NSW Healthcare and Leadership

The healthcare belongs to improvement of health of the people in which prevention, diagnosis, treatment or any other methods are considered on the priority basis. However, managing or improvement health of a patient is not easy because of complex issue in healthcare delivery. At this stage, it needs very intensive care and responsibility to provide quality in the health care services. In the healthcare organizations, healthcare leaders play the most important role in the improvement of health of the patients through delivering the most efficient, safe, and high-quality care (Health Workforce Australia, 2013). In this report, NSW (New South Wales) healthcare and leadership will be the discussed effectively and efficiently.

NSW Healthcare and Leadership

The NSW healthcare is ministerial department that is managed by the New South Wales Government in Australia. The NSW healthcare plays the most important role in executive and statutory health care support. In the context of NSW healthcare and leadership that support excellence in care, results and change in healthcare systems is based on a health leadership and management framework in terms of six domains. The NSW health leadership and management framework can be discussed as below:

1. Achieving Outcomes:

In the NSW healthcare and leadership, the first domain of health leadership is related to achieving outcomes in which leadership builds a common vision of NSW healthcare for future health outcomes and using these outcomes for patients and clients as well as service agreements in order to drive performance effectively and efficiently. The achieving outcomes of health leadership can also be seen as focusing on what makes a difference to results (NSW Government, 2022). Apart from this, being accountable for performance and resources of the NSW healthcare is also the achieving outcomes of health leadership.

2. Developing and Leading Self:

The second domain of NSW health leadership and management framework is developing and leading self. In this health leadership, leaders of NSW healthcare organization demonstrate self-awareness to influence the staff to recognize their own assumptions, attitudes, and beliefs. In demonstrating self-awareness, the employees can also reflects on own contribution and experience to develop and lead themselves in the organization. This health leadership of the organization also motivates employees and staff to actively seek personal growth in their life through providing excellence in care (NSW Government, 2022). In actively seeking personal growth, employees can recognize and builds on own strengths and acts on feedback for personal.

Further, modeling desired behaviors and values of the employees is also part of development and leading self in NSW healthcare organization. At this stage, employees can demonstrate consistency between words and actions and inspires others through their personal modeling. Apart from this, the leadership related to development and leading self, leaders motivates employees to take responsibility for own performance in patient care services and contribute to the service agreement as increasing performance in the context of organizational goals (NSW Government, 2022).

3. Engaging People and Building Relationships:

The health leadership can also be seen as engaging people and building relationships to accomplish shared goals of the NSW healthcare organization. In the engagement of the people and building relationships with the team members, leadership facilitates the effective team processes in which it improves the team capacity to increase self-regulate behavior and achieve desired outcomes of the NSW healthcare organization (NSW Government, 2022). Engaging people and building relationships with them also helps team members of the organization to look outwards and actively engage with external stakeholders. Fostering development of others is also necessary that is conducted by health leadership in the NSW healthcare. This is helpful in addressing challenges of the organization and supports people to achieve their personal and professional goals.

In engagement of the people and building relationship is very helpful to foster collaborative growth and mutual learning of the team members in all disciplines. At this stage, the leadership in NSW healthcare assists others in developing their own capacity to exercise leadership and helps to achieve goals of the organization.

Fig. NSW Health Leadership and Management Framework

(HETI, 2022)

4. Partnering and Collaborating Across Boundaries:

The NSW health leadership makes partners and collaborates across boundaries to transform the organization. Leadership displays courage in order to venture and operate the organization beyond formal position. Leadership also looks for and acts on opportunities. The difficult challenges and organizational cultural norms are managed in collaborative efforts (HETI, 2022). The mobilization of the people in order to take collaborative action for service transformation, the NSW health leadership inspires collaborative behavior of the partners and brings people together in order to shape the directions and possibilities of new service.

The NSW healthcare leadership also creates cross-sectoral collaborations in order to deliver service agreements with others effectively. This is helpful to find out common ground with the stakeholders of the organization and develop a base to create new value. The creation of partnership and collaboration with others also leverage different areas of knowledge and expertise in order to improve the outcomes of healthcare organization. This leadership also encourages fresh insights from diverse sources that are effective to develop innovation the health care services.

5. Transforming the System:

In healthcare and leadership of NSW, transforming the system of the organization is also considered on the priority basis. The leaders of the organization of NSW healthcare shape a preferred future for health service delivery in which they bring to the surface and constructively challenges current paradigms. They also seek out and use the new information to transform the system. The leadership of NSW healthcare also generates new ideas relevant to health care delivery and transforms the health care system effectively (HETI, 2022).

Further, the health leadership of NSW healthcare also demonstrates critical and systems thinking working with ambiguity and uncertainty avoiding over-simplification. In transformation of the health care system in NSW healthcare, the leadership frames the challenge of change in terms of patients, clients and other stakeholders. The leadership also assessing resistance to change and address them taking into account (HETI, 2022). This is useful leadership of the NSW healthcare that can build support for change using influence positively throughout the system. The facilitation of shared leadership for change in this organization is appreciable because it actively supports local ownership of health reform.

6. Managing for now and the Future:

The sixth domain of NSW Health Leadership and Management Framework is the management perspective that has implemented in this organization to build the workforce for now and the future. In the management perspectives, the NSW healthcare manages people management processes effectively from recruitment and selection to learning and development of the employees (HETI, 2022). In the management process, it fosters a positive and productive workplace culture effectively that is helpful in promoting employee engagement, safety and wellbeing. Further, the capabilities of promotion of optimal organizational performance in NSW healthcare, it demonstrates a knowledge in relevant business practices of the organization.

Further, the management of quality, safety, and risk in the organization is possible using evidence-based risk management principles. Management of the organization also communicates the importance of risk management in the operational processes that is beneficial to the organization. The NSW healthcare also leverages the appropriate technology and data that is useful to enable achievement of outcomes (HETI, 2022). The management also demonstrates patient and customer centricity to achieve the best possible outcomes.

Conclusion

After discussion of the NSW healthcare and leadership, it can be concluded that the health leadership of the organization is very effective provide excellence in care, results and change. The healthcare and leadership of NSW is also effective to manage learning and development of the employees and other stakeholders of the organization.

References

Health Workforce Australia. (2013). Health LEADS Australia: the Australian health leadership framework. Retrieved from: https://www.aims.org.au/documents/item/352

HETI. (2022). THE NSW HEALTH LEADERSHIP AND MANAGEMENT FRAMEWORK. Retrieved from: https://www.heti.nsw.gov.au/__data/assets/pdf_file/0014/426020/LM_FRAMEWORK_GUIDE.pdf

NSW Government. (2022). Health Education and Training. Retrieved from: https://www.heti.nsw.gov.au/education-and-training/our-focus-areas/leadership-and-management/nsw-health-leadership-framework