Transformative Leadership and Organizational Culture
The leadership style present and the team members’ attitude toward realizing the organization’s mission and vision determine an organization’s success. Each company has a distinct culture that its employees have grown accustomed to and identify with, making them unique. I previously held the position of a registered nurse in a hospital, where I had the exceptional opportunity to learn about organizational culture and transformational leadership firsthand. Corporate culture refers to the shared values, beliefs, and practices that influence how people behave and think within an organization. Transformational leadership is a leadership style that emphasizes inspiring and motivating followers to achieve their full potential. In this paper, I will discuss how these ideas were used in the hospital workplace and how they affected the organization’s overall performance and success.
Transformational leadership is central to nursing because it influences patient outcomes, employee satisfaction, and safety culture. Transformational nurses first provide nursing care, then communicate effectively and become effective role models; such leaders are motivating and empowering. Furthermore, these leaders must possess charisma, inspiration, intellectual thinking, and individual attention (Durmuş, 2020).
I had the privilege of working under a nurse in charge, Miss Ella Thompson, a transformational leader who significantly impacted my personal and professional development as a registered nurse. I worked in the pediatric department. She always made an effort to mobilize additional efforts from us, the staff members, emphasizing change by articulating a vision of creating a positive difference in the nursing profession to us. I believe she was a transformational leader. According to Scandura & Meuser (2022), Miss Ella displayed several essential transformational leadership characteristics.
First and foremost, she exemplified idealized influence by consistently upholding high ethical standards and integrity in her clinical practice. She was a good role model for the team, and she also expressed genuine care and concern for the well-being of the team members and was always willing to listen and support when needed. As a result, the team always looked up to and admired her. He motivated us to work toward achieving his compelling vision of enhancing nursing practice standards by clearly communicating it to us. She pushed him to be creative and innovative, and he was open to new perspectives and ideas from the team. Also, my manager was good at intellectual stimulation because she made us think critically and encouraged us to think of new ways to solve problems. She cultivated a culture of learning climate where colleagues were urged to foster their abilities and information constantly. It was made possible by offering staff members weekly continuous medical education sessions to refresh their knowledge of pediatric condition management and a flexible work schedule for staff members to advance their education. She also gave us regular praise and feedback for our accomplishments, which made us feel better and motivated. Lastly, she showed individual consideration by recognizing and appreciating each team member’s unique abilities and strengths. She provided growth and development opportunities tailored to each person’s requirements and goals.
In the hospital workplace, transformational leadership was evident. Colleagues were profoundly energetic and focused on giving quality patient consideration. The hospital’s leaders gave the team members a sense of purpose and meaning in their work, which led to more job satisfaction and engagement. The transformational leaders’ culture of collaboration and innovation resulted in improved patient outcomes and a favorable community reputation for the hospital.
Organizational Culture in the Hospital Workplace
An organization’s culture comprises a set of underlying presumptions and beliefs held by its employees and then developed and transmitted over time to address issues with external adaptation and internal integration. As a result, an employee’s dissatisfaction with the organization or company will affect their feelings about their work and undoubtedly impact their performance. Organizational culture directly impacts employees’ motivation to do their jobs (Arif et al., 2019). It is because it will encourage employees to work and make them enjoy doing so, leading to more extended work periods. Organizational culture also directly impacts job satisfaction because it provides comfort, as habits developed at work can result in job satisfaction.
The organizational culture in the hospital where I worked was characterized by solid values and beliefs aligned with the organization’s overall mission and vision. The hospital’s mission statement was to provide compassionate and high-quality patient care. The picture was to be a leading hospital providing patients with the best preventive, curative, and rehabilitative services. Patients’ needs and preferences were prioritized in the hospital’s culture of patient-centered care. Team members were encouraged to go above and beyond to meet the needs of patients and their families and were trained to provide compassionate care.
