“Big Changes for a Small Hospital”
As F. Nicholas Jacobs toured the Windber Medical Center facility, he was dismayed by the industrial pink painted walls, the circa 1970 furniture, and the snow leaking through the windows of the conference room. Employees earned 30 percent less than their counterparts in the area, and turnover was steep. As Windber’s newest president, Jacobs knew he was the facility’s last hope—if he couldn’t successfully turn around the aging facility, it would mean closing the doors forever.
Coming to Windber Medical Center in 1997, Jacobs was keenly aware that the hospital could be the next in a series of small hospitals that had fallen victim to a struggling economy. Determined to see that not happen, he began by making connections with the employees of the hospital and the community at large. Jacobs’s first step was to interview each of the employees to find out firsthand what they wanted for the Windber com- munity and the medical center. He also looked to members of local com- munity groups like the local library, the Agency on Aging, and local politicians and asked these groups what they wanted from their local medical facility. When Jacobs realized that octogenarians made up a larger percent of the population in Windber, Pennsylvania, than in all of Dade County, Florida, he made it a priority to provide more options to seniors for improving their health and quality of life. He set forth a vision of a medical center that was more of a community center—a center that would allow members of the community to exercise in a state-of-the-art facility while having access to professionals to answer health-related questions. Jacobs realized that keeping people in the community both physically and mentally healthy also meant keeping the hospital financially healthy. He made the center’s new preventative-care philosophy clear to the public: “Work out at our hospital so you can stay out of our hospital.”
Jacobs’s efforts have paid off—in an era when small hospitals are closing left and right, Windber Medical Center is thriving. Under Jacobs’s leader- ship Windber has established an affiliation with the Planetree treatment system, which integrates meditation, massage, music, and other holistic methods into traditional health care. Windber’s wellness center, which offers fitness training, yoga, and acupuncture, among other treatments, opened in January 2000 and now generates over $500,000 annually. Gone are the pink walls and dated furniture—replaced with fountains, plants, and modern art- work. Jacobs recruited a former hotel manager to oversee food service. And, despite the dismissal of about 32 employees (those used to a more tradi- tional hospital setting had a tough time in the new environment), the staff has nearly doubled to 450 employees, and pay has improved. Windber has raised more than $50 million in public and private funding and has forged research partnerships with the Walter Reed Army Health System and the University of Pittsburgh, among others. The Windber Research Institute, Windber’s heart-disease-reversal program, has treated about 250 patients.
1. Consider the factors from the situational leadership theory outlined in Figure 12.4. Apply these factors to Jacobs and Windber.
2. How do you think Jacobs would score on the least-preferred-co-worker (LPC) scale? Why?
3. Based on the success of Windber, in what range would you guess the overall situational favorability might fall for Jacobs on the continuum illustrated in Figure 12.6?
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To answer the questions regarding F. Nicholas Jacobs and Windber Medical Center, let's break down the information provided:
1. Consider the factors from the Situational Leadership Theory outlined in Figure 12.4. Apply these factors to Jacobs and Windber.
In Figure 12.4, the Situational Leadership Theory identifies four factors that influence leadership style: follower readiness, task structure, positional power, and leader-member relations.
a) Follower Readiness: This refers to the ability and willingness of followers to take responsibility for their work. Jacobs recognized the potential of Windber Medical Center and its employees, which is reflected in his decision to interview each employee to understand their needs and aspirations. By involving employees and the community, he demonstrated a desire to align their readiness with the organization's goals.
b) Task Structure: Task structure refers to the level of clarity and direction provided by the tasks. Given the description, it is evident that Windber Medical Center had several challenges, including outdated facilities and low employee morale. Jacobs identified the need for changes and set a clear vision for the center's transformation. His emphasis on turning the hospital into a community center with preventative care shows an emphasis on task structure.
c) Positional Power: Positional power refers to the authority and influence a leader holds. As the president of Windber Medical Center, Jacobs had the power to implement changes and shape the future of the organization. This is demonstrated by his recruitment of a former hotel manager to oversee food service and his ability to establish affiliations and partnerships with other institutions.
d) Leader-Member Relations: Leader-member relations relate to the rapport and relationship between the leader and the followers. Jacobs made an effort to connect with employees and community groups, demonstrating a desire to build positive relationships. This is evident in his direct interviews with employees and seeking input from local community groups.
Overall, Jacobs appears to have applied the factors of follower readiness, task structure, positional power, and leader-member relations to bring about positive changes at Windber.
2. How do you think Jacobs would score on the least-preferred-co-worker (LPC) scale? Why?
The Least-Preferred-Co-Worker (LPC) scale measures a leader's orientation towards task-oriented or relationship-oriented behaviors. It is based on how a person describes their least preferred co-worker. High scores on the LPC scale indicate a more relationship-oriented leader, while low scores indicate a more task-oriented leader.
Based on the information provided, Jacobs seems to prioritize both task-oriented and relationship-oriented behaviors. He focused on making necessary operational changes, such as updating facilities and recruitment, while also investing in the well-being of employees and the community. Considering this balanced approach, it is likely that Jacobs would score neither extremely high nor extremely low on the LPC scale.
3. Based on the success of Windber, in what range would you guess the overall situational favorability might fall for Jacobs on the continuum illustrated in Figure 12.6?
Figure 12.6 illustrates the continuum of situational favorability, which ranges from low to high based on factors like leader-member relations, task structure, and positional power.
Given the successful turnaround of Windber under Jacobs's leadership, it can be inferred that the overall situational favorability is likely to fall towards the high end of the continuum. Jacobs managed to improve leader-member relations by involving employees and community groups, provided clear task structure by setting a vision and implementing changes, and utilized his positional power to establish partnerships and secure funding. These factors contribute to a favorable situational environment for Jacobs.