This scenario is in a person centered practice and

This
paper firstly, will recognize and assess the interprofesional teamwork which is
a key approach to delivering
high-quality, safe healthcare. The
setting of the current scenario is in a person centered practice and a social
service, the patient is suffering from dementia, at the First week a care
planning meeting took a place where the initial assessment of the case
completed with the resident and family to assess and determine the objectives
of care and choose the best healthcare plan and social care activities needed
to accomplish these goals.               The person centered Care
planning Meeting consist of nurse, social worker,
psychologist and occupational therapist and a family member to discuss
all patients needing multidisciplinary input. The aim is to incorporate and
implement the care action plan and when it has to be carried out. It encourages
the involvement of nonprofessionals (family and friends) in the planning
process. As determined by (Langely 2001) The focus is on the choices, abilities
and aspirations of individuals rather than on deficits or needs.           Those type of meeting followed a
collaborative leadership style which involves communicating information to coworkers and
associated organizations, to allow family members, healthcare professional to
make informed decisions by open discussions concerning the patient’s case,
treatment and plans to improve the quality of life , As emphasized by the
(Department for Health, 2010). ‘The flexible use of resources should be
encouraged if it improves outcomes. Coherent and integrated services are
essential, not optional’. In person-centered care, health and social care
professionals work collaboratively with people who use services. Person-centered
care supports people to develop the knowledge, skills and confidence they need
to more effectively manage and make informed decisions about their own health
and health care. It is coordinated and tailored to the needs of the individual.
And, crucially, it ensures that people are always treated with dignity,
compassion and respect.by validating
and communicating needs and identifying modifications in practices that may be
required to address changing demands.                Another leadership style, that serve well in
Person centered care is the ‘Transformational leadership’ defined by (
Burns 1978) as the process by which
leaders and followers raise one another to higher levels of morale and
motivation. The main goal for transformational leaders is to establish a shared
vision and to bring followers up to the level where they can succeed in
accomplishing organisational tasks without any direct leading interventions. The concept of
transformational leadership is composed of four dimensions: idealised influence
(charismatic role modelling), inspirational motivation (articulating an
appealing vision), intellectual stimulation (promoting creativity and
innovation) and individualised consideration (coaching and mentoring) as
emphasized by Bass and Riggio,( 2006).           
Anderson (1959) identified the democratic leader as one who shares
decision making with the other members and therefore, democratic leadership is
connected with higher morale in the majority of the situations. Democratic
leaders make the final decisions, but include team members in the
decision-making process. They encourage creativity, and team members are often
highly engaged in decisions. Team members tend to have high job satisfaction
and are productive because they are more involved. This style also helps
develop employees’ skills. The danger of democratic leadership is that it can
falter in situations where speed or efficiency is essential.           Similarly, Transactional leaders who
choose to motivate team by inspiring a vision of what is to be accomplished, in
an approach that is task oriented, and facilitated by the ability to solve
problems, plan and organise and ultimately obtain results (Northouse, 2007). In
a more systematic approach to leadership, the transactional model is perceived
as having three dimensions: ‘management-by-exception passive’; ‘management-by exception
active’; ‘contingent reward’ (Alimo-Metcalfe and Alban-Metcalfe, 2005).          
By
contrast, Autocratic leadership, also known as ‘authoritarian leadership’, is a
leadership style where the leaders make all the decisions and exert a high
level of control over the subordinates. Autocratic leaders are result oriented,
make decisions based on their views and judgments and rarely accept advice from
the subordinates. They believe that one-way communication is the most effective
and dominates the interaction. Autocratic leadership style is mostly
implemented in industries that operate complicated tasks and in ones that are
highly performance or result oriented since this style is required in
organizations that demand error-free products. While criticized by many as a
rigid and inflexible style, it is also among the most commonly used leadership
styles for its proven results.            As
mentioned earlier significantly, Interprofessionalism in healthcare is a
process by which professionals from different disciplines collaborate to
provide an integrated and cohesive approach to patient care D’Amour et al. (2005).
The concept of Shared Decisions making is defined by Towle & Godolphin,
(1999) as a process by which a healthcare choice is made by a practitioner
together with the patient. Weston (2001) said SDM to be the crux of
patient-centered care and patients are helped to be involved in decision-making
and reach agreement with their practitioners about healthcare choices.             The Adoption of person-centered care
requires fundamental changes to how services are delivered and to the relationship
among healthcare professionals and patients. Despite the challenges in making
this shift, person- centered care does exist, in a modest but growing number of
services, with positive outcomes. It requires effort, but it certainly is possible
through introducing the concept using change management theories to healthcare
professional gradually and steadily.             On the context, to the introducing of
change in healthcare organization and in order to help employees’ smooth transition
to new ways of doing things, several change management theories must be implemented
throughout the organization. Firstly , I would like to shed a light to Kotter’s
change management model as one of the widely spread and used theory  which is created by Harvard University
Professor John Kotter,
causes change to become a campaign. Employees buy into the change after
leaders convince them of the
urgent need for change to occur. There are 8 steps
are involved in this model:  Increasing
the urgency for change, Building and formulating of teams that is dedicated to
change, Creating the vision for change, Communicating the need for change,
Empowering staff with the ability to change, determine of short term goals,
persistency and ensure that change is permanent.                    In a discussion to the case
study of person centered care planning meeting held, all of the participant of
the meeting, have a role in supporting patient to develop the knowledge, skills
and confidence they need to fully participate in this partnership, the
collaborative leadership style and the transformational leadership style in relation to acceptance of improvements and to work
attitudes, perceptions, behavior, service quality, and patients outcomes.
                        In conclusion, there is a strong evidence from the
literatures and previous experience that emphasize on  the necessity of developing an organisational
structure which influences interprofessional collaboration and includes
clinical and administrative systems to guide cooperative practice, as well as
the characteristics of the health care facility structure (Kvarnström,
2008). Structural factors that
facilitate collaborative care include collaborative leadership, organizational
culture that supports collaboration, effective methods of communication, and
colocation .Goldman et al.,(2010)  Howard, Brazil, Akhtar-Danesh, & Agarwal,( 2011) ; Kates et al., (2011).