Additionally, the hospital emphasized a safety-oriented culture and ongoing improvement. Colleagues were urged to recognize and report potential dangers, and the managers ensured the issues were addressed. An instance of this would be when an employee alerted the hospital maintenance team to the threat posed by the defective blood pressure equipment. They responded and rectified it as soon as they could. Team members were encouraged to voice their concerns or suggestions for improvement in a culture of open communication. The hospital leaders paid close attention to the feedback that team members provided and took steps to implement changes based on that feedback. The hospital’s culture celebrated diversity and inclusion. Colleagues from assorted foundations were regarded and esteemed for their exciting points of view and commitments. Team members collaborated on common objectives as the hospital’s leaders fostered a culture of mutual respect and cooperation. There was likewise a culture of acknowledgment and appreciation, where colleagues were recognized for their diligent effort and devotion to patient consideration.
Regular skill renewal and updating are necessary for healthcare professionals, and continuing education, also known as continued professional development (CPD), makes this possible (Mlambo et al., 2021). The hospital also had a culture of continuous learning and development. Staff members were provided regular training and development opportunities to enhance their clinical skills and stay updated with the latest medical advancements. The hospital also encouraged research and innovation, with options for staff members to participate in research projects and quality improvement initiatives. In addition, the hospital gave research grants to the team that came up with the best research proposal. Staff members were encouraged to think critically and develop innovative solutions to improve patient care and operational processes. The hospital had a culture of patient-centred care, where patients’ needs and preferences were prioritized. Team members were trained to provide compassionate care and were encouraged to go above and beyond to meet the needs of patients and their families.
The challenges that the organization faced despite the transformational leadership and positive organizational culture were an inadequate supply of equipment and the shortage of staff, which made the nurse-to-staff ratio less; hence excellent nursing care may only sometimes be applicable in some circumstances.
In conclusion, the transformational leadership style the ward in charge utilized kept the employees motivated. We were also constantly inspired and intellectually stimulated; as a result, the pediatric department was always among the best in delivering quality healthcare. The organization’s culture went ahead to help us build a brand such that the people in the community always felt safe to bring their children to the pediatric ward because they were assured of quality healthcare. Transformational leadership and positive organizational culture are significant steps toward achieving the organizational goals, mission, and vision. When utilized correctly, it can yield results and propel a company forward.
References
Arif, S., Zainudin, H. K., & Hamid, A. (2019). Influence of Leadership, Organizational Culture, Work Motivation, and Job Satisfaction of Senior High School Performance Principles in Medan City. Budapest International Research and Critics Institute-Journal (BIRCI-Journal), 2(4), 239–254.
Durmuş, S. Ç. (2020). Nursing: New Perspectives. BoD – Books on Demand.
Mlambo, M., Silén, C., & McGrath, C. (2021). Lifelong learning and nurses’ continuing professional development, a meta-synthesis of the literature. BMC Nursing, 20(1), 62. https://doi.org/10.1186/s12912-021-00579-2
Scandura, T. A., & Meuser, J. D. (2022). Relational Dynamics of Leadership: Problems and Prospects. Annual Review of Organizational Psychology and Organizational Behavior, 9(1), 309–337. https://doi.org/10.1146/annurev-orgpsych-012420-091249
Leadership in Crisis Management
Introduction
Many organizations operate in a volatile and complex environment wherein crises frequently occur. Effective crisis management planning teams are essential for companies to respond quickly and decisively when confronted with potentially catastrophic issues. These teams’ primary objective is to devise response strategies by crafting detailed plans that mitigate potential risks while enabling them to respond promptly to unforeseen problems. Each member must effectively manage crises through clear role allocations to achieve their goals. This paper aims to elucidate the strategy of allocating duties among individuals in the crisis management planning unit.
Role of Crisis Management Planning Team
One of the vital functions of organizations is being able to respond promptly to emergencies or unexpected events known as crises. Many entities form specialized groups to design and execute crisis-handling strategies to achieve this goal quickly and efficiently. Comprehending an enterprise’s culture, values, and goals is a key requirement for such crisis management planning team members (Vardarlıer 2016). Ideally, the group should comprise representatives from various departments like public relations, operations legal, human resources, and others responsible for specified contributions.
Delegating Responsibilities for Each Member
A successful crisis management planning team heavily relies on properly assigning responsibilities to its members, which demands a clear understanding among them about what is expected from their end and how they can add value towards achieving the objectives set out in the crisis management plan. The following are the key roles and responsibilities of each member of the crisis management planning team:
- Crisis Management Team Leader
Coordinating the activities of a crisis management team and achieving its objectives requires strong leadership skills and the ability to make prompt decisions under stressful conditions (Hoven et al., 2022). Additionally, the leader must maintain open communication with executive management and provide them with frequent updates on crisis planning progress.
