subject: Leadership at the Cutting Edge: Austerity Measures in Health and Social Care [print this page] Leadership at the Cutting Edge: Austerity Measures in Health and Social Care
The public sector spending is said to crowd out the private sector. At corporate level, the expanding state is presumed to stifle entrepreneurs with taxes and regulations. At individual level, welfare payments are said to foster dependency and discourage ambition. At informal family care levels, family and cultural enterprise is not fostered and supported fully (Camaron 2010). In this regards who is best to sustain the best interest of the emerging older people population, moreover if the anticipated public spending is cut to the bones.
However, cutting budgets shouldn't mean cutting important activities like training. Training and development help health and social care workers feel appreciated and engaged; meaning if their job description has also changed, they will be more able to keep up and keep motivated. During times of change, it is more important than ever to focus on the people in the organisation. There may be pressures to divert attention into simply getting the job done, but the risks of overlooking employees' needs when times are tough, and funds tight, may well outweigh any cost-saving measures being implemented. It's not about having a good leader. If the aim is for the organisation to focus on people as much as money and other resources then what is required is for all managers to show leadership qualities.
Managers at every level in the organisation should have the leadership qualities and also be confident enough to explain decisions without appearing defencive or ridged in their views. A good leader is some one who can make subordinates feel valued during usterity meassures that affect all arms of the organisation. A leader strives to create rapport and work with his/her staff to deliver high quality services in increasingly difficult circumstances.
