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We develop the capacity of school leaders to perform the practices necessary for transforming instruction and sustaining results.
Schools guided by clear goals that are SMARTE (Specific, Measurable, Accelerate & Attainable, Relevant, Timely, and Equitable) for student achievement are more likely to stay focused on what is essential. In addition to student achievement data, schools may use data on attendance, behavioral referrals, referrals to and placement in special education and gifted programs in order to help school leaders develop a more complete understanding of the ways in which different groups of students (based on their race, class, gender, etc.) are being currently served at the school. A Theory of Action lays out the the common teaching practices that a school believes will help them reach their student achievement goals as well as the supports teachers will receive to implement these practices. Partners has helped turn our school around on many levels and helped to strengthen the staff and administrative team. Let’s look at how you might determine this or how you might get even better at being an effective leader.  You might want to develop a work culture in your organization that is geared towards achieving results rather than just putting in the time.
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This article modifies the traditional functional leadership model to accommodate contemporary needs in healthcare leadership based on two findings. This article seeks to propose a Functional Results-Oriented Leadership Model, which is a modification of the traditional functional leadership model. The Functional Results-Oriented leadership model proposed in this article introduces a fourth element that is very crucial in healthcare provision.11 In this model, results become the center circle embossed on the three other circles of tasks, individuals and teams.
One of the dominating issues in contemporary healthcare leadership practice is whether the leaders should prioritize the processes of delivering care. Furthermore, contemporary leadership practices in healthcare provision tend to emphasize on effective care more than the efficiency with which such care is provided.13 For instance, a not-for-profit hospital with limited number of staff and operating alone in a poor community may believe in giving quality care to its patients. The analysis provided above depicts two important points relevant to any consideration of an ideal leadership model for a healthcare institution. The Functional Results-Oriented leadership model is perfectly fitting to a governmental healthcare organization, one tailor-made to meet the needs and challenges of effective and efficient healthcare provision.
Finally, healthcare leadership cannot solely concentrate on the team since good and efficient teamwork as discussed in the introductory sections of the article is not an adequate indicator of excellent healthcare provision.22 A team can work very well and still be ineffective. This model introduces a fourth element that was not conceived by the earlier functional leadership model, one that is of utmost importance in healthcare. This model of leadership was proposed in this article because it fits perfectly to the healthcare organization setting, be it for-profit, not-for-profit or governmental.



The Functional Results-Oriented leadership model emphasizes on the process that an organization uses in its leadership rather than the individual entrusted to lead.
This model is applicable in any size and type of healthcare organization, but particularly for large governmental healthcare organizations. The Functional Results-Oriented model is supremely applicable in healthcare organizations, more so in governmental establishments.
Our work with leaders focuses on supporting their efforts to lead whole school improvement and create a school environment where high quality teaching and learning can take place. Goals allow everyone at the site to ask “How will this help us achieve our goals?” and to only focus on initiatives with a clear connection to achievement. Of course, this is easier said than done and you have to work hard to implement this approach and get your employees to follow.
SIGN UP and receive a link for the REPLAY after the actual event so you can watch and listen to it as many times as you want and whenever it is convenient for you. First, the article argues that it is important that the ideal healthcare leadership emphasizes the outcomes of the patient care more than processes and structures used to deliver such care; and secondly, that the leadership must strive to attain effectiveness of their care provision and not merely targeting the attractive option of efficient operations. First, the article will provide a brief overview of the traditional functional leadership model. These three areas include the tasks performed by the organization, the relationship of the people working in an organization and the input of each individual working in the organization.3 The relationship between these three areas is in a union as indicated by the following Venn diagram. Such leaders tend to satisfy employees first as a way of boosting their performance by developing their skills, giving satisfactory compensation, offering good benefits and counseling.10 The following Venn diagram illustrates this type of behavior. Yet, while they may provide effective care to a few patients, they will be unable to cater for the high demand for medical care services in the area. To begin with, when a doctor sees a patient and recommends treatment, his or her task remains unfinished. It is not about the person assigned the leadership role but the particular role they are assigned and their ability to deliver results in that role.
As Shortell (2006) notes, healthcare facilities from governmental, for-profit or not-for-profit, require a similar management structure but for their operating principles.13 Although the aspirations and targets may differ, the mandate remains centered on patient care.
Its greatest advantage is that, it uses the staff talents (individual), their teamwork potential (team) and the mission or mandate of the institutions such as delivering effective and efficient healthcare (tasks) in a balanced way and all targeted at achieving excellent patient outcomes (Results).
Our approach is grounded in the research in effective school leadership, the dynamics of change, and leadership necessary for large scale instructional improvement.


Based on these premises, the paper reviews the traditional Functional Leadership Model and the three elements that define the type of leadership an organization has namely, the tasks, the individuals, and the team.
If healthcare leaders concentrate on the individual staff, they will forget the patient who is primarily the single most important person to any healthcare program.
The greatest advantage of this healthcare leadership model is that it uses the staff talents (individual), their teamwork potential (team) and the mission or mandate of the institutions such as delivering effective and efficient healthcare (tasks) in a balanced way and all targeted at achieving excellent patient outcomes (Results). As such, tasks, individuals and teams become the foundation on which results are generated. The article argues that concentrating on any one of these elements is not ideal and proposes adding a new element to the model to construct a novel Functional Result-Oriented healthcare leadership model.
Again, there is no guarantee that individual healthcare providers will provide effective and efficient care when they are tended to excellently. As such, the leaders consider individual motivation factors (individuals) with the primary goals of ensuring good results, they deliberate on ideal teamwork procedures and communication channels (team), again with the primary goals of ensuring good results; and finally, they assign protocols on care provision in terms of correct procedures and processes (tasks) the primary goals of ensuring good results. Further research should be aimed at the usefulness of this model in private health establishments to examine its effectiveness. Its missions include conducting periodic health assessments, completing physicals for deploying units, addressing medical emergencies, and mobilizing or deploying when ordered.
The recommended Functional-Results Oriented leadership model embosses the results element on top of the other three elements so that every effort on healthcare leadership is directed towards attaining excellent patient outcomes. Everything is easily configured towards one ultimate objective, that of achieving excellent patient outcomes. OTHER INSTRUCTIONSThis form will be destroyed upon: reassignment (other than rehabilitative transfers), separation at ETS, or upon retirement. You will not utilize the unit’s open door policy prior to attempting to solve your issues through the chain of command.During this session, we have discussed your basic duties, responsibilities, and goals. Leadership in Action Teams: Team Leader and Members' Authenticity, Authenticity Strength, and Team Outcomes.



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