Kang, 2017).

Collaborative leadership practice:

Collaborative leadership is the style where the leaders are efficient to invest time for building strong corporate relationship with the internal and external stakeholders of the business. It is helpful to mitigate the internal conflicts at the workplace, where the leaders are also effective to manage the workforce activities and convince the employees successfully for better performance. The collaborative leaders aim at listen the perspective of the employees actively and create synergy for better collaboration and communication.

The leaders try to appreciate others and empower the workforce in the organisational workplace to perform collaboratively. Enhancing internal communication and inspirational activities of the leaders further boost the performance of the staff where the leaders are successful to motivate the employees and lead them cooperative (Fiaz, Su and Saqib, 2017). The leader also aims at developing partnership working practice in order to manage their performance where team building activities, shared control, empowerment of the staff and sharing each other’s perspectives are efficient to manage the workforce and achieve future sustainable development of the institutions. Creating psychological safety, developing trust and loyalty among the members, innovative decision and enhancing creativity are also other characteristics of the collaborative leader where they try to create values for the employees and lead them towards achieving future success. The collaborative leadership practice is hereby beneficial for the leaders to control the workforce and support the member successfully. The performance of the institutions can be improved where the collaborative leaders try to take active part to influence the members and retain them for long run in order to achieve future success (Yu, 2019). The leader is also able to manage own commitment at the workplace through cooperation and working together in order to maximise the overall organisational values.

Research methodology

Research onion is an effective way to choose the correct methodology of conducting the study successful. The researcher will aim to select the best method to progress in the study. In this regard the researcher will choose positivism philosophy in order to collect the social activities related data and include the human participation for proper collection of the valid data and information. Apart from that, the deductive approach will be chosen by the researcher over the inductive one, in order to collect theory and concepts as well as gather data for further analysis, so that the researcher will be able to utilise and evaluate the theories and literatures for proper evaluation of the research topic.

Apart from that, there are two types of data collection method, which are primary and secondary. The researcher will be able to collect the data and information through both the primary and secondary technique in order to improve reliability and validity of the information. For secondary data collection, the researcher tries to collect the secondary sources of information including books, journals, descriptive 2018 Deloitte survey as well as the global researches related to the health and social care services. The surely is related to the original quantitative research from the UK, USA, France and Germany as well as other country journals related to heath care service. On the other hand, the researcher will also aim to arrange interview for primary data collection technique to gather the first hand information and in this regard the interview with current millennial business leaders from each country will be effective for the researcher to collect authentic data for further evaluation. The interview questions would be,

Questionnaire for interview:

What kind of leadership style should e integrated in the health and social care to meet the care needs of the service users

Give two examples of best suited leadership style for the health and social care organisations

What are the lessons that can drawn from the analysis of integrated care success and failure in regards to organisations who have implemented the collaborative and transformational leadership style?

Research ethics

In order to conduct the research legally and in an ethical way, it is necessary for the researcher to follow the rules and guidelines for completing it successfully. The researcher in this regard ensure the authenticity of the secondary data and cite the references for the information collected through secondary data sources such as books, journals and articles. The researcher also will try to arrange interview and in this regard, the researcher ensures respect and integrity in managing the participants. The researcher also ensures the security and safety of the collected data and ensures that the data will be utilised only for this research purpose, not any other purposes. The researcher also will implement Data protection Act 1998 in order to protect the data and information successfully. Convincing the participants to respond the questionnaire for interview as well as improving communication and cooperation will be effective for the researcher to collect the data through interview for further analysis and evaluation as well as completing the research ethically. Data protection and security of the participants are necessary to manage the research activities in an ethical manner. The researcher aims at validity and reliability management of the data and information, gathered through the primary and secondary sources, so that the authenticity o the information will be able to complete the study efficiently. If the researcher is able to collect authentic information, the data evaluation and identifying the leadership style for the heat care organisations will be successful.

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Value of the research

The project focuses on analysing the best leadership style in order to mitigate the issues related to leadership and management faced by the health and social care organisations in the UK. The recommendations of the research will be helpful for the health care sector of the UK to identify the best suited leadership style for managing the health and social care professionals in the institutions in long run. According to the NHS survey, most the staff revealed that they are overwhelmed by their workload and they are sometimes unclear about their priorities. Hence, leadership style need to be developed in the recent 21st century to fulfil the staff requirement and support them for maximising their performance so that the care professionals and social workers can perform collaboratively and serve the high quality care and treatment to the service users across the UK. NHS and PHE further evaluate their leadership style and compare the benefits and practice of transformational and collaborative leadership tactics in the organisation to improve their working practice and organisational culture in long run so that the objectives of NHS and PHE will be achieved efficiently. In the recent years, the patients are suffering from getting appropriate care and quality treatment from the NSH and the PHE and it is a serious concern for the leaders to improve equality and diversity as well as manage the strong team members and efficient care professionals in order to provide the best care and treatment to the service users. The study is effective for creating values for the organisation, where it influence the leaders of the health and social care institutions to develop their leadership style and managerial practice in order to manage their workforce and maximise their performance in long run so that the institutional practice would be improved and the leader can fulfil the requirements and health needs of the service providers.

Research limitations

The major imitation of the research is high dependence on the secondary data collection where the researcher fails to ensure reliability and validity of the secondary data as the outside sources are utilised where the researcher cannot identify the accuracy of the data. The outside sources are articles, books, journals and other business letters where the data and information are published previously. The data could be outdated and it is a major limitation of the research. Time constraint is another limitation, where the researcher faces difficulties to conduct the interview by including the experts in the health and social care sector which may deteriorate the quality of the research analysis and evaluation.

Reference List

Anderson, M.H. and Sun, P.Y., 2017. Reviewing leadership styles: Overlaps and the need for a new ‘full‐range’theory. International Journal of Management Reviews, 19(1), pp.76-96.

Asrar-ul-Haq, M. and Kuchinke, K.P., 2016. Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks. Future Business Journal, 2(1), pp.54-64.

Choi, S.B., Kim, K. and Kang, S.W., 2017. Effects of transformational and shared leadership styles on employees' perception of team effectiveness. Social Behavior and Personality: an international journal, 45(3), pp.377-386.

Cummings, G.G., Tate, K., Lee, S., Wong, C.A., Paananen, T., Micaroni, S.P. and Chatterjee, G.E., 2018. Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, pp.19-60.

Gandolfi, F. and Stone, S., 2018. Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), pp.261-269.

Hu, Y.Y., Parker, S.H., Lipsitz, S.R., Arriaga, A.F., Peyre, S.E., Corso, K.A., Roth, E.M., Yule, S.J. and Greenberg, C.C., 2016. Surgeons' leadership styles and team behavior in the operating room. Journal of the American College of Surgeons, 222(1), pp.41-51.

Yahaya, R. and Ebrahim, F., 2016. Leadership styles and organizational commitment: literature review. Journal of Management Development.

Yasir, M. and Mohamad, N.A., 2016. Ethics and morality: Comparing ethical leadership with servant, authentic and transformational leadership styles. International Review of Management and Marketing, 6(4S).

Yu, D., 2019. The Role of For-profit Educational Leadership Styles in Creating Shared Values.