BUS603: Managing People

Research on leadership is becoming increasingly common among healthcare professionals. Scholars claim that this perspective is crucial for addressing team motivation in the context of an increasingly turbulent and rapidly changing healthcare services sector. Moreover, team motivation in knowledge-intensive organizations is rarely discussed due to the complex nature existing between perspectives on leadership and organizational culture in the healthcare industry. Hanson & Ford discussed that the highly complex networks between bureaucratic organizational structures and leadership conventions interactively and mutually support the acceleration of organizational outcomes that lead to successful team motivation. Enacting effective leadership can drive improvements in team motivation and greatly benefit the dynamics of organizational culture in health care practices.

For healthcare professionals, the challenge in the composition of team motivation is in overcoming the leadership expectations inherited while maintaining the status quo in a multi-professional rehabilitation organization. The healthcare industry represents a set of organisations that are conventionally shaped by the bureaucratic model, separating organisation of work from delivery of work. In other words, leadership is characterised bya top-down approach to achieve maximum unit efficiency. Therefore, environments where leadership behavior is constrained by outdated management concepts may limit critical organizational culture dynamics that facilitate the achievement of positive team motivation. In other words, health care organizations gained less from spending on the efforts and resources used for improving the outcomes with the help of traditional leadership methods. In order to improve the outcome, there must be a shift from the traditional leadership models to modern leadership models.

The healthcare professionals have to meet the changing demands of the patients, therefore they should focus on catalysing the process of problem solving, collaboration, team management and creativity, among others, to become central to efficacious team motivation. Successful adaptation of multi-disciplinary team motivation does not necessarily mean organizational restructuring or enhancing an individual's professional or managerial skills and competencies. A multi-professional team level involves professionals of different disciplines who work separately in nature, but work together to achieve organizational outcomes. Team motivation in the healthcare services industry leads complex adaptive organizations through dynamic processes that require leaders to view both organizations and leadership from different perspectives. Hall notes that leaders need to understand the importance of a revolutionary management style that encompasses changes in behavioral processes, mediated by the dynamic of organisational culture that affects outcomes. These key causal relations impact the inter-departmental or environmental boundaries of the healthcare industry. Evidence suggests that leaders must counter the current leadership styles to understand the behaviour of healthcare professionals typically by transforming the corporate practices by involving the informal leaders. Further, holistic team motivation can be harnessed by increasing the organizational adaptive capacity.

This paper argues that most studies on team motivation emphasize teamwork, linking it to job satisfaction, patient safety, team climate and team efficiency. Few studies have investigated the effects of dynamic leadership on the role of multi-professional team motivation in healthcare organizations. Earlier research on leadership has produced normative statements on how leadership should be undertaken. Empirical studies have focused on working with individuals or at a broader organisational level. Leadership style at the multi-professional team level has been overlooked. Much evidence onorganisational culture in healthcare staff practices, values and assumptions about their work is available. However, these studies have failed to appreciate the evolution of organisational systemic dynamics that challenge research on organisational culture in healthcare organizations. Furthermore, it is argued that cultural research among multi-professionals in the healthcare sector has been neglected. It is necessary to explore how the dynamics of organisation culture determines and/or antecedes multi-professional team motivation in healthcare organizations. Understanding how to enact effective leadership and motivating at the multi-professional team level is an important issue, particularly as teamwork has been shown to be necessary for providing services in the complex healthcare industry. Multi-professional team motivation in the healthcare organization requires further empirical research. This paper presents literature review that address these issues.

This study reports literature that empirically supports the relationship between dynamic leadership and multi-professional team motivation in healthcare organizations, as well the mediating effect of the dynamics of organisational culture in this relationship.

Source: Abu Dhabi University: Dana Al Rahbi, Khalizani Khalid, Mehmood Khan, https://www.abacademies.org/articles/the-effects-of-leadership-styles-on-team-motivation-6793.html
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