Healthcare Leadership: Personal Leadership Portrait

Introduction

Healthcare leadership is important for the development of standard healthcare and competent leaders who are able to make decisions that are accurate and effective. Due to inherited characteristics such as honesty, passion, integrity, personality, and a will to accomplish, leaders are born and cannot be developed. As a leader, it is critical to have great organizational abilities in order to handle deadlines (Alilyyani et al., 2018). There are numerous leadership styles, including transformative, inspirational, tactical, servant, deliberative, and trait-based leadership.

The success of one’s leadership is highly dependent on one’s style of leadership and the manner in which this style is implemented. Leadership must exemplify a strong set of ethics and values and foster an inclusive and diverse workplace environment that is based on academic research. A competent leader possesses the following characteristics: the capacity to formulate strategies, outstanding time management and organizational skills, the ability to make effective decisions, dispute resolution, and exceptional leadership abilities. Therefore, leaders enhance performance by applying these fundamental and leadership skills.

I believe that participative leadership is the most effective style of leadership because it involves the leader providing direction, guidance, and encouraging feedback from employees while also taking their opinions into consideration. Participative leadership embodies positive characteristics because it involves leaders actively participating in business operations, empowering and encouraging teamwork among employees. However, this approach has the potential to condense the organization’s brand and make it generic, as certain individuals may exploit and channel the storm of gullibility.

Leadership from a Personal Perspective

It is vital for a leader in the healthcare setting to establish a corporate culture that values compassion and care at all levels of leadership. Compassion is critical because it enables one to comprehend how others feel in order to respond correctly to a predicament. It is frequently related to social behavior, and extensive studies suggest that increased empathy results in more constructive behavior. A successful healthcare leader fosters and energizes team members who operate according to caring and human values (Richards, 2020). Participative leadership, often known as democratic leadership, places a premium on collaborative decision-making. The devolved nature of managerial activities characterizes this strategy.

In my academic and professional experiences, I have discovered that a participative leadership strategy fosters employee involvement and increases employee commitment to an organization’s common vision and goals. Employees who participate in decision-making feel valued, and the effort of expressing thoughts and resolving work-related problems can develop a feeling of collaboration and enhance partnerships among individuals.

A leader’s interactions with team members should be impartial in nature and should ensure that work-related results and behavioral standards are obvious. Although it is hard to be unbiased, leaders can regularly assess their thoughts and feelings concerning employees and situations to be conscious of the natural tendency toward prejudice, which is a critical component of being a successful and equitable leader.

A high level of intelligence is a critical capability that helps a leader spot early indicators of dispute. The five most critical dimensions of emotional maturity are self-regulation of one’s emotions, empathy for others’ feelings, self-awareness of one’s own emotions, social skills for managing others’ emotions, and the ability to inspire (Farrington and Lillah, 2018). In practice, I demonstrate a strong capacity for self-awareness and emotional regulation.

As a leader, it is critical for me to be aware of my own emotions, even more so in a conflict situation. I maintain a healthy ego and am conscious of fluctuations in my feelings. Controlling my own feelings prior to responding allows me to reflect calmly and thoughtfully on the ramifications of my actions. I take care not to respond rashly, to uphold professional standards, and to be responsible for my actions. However, my type of leadership is now constrained in the other three aspects, most notably in dispute resolution settings. I need to work on building my capacity for empathic connection with others.

Cultivating interpersonal skills such as nonjudgmental listening and engaging in constructive and sympathetic dialogue with others might assist me in effectively managing disagreements. In these conditions, a leader’s capacity to motivate people is also critical. It is the motivation that has a significant impact on employee levels of satisfaction. This can be achieved by evaluating the needs of the employees and establishing a loyalty program that is convenient for them. I rely on good communication and rational thinking to encourage organizational goal compliance by emphasizing the benefits of collaboration without leaving many opportunities for understanding the significance of potential emotional root causes. In reality, participative management enables me to enlist the assistance of other members of the team in fine-tuning my view of disputes and identifying any potential blind spots. This, in turn, guarantees that the solutions I propose have greater resonance with the disputing parties.

Change Management and Interprofessional Collaboration

Interprofessional team formation needs a rethinking of leadership. It introduces new challenges, such as allowing huge teams made up of diverse individuals with diverse expertise to integrate their operations. Participatory leadership has assisted me in ensuring that each member of the team does have the opportunity to assume the role of leadership. When a group member’s professional skills and specialized understanding of a customer, patient, or society become important to delivering productive results, they step into leadership responsibilities (Folkman et al., 2019). Individual team members have demonstrated specific behaviors and taken advantage of every opportunity to make choices that produce positive outcomes as a result of this style of leadership. Participative leadership relies on a variety of leadership sources as well as the adaptability of leadership limits. Participatory leadership encourages community engagement by emphasizing context and reciprocity.

