When members of a group work together toward a single goal, it is leadership.

Leadership skills are

essential for healthcare professionals to successfully oversee the day-to-day operations of a mental
health and wellness center. Among these skills is the ability to: 1. adapt to new circumstances.
Managers play an active role in decision making and are tasked with making choices that do not
presuppose universal support for new policies. Most people will start acting differently when they adopt
and continually review new actions to increase quality through a learning action cycle strategy (Hoge,
Tondora, & Marrelli, 2005). Secondly, a leadership style based on teamwork. One aspect of collaborative
leadership is sharing knowledge with subordinates and affiliated groups so that they may make better
judgments. Facilitating multi-stakeholder discourse, knowledge sharing, and lowering the complexity of
health organizations are all ways in which these collaborative communication tactics benefit health
policy (Hoge et al., 2005). Handling conflicts is the third priority. Conflicts frequently arise from hidden
difficulties and may grow into so-called conflicts. Health managers must effectively handle
disagreements at all levels to offer beneficial results to all parties involved. Avoid, compromise, adapt,
cooperate, negotiate/negotiate, mediate, foster communication, seek consensus, and establish a vision
that helps settle problems (Hoge et al., 2005). (Hoge et al., 2005). 4. Transformational leadership
Transformational theory encourages leaders to explain their vision in a meaningful and fascinating way,
and to establish unity and common goals. Transformational leaders can inspire work beyond
expectations by their ability to affect interpersonal relationships (Green, Miller, & Aarons, 2011). (Green,
Miller, & Aarons, 2011).

Mental health and wellness centers have been merged I the U.S health systems to provide patients with
"one-stop service" (Satcher & Rachel, 2016). (Satcher & Rachel, 2016). They reflect a good transition
from decentralized care to comprehensive care; leveraging excellent communication through electronic
health records, systems thinking and technology, coordinated treatment, and teamwork culture (Satcher
& Rachel, 2016). (Satcher & Rachel, 2016). By this, they provide well-rounded health services to the
patients and provide maximum satisfaction to the patients by giving the services consistently and well-
coordinated. Therefore, they are part of the integrated healthcare system in the U.S because they
function as a one-stop service for the patients.

Steps to maintain the growth of integrated healthcare.

1. Payer and provider integration: This is to better coordinate planning, commissioning, and support.
The integration of payers and service providers has also supported the introduction of incentive
mechanisms within the system to encourage all providers to improve service quality at the lowest cost
(Strandberg-Larsen & Krasnik, 2009). (Strandberg-Larsen & Krasnik, 2009).

Health care and community care integration: These efforts coordinate a larger range of services,
including social and community care services, to improve patient care and decrease the proportion of
patients who remain hospitalized after they no longer require high-precision treatment (Strandberg-
Larsen & Krasnik, 2009).
Third, integrating primary and secondary health care: these initiatives often aim to provide patients with
access to a wide range of care services in a single location, enhance care coordination for the most
vulnerable patients, and make better use of health care resources (Strandberg-Larsen & Krasnik, 2009).

The Importance of Coordinated Healthcare Systems

As a "one-stop service point" for patients, they coordinate care across hospitals, medical practices, and
even insurance companies, all in an effort to improve health outcomes and patient safety, reduce
duplication of effort, and better align provider incentives. Improved health outcomes and lower
expenses for patients (Porter, & Kellogg, 2008).

References

A. E. Green, E. A. Miller, and G. A. Aarons (2011). Staff turnover intentions in the field of community
mental health are positively related to emotional exhaustion, but this correlation is tempered by
transformational leadership. Journal of Community Mental Health 49(4):373–379.

Authors: Hoge, M. A., J. Tondora, and A. F. Marrelli (2005). Implications for behavioral health from the
ground up: training and education requirements. 32(5)&(6), 509–531 in Administration & Policy in
Mental Health & Mental Health Services Research.

M. Porter and M. E. Kellogg (2008). Medical care at Kaiser Permanente that's all in one place. Journal of
Health Care Innovation and Integrated Care, 1(1), 5.

D. Satcher and S. A. Rachel (2016). Equity in Mental Health Care Provision and the Importance of
Integrated Services. 24 (3-4):182–186 in the Journal of Clinical Psychology in Health Care Settings.

Researchers Strandberg-Larsen and Krasnik (2009). How to evaluate the effectiveness of coordinated
medical care: a comprehensive literature review and recommendations for the way forward. Journal of
Integrated Health Care, Volume 9, Issue 9 (1).