Sacred Heart Hospital Case Study

The Sacred Heart Hospital faced multiple safety concerns, according to the employees, as they often resort to risky procedural short-cuts due to the little time to think before executing. It indicates the lack of regular evaluation of procedures which is one of the factors contributing to the 30 percent of staffing failures (Tucker, Singer, Hayes & Falwell, 2008). Employees take dangerous shortcuts could be caused by the lack of employees which can also lengthen unnecessary pain and suffering for patients (Derlet & Richards, 2000) and inadequate facilities could cause compromises safety and confidentiality (Tucker et al., 2008). Despite accident occurrences in the hospital is low, each accident impacts are minimal that affects one patient at

It is based on several years of research and provides advice for leaders to achieve goals and it is a successful leadership practice (Abu-Tineh & Al-Omari, 2008). Research show that transformational leaders can motivate employees through emotional connection and build a relationship for mentoring (Vito, Higgins & Denney, 2014) in which the Leadership Challenge Model can provide. It consists of five key steps: Modelling the Way, Inspiring a Shared Vision, Challenging the Process, Enabling Others to Act, and Encouraging the Heart. It encourages leaders to set an organisational vision and with the leaders first setting the standards and being the example, and hence, influencing the employees to follow (Brady et al., 2010). Additionally, it encourages leaders to provide a safe environment for ongoing feedback better the system while promoting teamwork and empowerment amongst workers. The model also helps leaders to recognise and celebrate employee’s achievements, to increase the employee’s sense of belonging and inspiring them to do better (Abu-Tineh & Al-Omari, 2008). Thus, the Leadership Challenge Model is best equipped for leadership development due to its reliability (Zagorsek, Stough & Jaklic, 2006). After the leadership training, the next few intervention measures are suggested to run concurrently as to solve its issues

According to Carmeli and Gittel (2009), psychological safety refers to one’s opinions regarding feedback, fresh concepts, fellow employee’s reaction to his queries and error reporting. Research shows that staff psychological safety aid in discovering organisational procedures that could lead to medical blunders and needs to feel ‘safe’ to communicate mistakes and near-misses (Rathert & May, 2007). If the individual perceives that there is little support or fear for consequence (Carmeli & Gittel, 2009), he may not report the incident. Thus, it is imperative for leaders to build trust based on a relationship so that the subordinates may feel comfortable in reporting an error directly without