Leadership Practices of Oregon State Hospital

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The current business environment is more ambiguous, uncertain, and volatile. The decentralized leadership and control through a network of personnel at a different level is crucial for the success of any institution. A few persons or one person-simply do not have the resources and time necessary to sift through the mounds of data about the company performance, competitors, economic environment, and the industry. Managing leadership is thus essential to guide the institution to understand the complex business environment and regains the control of the market. The paper will analyze Oregon State Hospital in Salem which is a leading nonprofit making institution in the region. Oregon State Hospital (OSH) is one of the leading non-profit making and psychiatric healthcare instituting in Salem. The facility was initiated in 1862 and this makes it the oldest continuously operated facility in the region. The hospital is popular in the fields of hydrotherapy, eugenics, lobotomies, and electroconvulsive therapy.

OHS offers patient-centered, psychiatric treatment to all persons who require the hospital care level. The facility serves members of the Oregon community who fall into the following categories: aid and assist, guilty except for unsanitary and the civil. The aid and assists include all persons who are been arrested for various illegal activities and cannot participate in the trial because of their mental illnesses. The judge issues an order to the Oregon State Hospital to stabilize the patient so that they can understand the criminal charges they are facing. The guilty except for insanity are the individuals who committed a crime because of the mental issues. Depending on the nature of the crime the Oregon State Hospital is mandated with analyzing the mental status of the patient and making a recommendation for the lesser crime. The civil are individuals who have been found by the court to be an imminent danger to others or themselves or who are unable to provide for their own health needs because of their mental illness. The civil can also include both the voluntary commitment and involuntary commitment by the guardian. It also applies to the persons who require the hospital level neuropsychiatric care for organic brain injury, dementia, and other ill illnesses that often lead to complex medical issues.

The vision of the institution emphasizes supporting recovery for all persons, promoting safety, and inspiring hope. The mission of the intuition is centered towards the provision of therapeutic, patient-centered, and evidence-based treatment that focuses on community reintegration and recovery of persons in a safer environment. The organizational values include trauma-informed, simplicity, stewardship, integrity, solution-oriented and respect for all.

A1. Describe the organization and its objective(s)

The Objective Or Oregon State Hospital

To promote the development of high quality community care and hospital services

The hospital has continuously grown to take care of the increasing number of patients in the area. Oregon State Hospital has some of the strongest entice value that simply defines the culture and forms the focal point upon which employees are supposed to operate. The values entail Stewardship, excellence, innovation, integrity, and teamwork. The values are demonstrated on daily basis by each member of staff in the facility. The organizational leadership also emphasizes on these values during conventions, hall meetings and in the local departmental huddles.

To promote the awarenesss among various sector in Oregon area.

OSH has undergone massive change over the years to better promote the patient's recovery. The management has taken significant steps in improving patient care and safety. The healthcare facility provides more strategies and treatment options to create a safer environment. It has also taken remarkable steps in the implementation of an electronic health record system and reduce overtime.

To provide an opportunity for research and development in aspects of the helatchcare administration.

The healthcare employees work in partnership with the patients to come up with a better treatment goal to address some of the challenges that can hinder the smooth recovery process. The patients are given an opportunity to attend the treatment group as they recover and the group leader has the responsibility of evaluating the healing progress. The hospital has constantly reviewed its internal process to ensure that it constantly achieves its objective and also meet the healthcare needs of patients in the area.

To improve patient experience

The hospitals main objective is to provide quick recovery from various illnesses. The services offered entail treatment, diagnosis, and evaluation, as well as peer support and community outreach. With two branches one in Junction City and one in Salem, OSH employs more than 2000 staff and serves more than 1400 individuals on an annual basis. The Junction branch can serve up to 174 individuals while Salem Campus has the capability of serving up to 620 persons at a time. The facility care includes 24 hours, psychiatric, on-site nursing and other credentialed nutritional services, food, laboratory, pharmacy, and treatment planning (Coutinho & Dehury, 2017).

A2. Describe at least three leadership practices of the primary leader

Oregon State Hospital exists on numerous leadership practices. The top management emphasizes on enabling others to act, inspiring a shared vision, and modeling the way. The hospital is headed by Superintendent Greg Roberts who has served since 2008. The Superintendent has set up various principles that govern each practice.