- Crisis Management Coordinator
A well-designed crisis management plan can only succeed if an individual is capable enough to oversee its implementation – this individual is a qualified crisis management coordinator. Acting as an anchor for all response efforts, their primary duty involves ensuring that these actions align with their expectations under any given circumstance (Kapucu & Hu, 2016). To surmount obstacles effectively, they must possess mastery over resource allocation and logistics coordination skills and establish clear channels for communication with third-party emergency service providers.
- Crisis Communication Manager
Managing all communication efforts during a crisis requires the expertise of a competent crisis communication manager. The manager must ensure that accurate information is shared promptly with stakeholders while upholding the organization’s reputation before, during and after the incident (Moerschell & Novak, 2020). Coordination of effective cross-departmental processes and establishing comprehensive protocols for future engagement must remain essential responsibilities of this position.
The provision of sound legal advice and guidance falls within the purview of the legal advisor assigned to guide the crisis management team. In addition, ensuring compliance with all relevant laws and regulations remains their principal responsibility. Within this context, oversight regarding all communication relative to any potential crisis is also under their jurisdiction.
Practical measures aimed at guaranteeing employee safety amidst a crisis form part of responsibilities managed by an HR professional; compliance entailment maintaining full respect for labor regulations. The observation made by researchers indicates that an evident relationship is present between not getting an adequate amount of sleep and experiencing diminishing cognitive performance.
The IT manager should manage all technology-related activities during a crisis. The manager should coordinate technology resources, ensure critical IT systems remain operational during a crisis, and manage data security during and after a crisis (Boeke, 2018). The IT manager should also be responsible for developing contingency plans that outline how the organization will manage technology-related risks during a crisis.
The finance manager should manage the organization’s financial resources during a crisis, including developing and implementing strategies to ensure that the organization has adequate financial resources to respond to the crisis (Jiang, Ritchie & Verreynne, 2019). The finance manager should also manage the organization’s cash flow during the crisis.
During a crisis, the operations manager must oversee all operational activities. The operations manager’s prime responsibilities are coordinating operational resources, ensuring the continuity of the organization’s functioning during the crisis, and managing the logistics of response efforts. Furthermore, developing contingency plans outlining how the organization will operate during such situations also falls under their jurisdiction.
Conclusion
Finally, competent crisis management is important to the success of any firm. A crisis management planning team is critical to efficiently resolving crises. Each team member has distinct tasks and responsibilities critical to the team’s overall success. Delegating duties successfully guarantees that the organization can respond to possible crises efficiently and that the impact of the crisis on the organization is minimized. The team’s leader should coordinate the crisis management team’s operations, and each team member should understand their duties and responsibilities. Finally, excellent communication is required for effective crisis management. The crisis management planning team must be ready to communicate effectively with all stakeholders, including employees.
References
Boeke, S. (2018). National cyber crisis management: Different European approaches. Governance, 31(3), 449-464, https://onlinelibrary.wiley.com/doi/abs/10.1111/gove.12309
Hoven, M., Segers, M., Gevers, J., & Van den Bossche, P. (2022). Leader airtime management and team effectiveness in emergency command and control (EMCC) teams. Ergonomics, (just-accepted), 1-23, https://www.tandfonline.com/doi/abs/10.1080/00140139.2022.2157493
Jiang, Y., Ritchie, B. W., & Verreynne, M. L. (2019). Building tourism organizational resilience to crises and disasters: A dynamic capabilities view. International Journal of Tourism Research, 21(6), 882-900, https://onlinelibrary.wiley.com/doi/abs/10.1002/jtr.2312
Kapucu, N., & Hu, Q. (2016). Understanding multiplexity of collaborative emergency management networks. The American Review of Public Administration, 46(4), 399-417, https://journals.sagepub.com/doi/pdf/10.1177/0275074014555645
Moerschell, L., & Novak, S. S. (2020). Managing crisis in a university setting: The challenge of alignment. Journal of Contingencies and Crisis Management, 28(1), 30-40, https://onlinelibrary.wiley.com/doi/abs/10.1111/1468-5973.12266
Vardarlıer, P. (2016). Strategic approach to human resources management during crisis. Procedia-Social and Behavioral Sciences, 235, 463-472, https://www.sciencedirect.com/science/article/pii/S1877042816315919
Diverse Team Management
Abstract
ATD Systems, Inc., a Kingston, New York video game developer, recently hired Roy Throne as team leader. This essay analyzes the challenges of managing a diverse team with different backgrounds and personalities. The piece highlights the team’s diverse backgrounds and Throne’s possible challenges. The paper also suggests creating a team culture that promotes productivity and inclusivity by recognizing and using each team member’s talents to achieve goals. The essay lists major and minor issues, including the team leader’s inexperience managing a diverse team, the manager’s discriminatory behavior and inappropriate comments, and some team members’ problems that could impact their work performance or cause conflicts. The essay notes that these issues may affect the team’s psychosocial and technical dynamics, lowering output and performance. Leaders must recognize and overcome their biases and assumptions to build team trust and respect.
