Barnabas Medical Centre

2. The power boundary between Dr. Tony, the Associate Chief Medical Officer, and the departmental managers could jeopardize this process, especially if Dr. Tony opted not to cede power to them to come up with a solution to the problem facing BMC.
nbsp.There could also be a conflict between the departmental managers as they sought to establish how each department influences the other. This was overcome through Dr. Tony’s effective relationship and communications management.
nbsp.3. In this case, leaders encompass all that offered support and facilitation in the process. Dr. Tony exhibited emotional intelligence as a leader, self-motivating and motivating other members of staff towards the realization of the intended goal and showing social awareness. He shared authority and collaborate knowledge. Departmental managers exhibited their active leadership by engaging in the problem-solving process at BMC.
nbsp.4. The factors that made the collaborative effort successful included Dr. Tony’s effective collaborative leadership and his effective management of communications and relationships. His knowledge of BMC’s ED situation and knowledge and skills on healthcare operations also made the collaborative effort successful.
nbsp.1. The leader-followers boundary posed a challenge as the followers (medical staff) could resist the change by their leader, Dr. Till, in adopting the proposed changes. There was also a challenge between the organization and the government, such that, whereas the hospital management seeks to provide the best services to Willow Springs residents, the government cuts the needed financial aid.
nbsp.2. Dr. Till is a leader in this case, having ceded his power to the medical staff to allow them to come with effective solutions for Willow Springs residents. He served as a servant leader by supporting and facilitating the workload with the medical staff.