Differences between Change Champions and Opinion Leaders
The differences between opinion leaders and change champions get highlighted in their leadership attributes, information sources, and perspective. Change champions operate as respected and influential leaders in their work areas (Foye, 2019). They do not necessarily have to work as part of a particular job title or management position but can be in any position. On the other hand, opinion leaders exert significant influence in their industry and can shift the opinions of associated individuals. From a historical perspective, opinion leaders were noted as decision-makers or industry insiders. They have equally attained considerable authority in a given industry or market. In the e-commerce, business, and production industries, Elon Musk, Jeff Bezos, and Ratan Tata represent key opinion leaders.
Another difference between the discussed leaders is in leadership traits. Change champions, for example, have robust management skills, take managed risks, have solid networking ability, and excellent problem-solving skills (Foye, 2019). They likewise portray emotional management for others and themselves. Influential in people engagement, and find it comfortable to guide on new ideas. Contrariwise, champion leaders can digest, simplify, and communicate information excellently to their target audience. Also, champion leaders are more internal, whereas champion leaders function more externally on a wider scope. For the outpatient mental health institution, the effective engagement of champion leaders can change ineffective communication.
Role of Human Resources in Influencing Practice Change
Human resources can help ensure practice change towards effective communication by empowering leaders. Effective methods to support proposed practice change consist of team mentoring, training, and coaching. These directive techniques guide the outpatient mental health institution to identify leaders that hold potential. For instance, potential leaders can get spotted by the different in-house psychiatrists and administration personnel. Such leaders provide sustainability in implementing clinical practice especially with the help of evidence-based practice. EBP in communication should become the basis for human resources in offering support.
Human resources should offer leadership development and training on communication etiquette, especially in administration settings (Baldwin & Poje, 2020). Leaders perform essential roles of empowering and encouraging their teams. When leaders take charge, they grow better and motivate change in their subordinates or other staff members. In this situation, empowered leaders concerning improved communication will positively influence overall institutional attitudes. Also, communication competencies among champion leaders in the outpatient center. The development process should start from top management down to other departments.
Human resources should also suggest appropriate mentoring or course opportunities to boost communication competencies. These opportunities will progressively cause practice change that benefits the institution and the careers of the practitioners. HR should ensure an employee-centric tactic gets applied in the expected practice change (Baldwin & Poje, 2020). An employee-centric method pushes champion leaders to grow more effective in leadership. Growth areas that will boost effective communication are the establishment of appropriate wording and documentation. For example, communication errors made during either documentation, official, and ineffective communication can get minimized. Subsequently, improved areas will get notices on interpersonal skills (Baldwin & Poje, 2020). In a mental health setting, interpersonal skills will improve inter-departmental workflow and performance reviews.
References
Baldwin, I., & Poje, A. B. (2020). Rural faith community leaders and mental health center staff: Identifying opportunities for communication and cooperation. Journal of Rural Mental Health, 44(1), 16-25. https://doi.org/10.1037/rmh0000126
Foye, U. (2019). Nursing leaders should try to champion holistic care. Nursing Management, 26(6), 13-13. https://doi.org/10.7748/nm.26.6.13.s9