Situation
The case study portrays Roy Throne, the recently appointed team leader at ATD Systems, Inc., a video game development enterprise in Kingston, New York. Tim Richardson, the manager of Throne, acquaints him with the team members who are engaged in developing a game centered on political machinations and warfare during the medieval era. The team comprises a diverse group of individuals with varying backgrounds and characteristics. Donna, a proficient and attractive woman, possesses technical skills and enjoys listening to music. Bob, who has tattoos and a Mohawk haircut, lacks a college education and spends much of his free time playing computer games. Amir, a reserved and skilled programmer, wears a turban and is in the process of obtaining U.S. citizenship, hailing from India, Pakistan, or Iran. Omari, an African-American, is reflective and responsible for documenting bug reports. Kyoko, a meticulous woman from Japan, excels in software quality.
Gina, a single mother of two, frequently leaves work to pick up her children from school. Jack, a seasoned developer with the company since its inception, is a voice of historical knowledge. Maria, a Mexican woman who uses a wheelchair, has experienced a drive-by shooting. Joan, a divorced woman, distrusts men and has a teenage son who struggles with drug addiction. Finally, Ken, a minister, actively seeks to convert others and has served in the military. The case study illustrates the heterogeneous backgrounds of the team members and the potential difficulties that the newly appointed team leader may encounter due to these differences. The team leader’s superior, Tim, appears to hold preconceived biases toward certain team members based on race, ethnicity, and physical appearance.
Furthermore, Tim appears to possess insufficient comprehension regarding certain team members’ situations, such as Joan’s challenges in coping with her offspring’s substance abuse. The central argument of this case study posits that effectively managing a team of individuals with diverse backgrounds and perspectives can present difficulties. However, it is crucial to establish a team culture that fosters productivity and inclusivity by recognizing and utilizing the unique strengths of each team member to attain shared objectives (Duchek et al., 2020; Hao & Han, 2022). Identifying and comprehending the distinctions among team members is a crucial aspect. However, it is equally imperative to concentrate on their common goals and concerns to cultivate cooperation and harmonious interaction within the team (Budur, 2020; Roberson & Perry, 2022). Leaders must acknowledge their biases and assumptions and take necessary measures to overcome them to establish trust and respect among their team members. Through this approach, leaders can develop a conducive setting wherein all individuals are esteemed, regarded, and inspired to make meaningful contributions towards the collective triumph of the team.
Problems
Major Problems
Major Problem 1
The team leader, Roy Throne, must gain experience managing a diverse team with different backgrounds and personalities.
Major Problem 2
The team’s manager, Tim Richardson, is biased and has made inappropriate comments about the team members’ diversity, which could lead to a toxic work environment.
Minor Problems
Minor Problem 1
The team’s composition is imbalanced, with some team members selected based on gender or race rather than their qualifications.
Minor Problem 2
Some team members have personal issues that could affect their work performance or create conflicts.
Causes
Causes for the Major Problems
Causes for Major Problem 1
Due to his limited exposure and previous background, Roy Throne must gain experience managing a diverse team with different backgrounds and personalities. He just graduated from a major university in New York City and may have yet to have the chance to lead diverse teams.