I believe that participative leadership prioritizes improved results over bottom-line financial considerations. This results in a more favorable impression of an institution by the public, which encourages citizen participation. The performance of participative leadership is dependent on effective discussion inside a business, both vertically and horizontally. Open dialogue, in my opinion, encourages healthy kinds of contention and assists group members in actively shaping notions, providing differing viewpoints and new remedies. Because the urgency of transition is more clearly expressed, effective dialogue is also helpful at motivating the integration of different changes. The disparities that can emerge across professional organizations and an interdisciplinary workgroup can be a serious impediment to the efficient application of the participative leadership approach. Teams form as a result of affiliation and assimilation, and they create their specific norms and expectations, which may contribute to one corporate group thinking of itself as superior to other employee groups.

Change is an unavoidable component in the healthcare industry; what matters seems to be how well the individual adapts to the advances inside the context of interdisciplinary collaborative efforts. Corporations use a technique called benchmarking to deduce the root reasons for productivity declines (Goldman and Xyrichis, 2020). Healthcare administrators should recognize potential areas for improvement and develop a plan of action to impact performance because not everyone is adaptable to change. It, therefore, is the leader’s responsibility to educate and assist others when facing adversity. Personally, I have discovered transition to be a difficult but thrilling component. Moreover, I would like to carry on playing a part in building and developing my skills to articulate my leadership attributes and improve my ability to impact others positively and create bonds with people in order to be competent in the face of change.

Best Practices in Communication

Effective communication occurs in an interprofessional environment when two or more disciplines collaborate and gain from one another in order to increase cooperation and output excellence. Healthcare organizations must cooperate across medical, managerial, and community contexts to make collaborative choices, organize interactions and care, pool resources, and define shared goals. To achieve safe and efficient results, high-performing teams must establish important interprofessional communication practices like these. A shared goal, to which all group members engage, can serve as a source of inspiration. Without a clear vision, the team may become disjointed or lost in its path. I have found that reaffirming the team of their common vision helps spark their excitement during times of poor progression.

I am constantly on the lookout for associates that exhibit excellent leadership qualities to initiate new initiatives. It is important to hold conversations with the team throughout the earliest stages of team formation to ascertain which values are most important to them. This assists in establishing agreement on the team’s core ideals. Additionally, team norms must be established, particularly those on punctuality, transparency, and objectivity. Once developed, these standards must be adhered to by all team members. The team’s objectives must be explicit, comprehensible, quantifiable, achievable, consistent with the agreed purpose, and time-bound (Hartung and Miller, 2018). Vagueness about expectations and priorities contributes to ineffective and anxious team performance in an interdisciplinary environment. As a result, an effective leader must establish clear objectives and standards.

Additionally, the leader’s position and tasks should be tailored to every group participant’s capability. When individuals are assigned tasks that reflect on their areas of expertise, they excel at their workplace (Arnold and Boggs, 2019). It is critical for an interprofessional organization to grow and maintain a sense of trustworthiness. Due to the fact that all topics are accessible for discussion in a trusting and open culture, the possibility of uncovering and acquiring knowledge from errors and ambiguities improves. A successful leader must demonstrate honesty, transparency, accountability, and the able to follow through on their promises. From this, I established that, I communicate effectively with my team members and have faith in their potential to succeed. I pay close attention to team members’ suggestions and, where possible, implement them. I make an effort to be equitable and to recognize outstanding team members. Creating a shared vision, therefore, improves social inclusion. Additionally, a trusting culture can aid in the implementation of change. When leaders establish a sense of open communication, issues about system or technology changes can be addressed more effectively in teams.

Professional Ethics in Leadership

Failure to act professionally results in medical systems that view health as a business rather than a fundamental human right. As a result of their restricted access to medicine, underprivileged persons are at an increased risk of infection and mortality from illnesses. (Iserson, 2020). Organizations have responded by attempting to embrace ethical standards in order to foster ethical working practices that increase public faith in the organizations’ ability to function equitably. In this context, ethics might be defined as common social norms of appropriate behavior in a particular setting or culture (Iserson, 2020). When improving leadership qualities, an individual finds predictive concepts and development projects beneficial.

Nevertheless, I believe that in order to be a truly outstanding person, one must self-reflect and get committed to a solid set of basic principles. A leader’s responsibility is to set an example and promote moral behavior amongst the organization and its members. Healthcare leaders must guarantee that planned actions and decision-making are centered on the patient. The information must be provided truthfully, exhaustively, and plainly. Delivering patient or society information in this form not only guarantees that all group members have the most up-to-date information but also aids in highlighting any possible risks encountered under treatment.

