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Nursing

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Nursing
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The systems theory plays a vital role in strategic leadership in healthcare organizations. The approach considers healthcare systems to be complex and dynamic through the set of elements that are continuously interacting with its environment (Best et al. 2014). Organizations in the sector are viewed as a system that obtains its inputs from the environment and transforms them by throughput processes resulting in outputs into the open environments. The agencies are multidimensional concerning the cause-and-effect associations and are adaptive to form an integral part of the environment.
The new era is comprised of three levels within the healthcare organization whereby each of them needs new adaptive responses from the respective leaders to realize an optimal culture for patient care. Leaders are obligated to gauge the implications of the introduction of new changes in the sector. Moreover, leaders must uphold quality and foster a culture that supports quality and must follow principles regarding realistic awareness of what the system must comprise (Goodwin 2013). Strategic leaders must illustrate shared accountability at every level of management and possess the ability of knowledge into action and motivate the staff members and clinicians to focus on achieving the targets and objectives of the organization.
Structural factors influence care providence which impacts on the effects of care on the results. Every element in the chain influences the superseding element.

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Processes of care are the services availed to the patients and the duties by the clinicians to provide care. Relationship-based care provides a framework that prioritizes safety, quality, and satisfaction of the patients from the staff. The patient and their relatives feel cared for the moment the leaders and the management create human connections with patients. Relationship-based-care improves the framework between the patients and healthcare providers, the healthcare providers’ relationships with themselves and the improved relationships amongst the members of the healthcare team.
References
Best, A., Greenhalgh, T., Lewis, S., Saul, J. E., Carroll, S., & Bitz, J. (2014). Large‐system transformation in health care: a realist review. The Milbank Quarterly, 90(3), 421-456.
Goodwin, N. (2013). Leadership in health care: a European perspective. Routledge.

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