Causes for Major Problem 2
Tim Richardson’s bias and inappropriate comments about the team members’ diversity could lead to a toxic work environment. This could be due to his beliefs, the need for more awareness, or inadequate training on diversity and inclusion.
Causes for the Minor Problems
Causes for Minor Problem 1
Some team members were selected based on their gender or race rather than their qualifications, leading to an imbalanced team composition. This could be due to management’s focus on meeting diversity quotas rather than selecting the most qualified individuals.
Causes for Minor Problem 2
Some team members have personal issues that could affect their work performance or create conflicts, such as Joan’s trust issues or Gina’s frequent absences due to her children’s sickness. These issues could be due to factors outside of work, such as personal problems or family responsibilities.
Systems Affected
Structural Issues
The team’s composition is imbalanced, with some team members selected based on gender or race rather than their qualifications. This affects the Structural system as the team’s structure is not based on merit, qualification, or expertise. Generally speaking, a company’s structure is critical in determining its success. The number of managerial tiers and the communication patterns between departments are governed by organizational structure. Lackluster communication and bloated administration are two issues arising from the poor organizational structure. Inadequate organizational structure hinders the development of collaborative efforts among team members. Interdepartmental collaboration may be hampered by reluctance or incapacity, and intra-departmental solidarity may be lacking among personnel. Workers can prioritize their tasks and only provide aid to their colleagues if instructed to do so by a superior.
Psychosocial Issues
The team leader, Roy Throne, must gain experience managing a diverse team with different backgrounds and personalities. The major problem of the team leader’s lack of experience in managing a diverse team with different backgrounds and personalities affects the psychosocial dynamics of the team, as he may need help understanding or managing conflicts arising from differences in personalities and backgrounds. The team manager’s inappropriate comments about the team members’ diversity, which could lead to a toxic work environment, also affect the psychosocial dynamics of the team, as it creates a hostile work environment for team members (Kamales & Knorr, 2019). It is crucial to differentiate between psychosocial hazards, such as an overwhelming workload, and work circumstances that, while stimulating and occasionally demanding, offer a supportive work atmosphere where employees are adequately trained and motivated to perform to the best of their abilities when assessing job requirements. An optimal psychosocial milieu fosters positive outcomes regarding individual growth, work productivity, and employees’ overall health and wellness.
Technical Issues
The major technical issue that the company can face includes but is not limited to; writing software, bug reports, and fixing bugs. The issues mentioned earlier can be caused by; the imbalanced team composition, insufficient women, and lack of knowledge of certain team members. Generally speaking, to maintain competitiveness within the global economy, businesses must adjust to a constantly evolving environment to cater effectively to the demands of their clientele. Maintaining competitiveness necessitates ongoing organizational evolution and implementation of process and technological modifications to achieve a competitive advantage over rivals. Organizations must develop proficiency in assimilating novel technology and effectively addressing the obstacles accompanying such changes. Organizational alterations of this kind have the potential to yield substantial advantages, yet they may also pose several obstacles that require effective management to achieve a favorable result. Challenges may arise when organizations endeavor to implement technology without adequate management and training for their personnel.
Managerial Issues
The major problem of the team leader’s lack of experience in managing a diverse team with different backgrounds and personalities affects the organizational dynamics of the team, as he may need to be able to lead the team effectively, resulting in lower productivity and performance. The team manager’s inappropriate comments about the team members’ diversity, which could lead to a toxic work environment, also affect the organizational dynamics of the team, as it creates an unprofessional and hostile work environment.
In certain instances, personnel may experience a decline in their collaborative efforts as a result of dedicating a significant amount of time to accomplishing tasks independently. To reinstate effective collaboration, managers should revisit the fundamental objectives of a given project. It is a common phenomenon that managers who invest their time in recognizing their team’s contributions and providing a clear understanding of the objectives of their work tend to witness a rise in the motivation levels of their team members. It may be beneficial to allocate team members into pairs to facilitate collaboration on a designated project. Incorporating team-building exercises is a practical approach to fostering improved collaboration and cooperation among team members. The activities should be tailored to address the specific challenges encountered by your team. If individuals require further acquaintance with one another, it is recommended to prioritize the establishment and cultivation of interpersonal connections. In summary, managers responsible for supervising teams often encounter various obstacles to productivity and communication. Identifying and effectively tackling these obstacles can enhance a manager’s self-assurance and aptitude in guiding a group.
