Boldly Go Case AnalysisIn order for a business to be successful, leadership is necessary to drive change in an organization. In business, a vision is a realistic depiction of where the organization wants to be in the future. A vision provides direction, sets priorities and goals and provides a marker in order for an organization to pursue what it wants to achieve. A vision cannot survive without the commitment and drive of strong leaders that believe in its purpose. Josie Walsh, the CEO of Providence Healthcare, was able to drive change due to her compelling vision which employees and stakeholders saw, felt, understood and embraced. As John C. Maxwell states that “a great leader’s courage to fulfill his vision comes from passion, not position”, and that’s exactly what Walsh pursued, therefore accomplished great success at Providence Healthcare.
Josie Walsh Leadership StyleJosie Walsh was a democratic leader since she placed a high emphasis on both performance and people. As a democratic leader, she was genuinely interested in Providence Healthcare employees and patients, but also expected a high level of performance. She took the time to establish clear objective, by planning, organizing, communicating and motivating employees to reach a high level of both productivity and personal satisfaction. During the transformation by design implementation, Walsh held multiple brainstorming sessions with key stakeholders and employees, looking for feedback and advice, which shows that she encouraged open communications and staff participation in decision making.
Additionally, Walsh’s leadership style can be categorized as servant leadership, since she made sure that the needs of the individual team members and patients were addressed. She created devoted followers in response to the positive attitude that she presented. Walsh was a good listener, she made herself available to answer any questions or concerns staff members, patients or family members had with regards to the new processes and culture she was trying to implement at Providence Healthcare facilities. She embraced the six pillars defined in Providence’s mission to the community such as sanctity of life, human dignity, compassionate service, community social justice and social responsibility.
Kelli and the Healing Society: The team was the foundation of the healing society at Providence Healthcare. Together, they helped to create a culture, a community and a culture of collaboration and community spirit that fostered a healthier, happier and more accepting society in which everyone has a place as physicians of all strengths.
Walsh’s leadership was also in direct conflict with her mission to improve the quality and sustainability of medical care to the community. She said it was important to make sure no patient, nurse or hospital employee was placed in a situation where the patient simply needed to walk.
In addition, the team was also forced to recognize that their job was not to fill out forms, but to assess and determine the risks and consequences of a decision and, ultimately, to make certain the patient was able to return to hospital. To help with this, for a number of months Walsh made the decision not to provide patients with a “hospice” or hospital nurse, because of her fear of them returning with a disease.
By the end of the year, the healing society had started to address these safety issues. They established a new clinical protocol and established a new, rigorous testing system to track the safety of health care procedures. In other words, they instituted guidelines for how doctors should treat patients, provide the patients with the appropriate care and set an overall goal of eliminating all-too-common health care problems by 2015.
The next six years have seen Walsh take a strong advocate for improving the care of patients and the health of Providence Healthcare and become the first of her kind to be awarded a Ph.D. and become a public health expert. The Healing Society has supported medical education of the public about the risks of medical interventions and has been involved in the development of peer-reviewed peer-reviewed scientific research on the medical costs and benefits of treatment and prevention of disease.
In addition, Walsh announced her position to the United Pharmacists Association to position herself for promotion in the Healthcare Health Information, Quality and Safety Promotion Council for the new Medical Education Department at Providence Healthcare and the Rhode Island Health Professional Development Authority (RHPEFA).
Walsh has been in the national healthcare reform debate in the United States for many years but will be joining the movement in the United States to help other reformers come together. She has already worked on several fronts to build awareness from public health researchers and physicians about the potential for effective, cost effective approaches to prevent, treat, promote and prevent health outcomes.
Founded in 1983 by Richard F. Walsh, the Healing Society has been in communication, policy development, advocacy, outreach and social engagement for nearly 40 years. We have hosted community meetings, hosted community symposia, conducted outreach and held mass gatherings to address and educate health professionals.
Kelli and the Healing Society: The team was the foundation of the healing society at Providence Healthcare. Together, they helped to create a culture, a community and a culture of collaboration and community spirit that fostered a healthier, happier and more accepting society in which everyone has a place as physicians of all strengths.
Walsh’s leadership was also in direct conflict with her mission to improve the quality and sustainability of medical care to the community. She said it was important to make sure no patient, nurse or hospital employee was placed in a situation where the patient simply needed to walk.
