STAKEHOLDER-LEADERSHIP FACTORS 1

Stakeholder-Leadership Factors

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Stakeholder-Leadership Factors

Stakeholders play a crucial role in an organization's performance as they contribute to the work

services (Freeman et al., 2018). Stakeholders include a party that has an interest in an industry

and can be affected by the business. Examples of stakeholders include investors, employees,

suppliers, and clients (Newton et al., 2016). However, Ride along case study reveals diverse

stakeholders' characteristics and its impact on IT adoption and change readiness.

The stakeholders identified in this case study include CIO Max Sharpe, Cheri Leader, Shirley

Overseer, Lotta Douts, and Donna Backer (Albert et al., 2010). However, these stakeholders

have different characteristics and impact differently on the industry. CIO Max Sharpe is a

remarkable leader with quality leadership skills. He reveals his concern about the clinical

systems and cancer Centre. Likewise, Max has level 1 leadership of position where he leads and

has a positive attitude towards his services. However, he reveals a remarkable attitude towards

the industry and readiness for change using critical skills such as technical, human, and

conceptual (Lorenzi & Riley, 2013, pg. 112). Cheri Leader is an outstanding leader who views

things from a different angle where her readiness for change is outlined through commitment.

She believes the industry would change if various aspects were considered. Likewise, Cheri

values honesty and teamwork efforts to change the industry. Shirley Overseer is a leader with

integrity and accountability, where she takes into account every activity. Likewise, she has level

3 leadership, producing results as she motivates and uses satisfaction surveys to enhance the

industry services. Shirley has a positive attitude towards the business where she believes in the

next version of Visionex. She views the industry at a different level and hopes for change.
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Markedly, Lotta Douts is an outstanding leader who believes in efficiency and high quality. Lotta

has level 3 leadership of production, where she reveals some aspects that have affected the

business. She identifies how these issues can affect the business and be avoided through

motivation and change. Lotta has a positive attitude towards the industry and change as she

believes they will impact IT adoption (Albert, 2010). Donna Backer is another stakeholder who

values on decision making aspects and how they change the industry. As an employee, Donna

values customer and employee satisfaction, where she reveals the happiness with another nurse

for working as a champion for the new system (Heward et al., 2017). She has a positive attitude

towards the organization and is happy about the change.

These stakeholders' characteristics of policy interests with leadership qualities of honesty,

integrity, humility, empathy, and accountability positively impact the industry on information

technology adoption and change readiness (Garcia-Torea et al., 2016). Analysis of leadership

roles assists in useful managerial competence (Lorenzi & Riley, 2013, pg. 208). Likewise, the

stakeholders have a positive attitude towards the sector, which creates a change and enable the

organization to grow remarkably. However, leadership, motivation, competitor benchmarking,

and measurements aspects aid in organizational change preparedness (Lorenzi & Riley, 2013, pg.

112).
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References

Albert, K., Gupta, N., Mason, T., & Mehta, P. (2010). A Rough Ride at the Theodore Roosevelt

Cancer Center. In Transforming Health Care Through Information: Case Studies (pp.

29-45). Springer, New York, NY.

Freeman, R. E., Harrison, J. S., & Zyglidopoulos, S. (2018). Stakeholder theory: Concepts and

strategies. Cambridge University Press. https://doi.org/10.1017/9781108539500

Garcia-Torea, N., Fernandez-Feijoo, B., & de la Cuesta, M. (2016). Board of director's

effectiveness and the stakeholder perspective of corporate governance: Do effective

boards promote the interests of shareholders and stakueholders?. BRQ Business

Research Quarterly, 19(4), 246-260. https://doi.org/10.1016/j.brq.2016.06.001

Heward, M., Innes, A., Cutler, C., & Hambidge, S. (2017). Dementia‐friendly communities:

challenges and strategies for achieving stakeholder involvement. Health & social care in

the community, 25(3), 858-867. https://doi.org/10.1111/hsc.12371

Lorenzi, N. M., & Riley, R. T. (2013). Organizational aspects of health informatics: managing

technological change. Springer Science & Business Media. https://books.google.co.ke/books?

hl=en&lr=&id=LWTaBwAAQBAJ&oi=fnd&pg=PA2&dq=health+informatics+by+lorenzi+and+riley&

ots=P73uU7ba3G&sig=jp42Q_6h7cVrMZmEEA3VfzH0UVw&redir_esc=y#v=onepage&q=health

%20informatics%20by%20lorenzi%20and%20riley&f=false

Newton, A., & Elliott, M. (2016). A typology of stakeholders and guidelines for engagement in

transdisciplinary, participatory processes. Frontiers in marine science, 3, 230.

https://doi.org/10.3389/fmars.2016.00230