The modified democratic management model: an ideal leadership model for healthcare?

Abstract

This article proposes a new, modified version of the democratic management model as a leadership structure that could be effectively used in healthcare, particularly when an organisation is led by a transformational leader. The modified democratic management model combines many existing motivational and organisational behaviour theories, along with components of trait and behavioural theories of leadership. The management style advocated by this model varies depends on the team approach and functional participation. To avoid functional areas within an organisation from becoming ‘silos’, a horizontal communication style between divisions is endorsed. In the different specialty areas, the model prescribes a combination of participative and collaborative management styles among the workforce, while managers should use coaching and transformational management styles. New components of this modified democratic management model include: 1) an occasional and temporary authoritative management style that can be used by the transformational leader during unexpected crises, when fast decision making is required; 2) implementation of internal and external checks and balances, such as mandatory employee debriefing and mandatory board reporting after each authoritative decision. The modified democratic management model can be applied to different employment levels in healthcare. This article discusses this theoretical model and how it could be implemented in practice to provide a fair, transparent and accountable management system in healthcare, helping to motivate staff to excel.