Formulate minimum of $2000-$word analysis with the following draft: Due to inadequate administration, the coastal medical center has been grappling with problems that have resulted in lost revenue, low employee morale, and subpar healthcare service. CMC recently made several changes, including terminating the CEO and appointing a new one, to improve operational effectiveness and realize the purpose and vision. The new CEO was entrusted with developing a new strategy plan to elevate the organization to the top medical provider in Tri$-$county and the entire state.

The board of directors should be involved in CEO succession planning as well as in supporting future leadership development. In addition, the board should approve new business service lines and monitor quality of care. The board also plays a large role in challenging assumptions made during the strategic planning process and in ensuring that new business initiatives meet the organization$$s mission and goals. The senior leaders should use their technical knowledge and shareholder relationships to help make the organization$$s decisions. High$-$performing leaders use formal management processes to improve efficiency and quality. Physicians should be part of the strategic planning process because they are instrumental in allocating resources and developing new clinical services. Physicians are critical to enhancing the quality of patient care and should use their leadership skills, innovation, and technical expertise to improve organizational performance. Physicians should also be part of the feedback loop to monitor quality. Employees at the front line and managers in middle management positions can be valuable in identifying the strengths and weaknesses in the organization. They often know what is or is not working well, and leaders who listen to those perceptions will find themselves a step ahead in strategic planning. Community organizations help identify the healthcare needs of the local population and can recommend new services to meet unfilled needs. These services should improve the well$-$being of the community and enhance the reputation of the healthcare organization.

The board should hold management responsible for implementing the strategic strategy. Many problems and circumstances have arisen within the business. For example, the goods and equipment that must be ordered and transported are to be ordered by certain leadership or supervisor responsibilities, yet there looks to be no centralized management positions in the business. There are still further "special projects" that need to be finished, but the former CEO gave the departments the go$-$ahead to start them, which has resulted in delays and a backlog.

More community representation on the committee would be advantageous. Yet, the average age of the board is $66\mathrm{.}1,$ even though research indicates that people under the age of $44$ have a substantial growth rate. Furthermore, the committee only consists of wealthy white males, even though racial minorities make up $25\%$ of the population they serve. $1$ The board's diversity should be increased to include women and people of color. To help the business reach its objectives and stay loyal to its purpose, vision, and values, the board should take part in strategic planning, leadership development, service line choices, and quality improvement activities.

The information provided in the case study does not explicitly state whether CMC $($the organization mentioned$)$ embraced transformational leadership at one time. Therefore, it cannot be determined from the given information whether there has been a shift away from this leadership style.

Based on the limited information provided in the question, there is no indication of whether CMC previously embraced transformational leadership or why it may no longer embrace this style, if applicable. Transformational leadership is characterized by leaders who inspire and motivate their followers, encourage innovation, and promote a shared vision and organizational culture.

The reasons for a shift away from transformational leadership can vary and may include changes in leadership personnel, organizational priorities, external factors, or shifts in the organizational culture or structure. Without additional context or details about CMC$\text{'}$s history and current leadership practices, it is not possible to determine the reasons behind any potential shift in leadership style.

CMC$\text{'}$s leadership characteristics can be described as innovative, adaptable, and visionary. The leadership at CMC is known for its ability to drive change and innovation, and for its focus on creating a vision for the future of the organization. CMC$\text{'}$s leaders are also known for their ability to adapt to changing circumstances and to lead their teams through transitions with ease. They could be described as a healthcare leader who is innovative but financially risky because they seek new and improved ways to deliver care and advance the organization. T