Modeling the Way

The healthcare’s Superintendent is a visionary leader with the ability to incorporate a clear vision in various departments within the organization (Coutinho & Dehury, 2017). Superintendent Greg emphasizes Integrity which is integral for the institution to achieve both the long terms and short-term goals. The top management has established a principle concerning the way people (colleagues, peers, constituents, and customers alike) should be treated. The standards create uniformity within the entire organization. Because the prospects of complex change can stifle action and overwhelm individuals, the administration comes up with interim goals so that employees can make small wins even as they strive towards the larger objectives. Modeling all the way is incorporated at the very onset an employee joins this institution as part of the new hire process. In the process of oriented employees are taught what is expected of them and the overall vision of the institution is outlined. The new hires are also taught on the importance of team spirit. The modeling of the way also highlights the relationship between employees within the organization and it also outlines numerous ways of pursuing organizational goals.

The Inspired A Shared Vision

Superintendent Greg Roberts believes that all persons can make a huge difference in the institution as well as the community where they serve. Through magnetic persuasion, the he enlist all the employees in their dreams. He breathe life into various dreams and get all persons on board to try and achieve them. The top management has been instrumental in keeping the determination and hope in employees alive by recognizing the contribution that each makes. Employees are made to feel like they are heroes.

Enabling Others to Act

Superintendent Greg Roberts has managed to build spirited teams and fostered collaboration. The leader tends to involve all individuals within the firms. The management understands the importance of mutual respect when sustaining the extraordinary effort. The administration attempts to create an atmosphere of human dignity and trust. The management strengthens employees by enabling them to feel capable and powerful. Greg has come up with distinct strategies that departmental leaders have to follow when promoting teamwork. One of the strategy include giving all persons a chance to participate in teamwork. Greg also ensures that departments are setting smart goals. The hospital has employed a diverse set of the workforce.

A3. Discuss how the current leadership has affected the organizational culture

Oregon State Hospital leadership has been instrumental in setting the standards and rules that lead to the behavior of members through gestures, interpersonal relationship, and word of mouth. Greg and other leaders model behavior in this institution. The management has always demonstrated and displayed the actions that are expected out of the team.

How It Affects Organizational Culture

The leaders create a culture of teamwork that is aligned with what the rest of the organization expect. The leaders offer the training to make sure that all workers understand the importance teamwork. The leadership has been influential in ensuring that all the business objectives are achieved. None of the leaders in Oregon State Hospital are static; they have always adapted their approach to the changing healthcare needs. The management is well aware of the numerous leadership styles and framework.

The management is also responsible for setting expectations and enabling individuals to build the required skills. The administration provides the much-needed opportunities, resources, and tools that allow workers to gain confidence and grow in their abilities to fit seamlessly into the hospital's culture and also meet their expectations. The management offers training and coaching and reinforces the hospital's values, vision, and values through the regular communication.

How It Affects The Organizational Culture

The leader have created an culture where employees are proactive and work without any supervision. The leadership instills trust by making sure that all team members understand the culture that is being created. The management sets expectations but shows all parties the path needed to move forward by offering support along the way.

The hospital's leaders also support the corporate social responsibility and view it as a way of enabling the institution to achieve its goals. Social responsibility enables all employees to appreciate the society even as they offer services. In addition, the management uses brainstorming as a method of sourcing ideas from the workers. This has enabled workers to become the part of the process where leaders make the vital decision. The culture at Oregon State Hospital is created by distinct methods which include the allocation and attention of resources, the rewards, as well as punishment imposed for various activities.

How It Affects Organizational Culture

The leaders have a created a culture where the employees values the community and the community, the environment and culture. In this hospital the leaders are the major drivers of change and the reason why employees see a reason to take care of the environment and the community.

B: SWOT Analysis

The SWOT analysis is a technique that institutions rely in to conduct an effective evaluation of their ignitions services, products, and marketing before deciding on the best way of achieving organizational growth. Below is a SWOT analysis diagram that identifies the opportunities, Weaknesses, threats, and strength for Oregon State Hospital.



● Research & Development

● Quality care services

● Increased medical costs

● Facilities are located in Salem only



● Improved technology

● Increasing Healthcare expenditure throughout the United States

● Lack of skilled healthcare professionals

● Stringent government regulations

B1. Evaluate at least two strengths of the organization

The Organization Is The Leader In Research And Development In The Region

The organization emphasizes on research and development. Oregon State Hospital has made a name for itself as a leading healthcare provider in Salem. The facility has more than 2000 member of staff and services more than 14000 people on a yearly basis. In addition, the hospital is a leader in research in matters related to health (Rosch & Collins, 2017).

The Hospital Offers Quality Care Services

The hospital offers quality care in Oregon tow n. Oregon State Hospital emphasizes on quality care and this has enabled to earn a magnetic status for the services. The hospital is dedicated to ensuring that the community achieves optimum social, physical, and mental well-being through prevention, partnership, and social wellbeing. The facility is dedicated to ongoing innovation in delivering better services. The major goals of the facility are to enable persons to recover from various illnesses and lead a normal life. The employees play a center stage in achieving the hospital goals.