In my professional experience, it has become apparent that appropriate standards must be established early on to ensure that all members appreciate my work and that I regard their perspectives. In an interprofessional situation, a good leader listens attentively to the viewpoints of interprofessional colleagues and collaborates in productive discussions to find the optimal resource allocation for improved outcomes. To be an exemplary leader, one must be conscious of one’s behavior toward others. All members of the team should be treated equitably and without bias (Kemparaj and Kadalur, 2018). Integrity and honesty are critical traits for an authentic leader. One must be candid about one’s objectives and make every effort to adhere to any agreements made. Making concessions on these characteristics through misleading premature affirmation risks jeopardizing not only patient or customer outcomes but also a leader’s credibility and reputation. A moral leader maintains accountability and conscientiousness. If a crisis occurs, an ethical leader instantly confronts it and sees it through to resolution.

An ethical leader recognizes the critical nature of adhering to processes conscientiously. A well-defined process enables the team to deliver care consistently. Additionally, they contribute to the development of a workplace culture that values ethical behavior and justice (Kemparaj and Kadalur, 2018). Interprofessional cooperation have the tendency to be controlled by ineffective coalitions and quasi-territorial conflicts in which group members take confrontational stances. A moral leader serves as a light of real commitment and engagement for the teams they serve. They are focused on finding innovative solutions to issues and promoting a culture in which the individual’s aspirations are recognized as contingent on the collective’s success.

Inclusion and Diversity Leadership in Health Care

Minority marginalization in the medical field is a persistent issue. This is evident in the COVID-19 vaccine adherence figures. While overall, COVID-19 vaccine aversion was 26.3 percent among adults, it was 41.6 percent among African Americans and Hispanics 30.2 percent (Hoseinpour et al., 2020). Minority communities are more resistant to misinformation, medical mistrust fueled by racism, personal beliefs about immunizations, and safety issues (Tan, 2019). In a highly competitive healthcare system, organizations must provide accessible, affordable, responsive, ethical care that respects individual preferences, needs, and beliefs. When considering workplace diversity, many people consider ethnicity, gender, and color.

Diversity exists in terms of socioeconomic status, gender identity, religious beliefs and political leanings. In my job, I promote an inclusive culture by distributing duties equitably and without bias. This is evident even in those who are reluctant to seek work but are capable of doing so if given the chance. I try to be open to all claims of discrimination while also standing firm against bad behavior. Due to differing traditions, opinions, beliefs, and thoughts, workplace cultural diversity may increase the likelihood of interpersonal conflicts. I also believe that these distinctions can help spark new ideas and initiatives, especially in times of crisis. During a recent heat wave, my organization’s ER was overwhelmed with patients, most of whom were urgent. Finding ways to treat urgent cases so they could be classified as non-urgent freed up health workers to adequately treat emergent conditions at the emergency unit.

Southeast Asian treatment team members at AB Group (my workplace) proposed new ideas, recommending simple procedures for decreasing thermoregulation in their own regions, which are much warmer. The care staff adopted this strategy, resulting in a significant decrease in urgent cases. Based on these and other examples, I believe the benefits of a diverse workplace culture outweigh the disadvantages. AB Group adheres to the Federal Guidelines for Linguistically and Culturally Acceptable Services in Healthcare. AB Group offers bachelor’s degree programs for minorities to train future healthcare providers. It offers quarterly team and leadership training to ensure culturally appropriate practices and policies. My team’s goals and policies are incorporated into the organization’s operations and planning.

Model of Scholar-Practitioners Leadership in Health care

Scholar-practitioners are vital in health care, especially when it comes to improving health outcomes and organizational success. Practitioners and Researchers value different identities and roles, which promotes a divide between research and practice in discussions about improving care quality. That is, researchers’ methodologies are spread among practitioners without much thought to the serious implications of their use. By interpreting and translating new theories and research for clinicians, scholar-practitioners bring scholars and theorists to practical issues.

Scholar specialists must be able to think critically in order to be effective. Professional standards outcomes can be reinforced by critical thinking (Turner et al., 2019). It enables scholar-practitioners to derive innovative and efficient interpretations of their daily routines by providing layered conceptual frameworks with linked ideas. A scholar-practitioner should be able to identify, discuss, and apply effective patient care methods. To gain this knowledge, a scholar-practitioner keeps abreast of academic discussions with team members. They know how to work together to create an environment rich in educational resources and innovative intervention programs aimed at improving care quality and well-being.

Conclusion

Leadership in healthcare systems takes on a variety of forms. I employ a participative style of leadership because it empowers individual team members to take the initiative when necessary. It is critical for a leader to abide by a solid set of moral principles in facilitating honesty and integrity among group members in a healthcare system. A leader must nurture an inclusive and diverse work environment in order to effectively serve all demographic variables. Effective leaders must also be scholars who interpret new theories and research for professionals and deliver practical issues to the attention of scholars and theorists, safeguarding high-quality patient performance and the satisfaction of the stakeholders.

References

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