Leadership Critical Incident in a Multispecialty Hospital

Abstract

The present paper deals with a specific situation a leadership in the hospital setup faces which had the potential to turn the fate of the bank to a great extent, in terms of its profits, and its image in the market and in the eyes of the public. The paper highlights how the leadership dealt with the critical situation with prudence and attempted to look at the problem through a cross cultural framework lens and analyze it to come to a solution that is effective, and beneficial for all. All this is carried out keeping the ethics and morals at place. The paper reflects on the need of a broader and prompt action to be taken by the leadership in order to ensure their level of competency in a cross-cultural organizational setup-diverse yet inclusive. This is ensured as the leadership comes with a strategic action plan that aids in tackling the problem and addressing any such issues that may arise as a result of it. This is done as a single incident and its criticality can never be looked upon in isolation in such a huge, complex, diverse, globalized, cross-cultural, multi-dimensional, multi-variant, and multi-level organization. It requires a well thought and deeply analyzed plan that considers the ramifications of an action addressing a certain incidental problem on other areas at that time or in the future. The paper recommends practical solutions to these issues and concludes on an optimistic note citing that any organization and its leadership is responsible to make it successful through effective change management and transformations that help it sustain itself in turbulent times and ensure employee and customer confidence in the organization, retaining its image and reputation in the market and the society.