B2. Evaluate at least two weaknesses of the organization

Increasing Costs

The healthcare sector has witnessed a sharp rise in the costs over the years. The rising costs can be associated with an increase in the prices of the medical facilities and the high internal costs of operation. The high cost reduces the capacity of the locals to access to quality care. The USA spends more than 3 trillion dollars each years on healthcare. the cost of heathcare services has been rising denying most individuals an opportunity to access to appropriate care (Rosch & Collins, 2017).

Facility Only Located In Salem and Junction Avenue

The hospital has services that are centralized in one region (Salem and Junction Avenue). This is a weakness because the facility doesn't serve residents of other states. The presence of the hospitals in this two region denies the people in the rural and other areas an opportunity to access care services.

B3. Evaluate at least two opportunities of the organization

Improved Technology

Oregon can make the use of technology for instance the telemedicine to reach a wider population. The telemedicine is a techinology that can be used to serve rural patients that find it harder to access care services. The technology in the healthcare sector is constantly evolving (Rosch & Collins, 2017). Newer forms of technology are being advanced with an objective of improving the quality of care. The hospital should adopt the modern technology in order to reduce costs. The technology can be significant in detecting diseases. another important technology that can be adopted include the electronic database. The database can store large volumes of data that can be used for medical research.

Improved Government Support

The gobernment offers support for instance financial to Oregon State hospital. The State is also responsible for training various persons to serve in different capacities within the hospital (Rosch & Collins, 2017). The United States government has increased the financial allocation in the healthcare sector with the objective of improving the healthcare services. This provides an opportunity for Oregon State Hospital to utilize the funds to expand and improve the services that are offered.


Stringent Government Regulation

The healthcare sector is heavily regulated by the state this means that Oregon State Hospital must always operate within the law to minimize litigations. Failure of the facility to comply with certain operational laws attracts heavy penalties. some of the laws that shape the health care sector include the patient’s safety laws. the laws are making the provision of care expensive because most hospitals have been forced to incur an extra cost to adhere to the laws (Shibata, Baba, Kodama & Suzuki, 2018).

Inadequate Skilled Healthcare Profession

Oregon State Hospital has few mmembers of staffwhen compared to the number of patients (Rosch & Collins, 2017). in most parts of the country the health sector remains understaffed because of the limited number of professions. Most individuals are not always willing to venture into this sector because of the excess workload. The shortage of qualified professional denies the hospital the opportunity to offer proper care to the patients. The healthcare sector is presently being hit by a staffs shortage despite the increasing number of patients. The shortage is created by the unwillingness of more persons to join the sector because of the stressful working conditions such as longer working hours (Rosch & Collins, 2017).

C. Leadership Evaluation

Based on the Situational leadership model there is no best leadership strategy. The leaders must be ready to adapt to various circumstances. Based on the model the best leaders are those ones who are able to adapt to every situation. Most of the leaders in Oregon State Hospital are situational leaders. The leaders avoid the pitfall using a single style of leader. The leaders recognize that there are numerous ways of dealing with various problems. The leaders assess various situations before selecting the best approach that is effective in that particular situation (Rosch & Collins, 2017).

C1. Evaluate at least three strengths of your chosen leader

I have identified three strengths (flexibility, integrity, and connection) of a primary leader. They are related to the situational leadership theory. The first strength is flexibility. It is relates to the situational leadership models because it allows managers to adopt to new situations with much ease (Shibata, Baba, Kodama & Suzuki, 2018). The strategies that are adopted by managers in the hospital ensure that there is flexibility in decision making. The leaders are supped to change based on a certain situation. The facility has achieved tremendous success because leaders are flexible and adapt their tactics to the level of maturity of the team (Rosch & Collins, 2017). The leadership style also encourages team members to be more independent when performing their tasks.

The second strength is integrity. It relates to the situational leadership theory because the leaders ought to remain accountable even as they change in various situations (Shibata, Baba, Kodama & Suzuki, 2018). The leaders at Oregon State Hospital do change their approach to take advantage of the various situation. They merely adapt to leadership tactics that are most appropriate taking into account factor such as the goals to be achieved, the organizational culture and structure as well as the maturity of the followers (Virtaharju & Liiri, 2017). The leaders change with integrity and they are never motivated by the desires to capitalize on the weaknesses of the organization or team.

The third strength I identified in delegation. It is related to the situational leadership theory because it gives leaders the opportunity to assign tasks to junior employees. When dealing with the most capable and matured teams the leaders in Oregon State Hospital reduce their involvement and supervision in the daily activities of the teams. In many cases, leaders are only involved in deciding on the goals and discussing the tasks, but after that, the employees are free to decide on the methods that will be used to achieve individual goals.

