Introduction: The World Health Organization, 2016 defines “eHealth is the use of information and communication technologies for health”. An electronic health record (eHR) is the electronic collection, management, use, storage and sharing of healthcare information and is envisioned to assist in the delivery of safe, efficient, effective health care (RACGP, 2016). National E-Health Transition Authority (NEHTA) was assigned to lead uptake of Personally Controlled E-Health Record (PCEHR), coordinate its progression and accelerate adoption within health professionals nationally (NEHTA, 2013). NEHTA leadership team included clinicians, technocrats and bureaucrats. In this case study, the author aims to explore the leadership challenges of NEHTA
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NEHTA leadership faced these challenges while it navigated itself to transform how the health information is collected, stored and shared nationally (Unit 4: An introduction to leadership in a complex environment, 2016, NEHTA 2013).
Transformational leadership is defined as ‘leadership behaviours that transform and inspire followers to perform beyond expectations while transcending self-interest for the good of the organization’ (Avolio et al 2009, p. …show more content…
Transformational leadership model and its framework were used to review NEHTA’s challenges following the launch of PCEHR since 2012. In 2016, Australian Government introduced ADHA, to replace NEHTA to reform and revive PCEHR which is now named ‘My Health Record’. NEHTA had a suboptimal response from the audience; it intended to engage and was unable to apply transformational leadership model to inspire and influence and motivate health professionals to confidently commit to and adopt PCEHR. The desired modification of clinicians’ behaviour to positively respond and embrace PCEHR was not achieved as clinicians remained untrained, poorly remunerated, feared potential litigation and felt unsupported by technology. There is an ongoing need for training and empowering clinicians and patients to better engage and motivate change. Trailing of eHealth technology in controlled and geographical limited environment, as planned by ADHA while integrating systems, and ensuring e-HR is labour efficient could facilitate engagement from stakeholders and encourage adaptive responses (Friedman, Parrish, and Ross, 2013).As we move forward witnessing significant changes to the existing health system, in a constrained financial environment, both the benefits and concerns expressed are real. It’s reasonable to comment that fostering a favourable atmosphere for collaboration of
NEHTA leadership faced these challenges while it navigated itself to transform how the health information is collected, stored and shared nationally (Unit 4: An introduction to leadership in a complex environment, 2016, NEHTA 2013).
Transformational leadership is defined as ‘leadership behaviours that transform and inspire followers to perform beyond expectations while transcending self-interest for the good of the organization’ (Avolio et al 2009, p. …show more content…
Transformational leadership model and its framework were used to review NEHTA’s challenges following the launch of PCEHR since 2012. In 2016, Australian Government introduced ADHA, to replace NEHTA to reform and revive PCEHR which is now named ‘My Health Record’. NEHTA had a suboptimal response from the audience; it intended to engage and was unable to apply transformational leadership model to inspire and influence and motivate health professionals to confidently commit to and adopt PCEHR. The desired modification of clinicians’ behaviour to positively respond and embrace PCEHR was not achieved as clinicians remained untrained, poorly remunerated, feared potential litigation and felt unsupported by technology. There is an ongoing need for training and empowering clinicians and patients to better engage and motivate change. Trailing of eHealth technology in controlled and geographical limited environment, as planned by ADHA while integrating systems, and ensuring e-HR is labour efficient could facilitate engagement from stakeholders and encourage adaptive responses (Friedman, Parrish, and Ross, 2013).As we move forward witnessing significant changes to the existing health system, in a constrained financial environment, both the benefits and concerns expressed are real. It’s reasonable to comment that fostering a favourable atmosphere for collaboration of