Goals and Objectives
The team composition being imbalanced, with some team members selected based on their gender or race rather than their qualifications, could potentially affect the achievement of the organization’s goals and objectives, as it may lead to lower productivity and performance in developing video games, meeting deadlines, and completing projects. Goals fulfill various functions: Establishing goals provides guidance and direction to all stakeholders, indicating the organization’s intended path. Individuals who coordinate planning and actions can comprehend the significance of individual objectives in achieving the company’s overall mission from a holistic perspective. Employee motivation can be enhanced by providing them with a clear understanding of the underlying purpose of their actions. Moreover, objectives can be associated with particular incentives for achievement. The establishment of goals enables organizations to monitor and regulate their processes effectively. This, in turn, facilitates process control and aids in measuring progress. Moreover, managers can assess the efficacy of employees in achieving objectives.
Alternatives
ATD Systems, Inc. needs help managing its diverse team. The team leader Roy Throne needs to gain experience working in a group with diverse backgrounds and personalities. In contrast, the team manager Tim Richardson is biased and has made inappropriate comments about the team’s diversity, leading to a toxic work environment. The team’s composition could be more balanced, and some members have personal issues that can affect their work performance or create conflicts. This part of the essay will explore alternative solutions to address these problems.
First Alternative
The first alternative solution is hiring a consultant specializing in managing diverse teams. The consultant can train Roy Throne and other team members to understand and appreciate each other’s backgrounds and cultures. They can also teach them how to resolve conflicts that arise from these differences (Liu et al., 2021). This solution can help the team leader gain more experience in managing a diverse team and improve the overall psychosocial dynamics of the group.
Second Alternative
Another solution is to provide diversity and inclusion training to all team members. This training can help team members understand each other’s backgrounds, cultures, and perspectives. It can also help them to communicate effectively and respectfully with each other. This solution can help address the team manager’s inappropriate comments about the team’s diversity, leading to a toxic work environment (Budur, 2020). This solution helps to balance the team’s composition and helps to resolve conflicts that arise due to personal issues.
Third Alternative
A third alternative solution is to create a committee or team within the organization that focuses on diversity and inclusion. This committee or group can develop policies and procedures that promote diversity and inclusion in the workplace. They can also monitor the team’s composition and ensure that team members are selected based on their qualifications rather than their gender or race. This solution can help to address the structural issue of the team’s composition and can also help to prevent biases and inappropriate comments in the workplace.
Fourth Alternative
The fourth alternative solution is to do nothing. Sometimes problems go away independently, which may be the case in this situation. However, this solution is not recommended as it may negatively impact the team’s performance, leading to decreased productivity and an inability to achieve organizational goals and objectives.
Fifth Alternative
The fifth alternative solution is to offer flexible working hours or remote work options to team members with personal issues that affect their work performance or create conflicts within the team. This solution can help team members balance their work and personal lives, leading to better job satisfaction and performance.
Sixth Alternative
The sixth and final alternative solution is to hire a new team leader with experience managing a diverse team. This solution can help address the team leader’s need for experience working with a diverse group with different backgrounds and personalities (Liu et al., 2021). The new team leader can provide guidance and leadership to the team and can improve the team’s organizational dynamics.
In conclusion, ATD Systems, Inc. can address its problems by managing a diverse team through several alternative solutions. These include hiring a consultant, providing diversity and inclusion training, creating a committee or group, doing nothing, offering flexible working hours or remote work options, and hiring a new team leader. It is essential to address these problems promptly to ensure the team’s productivity and to achieve the organization’s goals and objectives.
Solution
Solution Selected
The solution selected is the second alternative – to provide diversity and inclusion training to all team members.
Justification for the Solution Selected
Providing diversity and inclusion training to all team members can help the team leader and other team members understand each other’s backgrounds, cultures, and perspectives. It can also help them communicate effectively and respectfully with each other. This solution can address the team manager’s inappropriate comments about the team’s diversity, leading to a toxic work environment. Moreover, diversity and inclusion training can help balance the team’s composition and resolve conflicts arising from personal issues.