C2. Evaluate at least three weaknesses of your chosen leader


I have identified three weaknesses (pressure, short term view, and confusion) of the primary leader. They are all related to the situational leadership theory. They all relate to the situational leadership model.

The first weakness is pressure. It is related to the situational leadership theory because the leaders might not make quick accurate decision when under stress. Leaders in the hospital are forced to make a quicker analysis which leads to pressure because certain situations are always complex. The situational leadership theory highlights that leaders must always consider how their action offer long-term and immediate motivation (Shibata, Baba, Kodama & Suzuki, 2018). The challenge is that the response to various situations tend to vary based on the followers and situation.

Short Term View

The second weaknesses is short term view. It is related to the situational leadership tactics employed by leaders in the hospital are always short-lived. The facility underlines the significance of changing the leadership method to fit the needs of the junior in a specific scenario (Shibata, Baba, Kodama & Suzuki, 2018). The departmental leaders are focused on the constant adjustment in the short term. The situational leaders may be deemed hard and inconsistent to predict, which can lead to lack of trust from the followers.


The third weakness identified is confusion. It is related to the situational leadership model because the followers might not understand the decisions that a leader intents to take. The leadership tactics employed by Oregon State Hospital leaders often lead to confusion. Most workers in this facility may not be aware of the response they will receive from the employees resulting no uncertainty and fear. Such a situation can derail the accomplishment of organizational vision which builds on trust and teamwork (Shibata, Baba, Kodama & Suzuki, 2018).

C3. Recommend three theory-based practices to maximize the success of the leader

I have identified there recommendations of a primary leader. They are all related the situational leadership theory and they maximize the leader’s success within an organization. The first recommendation is encouraging a two way communication between the junior and senior employees. It relates to the situational leadership theory because it allows leaders to make better and quick decisions after consulting the junior employees. Leaders in the hospital should learn to seek suggestions, ideas when they are defining the tasks and roles. The decisions remain the leader's entitlement but communication with juniors should be a two way (Coutinho & Dehury, 2017). The management requires praise and support to build the self-esteem of junior employees. The method can work best for new employees as well as those ones who are inexperienced and still learning. When leaders coach and praise them their confidence increases (Shibata, Baba, Kodama & Suzuki, 2018). The leaders in Oregon State Hospital become coaches. the situational leadership theory provides the leader with an approach to leadership that allows them to motive employees to achieve their skills. The theory suggest that leaders ought to understand motivation from personal perspective.

The second recommendation is encouraging workers. It is related to the situational leadership model because it inspires workers rise to leadership positions available in organization (Shibata, Baba, Kodama & Suzuki, 2018). The organizations should start nursing its own leaders instead of sourcing them from outside. The potential leaders are always everywhere within an institution. The only mistake that the hospital makes is focusing much of the resources on the top-performing workers. The organization should always go beyond the most obvious candidates when identifying leaders (Rosch & Collins, 2017). The career programs should be able to inspire workers and give them the confidence required to rise to leadership positions. The situational leadership model can help to increase productivity by encouraging workers (Coutinho & Dehury, 2017). The situational theory highlights that the major role of the leaders is to create a productive environment and build morale among the workers to create a productive workforce.

The third recommendation is rewarding workers for their effort. It is related to the situational leadership theory because it enables employees to offer optimal output even as managers transforms in various situations (Shibata, Baba, Kodama & Suzuki, 2018). The managers in Oregon State Hospital should consider rewarding employees as emphasized by the situational leadership theory. The workforces who give their soul and heart to the company also expect something in return (Coutinho & Dehury, 2017). The situational leadership model uses rewards as a factor to push workers to achieve (Coutinho & Dehury, 2017). Salary increment can be one of the motivators, but nothing is more valuable like preparing workers for the future job prospects (Coutinho & Dehury, 2017). Workers must keep on embracing the latest development to survive in the present competitive market.


Coutinho, S., & Dehury, R. (2017). Managing Human Resources in Healthcare Sector: Challenges and Opportunities in India. SSRN Electronic Journal. doi: 10.2139/ssrn.2993017

Rosch, D., & Collins, J. (2017). The Significance of Student Organizations to Leadership Development. New Directions For Student Leadership, 2017(155), 9-19. doi: 10.1002/yd.20246

Shibata, T., Baba, Y., Kodama, M., & Suzuki, J. (2018). Managing ambidextrous organizations for corporate transformation: a case study of Fujifilm. R&D Management. doi: 10.1111/radm.12326

Virtaharju, J., & Liiri, T. (2017). The supervisors who became leaders: Leadership emergence via changing organizational practices. Leadership, 174271501773600. doi: 10.1177/1742715017736004

January 19, 2024




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