In addition, the team was also forced to recognize that their job was not to fill out forms, but to assess and determine the risks and consequences of a decision and, ultimately, to make certain the patient was able to return to hospital. To help with this, for a number of months Walsh made the decision not to provide patients with a “hospice” or hospital nurse, because of her fear of them returning with a disease.
By the end of the year, the healing society had started to address these safety issues. They established a new clinical protocol and established a new, rigorous testing system to track the safety of health care procedures. In other words, they instituted guidelines for how doctors should treat patients, provide the patients with the appropriate care and set an overall goal of eliminating all-too-common health care problems by 2015.
The next six years have seen Walsh take a strong advocate for improving the care of patients and the health of Providence Healthcare and become the first of her kind to be awarded a Ph.D. and become a public health expert. The Healing Society has supported medical education of the public about the risks of medical interventions and has been involved in the development of peer-reviewed peer-reviewed scientific research on the medical costs and benefits of treatment and prevention of disease.
In addition, Walsh announced her position to the United Pharmacists Association to position herself for promotion in the Healthcare Health Information, Quality and Safety Promotion Council for the new Medical Education Department at Providence Healthcare and the Rhode Island Health Professional Development Authority (RHPEFA).
Walsh has been in the national healthcare reform debate in the United States for many years but will be joining the movement in the United States to help other reformers come together. She has already worked on several fronts to build awareness from public health researchers and physicians about the potential for effective, cost effective approaches to prevent, treat, promote and prevent health outcomes.
Founded in 1983 by Richard F. Walsh, the Healing Society has been in communication, policy development, advocacy, outreach and social engagement for nearly 40 years. We have hosted community meetings, hosted community symposia, conducted outreach and held mass gatherings to address and educate health professionals.
Kelli and the Healing Society: The team was the foundation of the healing society at Providence Healthcare. Together, they helped to create a culture, a community and a culture of collaboration and community spirit that fostered a healthier, happier and more accepting society in which everyone has a place as physicians of all strengths.
Walsh’s leadership was also in direct conflict with her mission to improve the quality and sustainability of medical care to the community. She said it was important to make sure no patient, nurse or hospital employee was placed in a situation where the patient simply needed to walk.
In addition, the team was also forced to recognize that their job was not to fill out forms, but to assess and determine the risks and consequences of a decision and, ultimately, to make certain the patient was able to return to hospital. To help with this, for a number of months Walsh made the decision not to provide patients with a “hospice” or hospital nurse, because of her fear of them returning with a disease.
By the end of the year, the healing society had started to address these safety issues. They established a new clinical protocol and established a new, rigorous testing system to track the safety of health care procedures. In other words, they instituted guidelines for how doctors should treat patients, provide the patients with the appropriate care and set an overall goal of eliminating all-too-common health care problems by 2015.
The next six years have seen Walsh take a strong advocate for improving the care of patients and the health of Providence Healthcare and become the first of her kind to be awarded a Ph.D. and become a public health expert. The Healing Society has supported medical education of the public about the risks of medical interventions and has been involved in the development of peer-reviewed peer-reviewed scientific research on the medical costs and benefits of treatment and prevention of disease.
In addition, Walsh announced her position to the United Pharmacists Association to position herself for promotion in the Healthcare Health Information, Quality and Safety Promotion Council for the new Medical Education Department at Providence Healthcare and the Rhode Island Health Professional Development Authority (RHPEFA).
Walsh has been in the national healthcare reform debate in the United States for many years but will be joining the movement in the United States to help other reformers come together. She has already worked on several fronts to build awareness from public health researchers and physicians about the potential for effective, cost effective approaches to prevent, treat, promote and prevent health outcomes.
Founded in 1983 by Richard F. Walsh, the Healing Society has been in communication, policy development, advocacy, outreach and social engagement for nearly 40 years. We have hosted community meetings, hosted community symposia, conducted outreach and held mass gatherings to address and educate health professionals.
Furthermore, Walsh was a transformational leader since she built relationships and motivated staff members thru a shared vision and mission. She had charisma to communicate the new vision and confidence to act in a way that inspired the medical staff. She made it well known that the staff was part of the change not only within Providence Healthcare, but potentially for the entire Canadian healthcare system. Walsh envisioned that the transformation by design process she proposed would shorten wait time, provide a higher quality and standards or care, offer smooth hand-offs between departments and would increase the productivity even with