The other alternatives also have their merits, but providing diversity and inclusion training to all team members is the most effective solution to benefit the team in the long run. Hiring a consultant to manage diverse groups or create a committee within the organization may also be helpful (Budur, 2020). Still, these solutions can be more costly and take more time to implement. Offering flexible working hours or remote work options may benefit individual team members but may not address the team’s lack of diversity and inclusion. Hiring a new team leader with experience managing a diverse team may also be helpful. Still, it may not be necessary if the current team leader can improve their leadership skills with diversity and inclusion training. Doing nothing is not recommended as it may negatively impact the team’s performance, leading to decreased productivity and an inability to achieve organizational goals and objectives.
Ramifications
Electing the solution of providing diversity and inclusion training to all team members can have both positive and negative ramifications. Positive ramifications may include but are not limited to improved understanding and awareness of diversity and inclusion among team members: Greater respect and empathy towards colleagues from diverse backgrounds. Improved communication and collaboration among team members: Reduced workplace discrimination and bias incidents: Increased employee satisfaction and retention.
Nonetheless, it is imperative to acknowledge the possible adverse consequences that require contemplation, such as the likelihood of encountering opposition from certain team members towards the training. This could result in reduced levels of engagement and participation. The efficacy of training is constrained in the absence of proper design and efficient delivery (Liu et al., 2021). The training may be perceived as a simple measure aimed at fulfilling a requirement rather than a sincere attempt to enhance diversity and inclusivity (Budur, 2020). If the training is not carefully designed and delivered, there is a risk that it may perpetuate stereotypes or biases.
Notably, offering diversity and inclusion training may only effectively resolve some fundamental concerns within the team or the organization. It is imperative to adopt a comprehensive approach that entails tackling policies and procedures that sustain disparities and fostering diversity and inclusivity across all echelons of the institution. In brief, implementing diversity and inclusion training for all team members can yield favorable outcomes for both the team and the organization. However, it is crucial to meticulously evaluate any possible adverse consequences and adopt a comprehensive strategy to tackle concerns about diversity and inclusion.
Conclusion
In conclusion, the case study of Roy Throne and the ATD Systems team highlights the challenges of managing a diverse group with varying backgrounds and personalities. The team’s composition is imbalanced, with some members selected based on gender or race rather than their qualifications. The lack of experience of the team leader, Roy Throne, in managing a diverse team can lead to conflicts arising from differences in personalities and backgrounds. The team manager, Tim Richardson, ‘s inappropriate comments about the team members’ diversity could create a toxic work environment. Moreover, certain team members possess personal concerns that may impede their productivity or give rise to interpersonal discord. To surmount these obstacles, it is imperative to cultivate a team culture that promotes inclusiveness by acknowledging and leveraging the distinct capabilities of each team member to achieve common goals (Budur, 2020; Kania et al., 2022). Leaders must recognize their inherent biases and assumptions and undertake appropriate actions to surmount them to foster trust and admiration within their team. This approach will develop a conducive setting wherein all individuals are esteemed, regarded, and inspired to make meaningful contributions towards the collective triumph of the group. Addressing these issues will help the team work cohesively and effectively, improving productivity and performance.
