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Primarily, emergency physicians have the responsibility to treat emergency medical care as a basic right. This refers mostly to the cost effective and efficient care supplied to a patient, wherein sources are provided to whenever a required medical care arises. Thus, a physician should keep the patient’s interest to the highest level of attention. Generally, when there is an influence of incentives from businesses, managed care organizations, and biomedical companies, preventing the effect of these factors in the patient’s decision is necessary.

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One unethical concern stated are gatekeeping activities that often influence the physician’s distribution of services to the patient. In effect, physicians should not accept these gifts or bribes in order to affect the patient’s decision (Ethics in Emergence Medicine, 2008). If emergency physicians are to be leaders instead of jut managers, they would struggle to practice transformational leadership principles. Tichy and Devanna (1986) assert that managers engage in very little change but manage what is present and leave things much as they found them when they depart.

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Transformational leadership, they declared, focuses on change, innovation, and entrepreneurship. They assumed that transformational leaders begin with a social fabric, disrupt that environment, and then recreate the social fabric to better reflect the overall business climate. They argue that there are four suggested personal characteristics of a transformational leader: (a) dominance, (b) self-confidence, (c) need for influence, and (d) conviction of moral righteousness.

These leaders are expected to deal with the paradox of predicting the unknown and sometimes the unknowable. These leaders change and transform the organization according to a vision of a preferred status. Emergency care practitioners can be leaders, change makers and transformers, guiding the organization to a new and more compelling vision, a demanding role expectation (Tichy & Devanna, 1986).

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Kylie Garcia

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