References
Budur, T. (2020). Effectiveness of transformational leadership among different cultures. International Journal of Social Sciences & Educational Studies, 7(3), 119-129. http://eprints.tiu.edu.iq/390/
Duchek, S., Raetze, S., & Scheuch, I. (2020). The role of diversity in organizational resilience: a theoretical framework. Business research, 13(2), 387-423. https://link.springer.com/article/10.1007/s40685-019-0084-8
Liu, Z., Venkatesh, S., Murphy, S. E., & Riggio, R. E. (2021). Leader development across the lifespan: A dynamic experiences-grounded approach. The Leadership Quarterly, 32(5), 101382. https://www.sciencedirect.com/science/article/pii/S1048984320300096
Kamales, N., & Knorr, H. (2019). Leaders with managing cultural diversity and communication. Asia Pacific Journal of Religions and Cultures, 3(1), 63-72. https://so06.tci-thaijo.org/index.php/ajrc/article/view/242052
Roberson, Q., & Perry, J. L. (2022). Inclusive leadership in thought and action: A thematic analysis. Group & Organization Management, 47(4), 755-778. https://journals.sagepub.com/doi/pdf/10.1177/10596011211013161
Kania, J., Williams, J., Schmitz, P., Brady, S., Kramer, M., & Juster, J. S. (2022). Centering equity in collective impact. Stanford social innovation review, 20(1), 38-45. https://ncimpact.sog.unc.edu/wp-content/uploads/sites/1111/2022/02/Centering-Equity-Collective-Impact-Winter-2022.pdf
Hao, S., & Han, P. (2022). The moderating roles of trust and felt trust on the relationship between proactive personality and voice behavior. Management Decision, (ahead-of-print). https://www.emerald.com/insight/content/doi/10.1108/MD-04-2021-0444/full/html
The Role of Nurse Leadership in Maintaining Quality of Care, and Factors Impacting on Care Quality
Introduction
The role of the nurse leader is crucial in sustaining and contributing to the quality of care in healthcare settings. According to Moran et al. (2023, p.7), nurse leaders play a critical role in ensuring that patient care is safe, effective, and efficient by establishing and maintaining high standards of practice and providing guidance and support to their staff. Effective nurse leadership can significantly impact the quality of care provided to patients. Good leaders can inspire and motivate their team members, promote a culture of continuous improvement, and ensure that all staff members are held accountable for providing high-quality care (Moran et al., 2023, p.10). They can also foster a culture of open communication and collaboration among team members, leading to better patient outcomes. On the other hand, ineffective nurse leadership can have negative consequences on the quality of care provided. Poor leaders can undermine staff morale, fail to provide adequate guidance and support, and contribute to a culture of blame and mistrust. Younas and Quennell. (2019, p.540) say this can lead to staff burnout, high turnover rates, and ultimately, compromise the quality of care provided to patients. Effective leadership can significantly impact the quality of care provided, while ineffective leadership can compromise the quality of care and lead to negative consequences (Younas and Quennell., 2019, p.542). This paper will discuss the role of the nurse leader in sustaining and contributing to the quality of care, including the potential impact on care quality of effective or ineffective leadership, identify and critically explore approaches to managing risk within healthcare, and evaluate the potential wider impacts of organizational influence, politics, policy, or economics on quality of care and health outcomes.
The Role of Nurse Leadership
Part 1
Nurse leaders play a critical role in sustaining and contributing to the quality of care in healthcare settings. According to Wakibi et al. (2021, p.135), they are responsible for ensuring that the highest level of care is provided to patients by guiding and supporting the nursing staff in their daily activities. Effective leadership in nursing has been linked to better patient outcomes, increased job satisfaction among nurses, and improved organizational performance (Wakibi et al., 2021, p.138).
There are many ways in which nurse leaders can contribute to and sustain the quality of care:
Establishing and Maintaining Standards
Nurse leaders should work with other healthcare professionals to establish and maintain standards of care for patients. Smith (2019, p.21) says they should ensure that all staff members are aware of the standards and are trained to adhere to them. Nurse leaders play a critical role in establishing and maintaining standards of care that ensure high-quality patient outcomes. Standards of care are established guidelines defining the expected performance and quality level for healthcare providers, including nurses. Nurse leaders can contribute to and sustain the quality of care by establishing and maintaining standards by developing policies and procedures, monitoring performance, implementing quality improvement initiatives, providing education and training, and collaborating with other healthcare providers (Smith 2019, p.24).
Encouraging Evidence-Based Practice
Nurse leaders should encourage their staff to use evidence-based practices to provide the best possible care for their patients. According to Butts and Rich (2021, p.14), this means staying up-to-date on the latest research and guidelines and promoting the use of best practices in patient care. Nurse leaders play a critical role in ensuring the delivery of high-quality patient care. One way they can contribute to and sustain the quality of care is by encouraging evidence-based practice (EBP) among their nursing staff. EBP involves using the best available evidence, clinical expertise, and patient preferences to guide nursing care and decision-making (Butts and Rich 2021, p.17).
Nurse leaders can encourage and sustain evidence-based practice by promoting a culture of inquiry. They can encourage nurses to ask questions and seek out the best available evidence to guide their practice. Heinen et al. (2019, p.2378) argue that this can be done by fostering a culture of inquiry, where nurses are encouraged to ask questions, challenge assumptions, and seek out the best available evidence.
Consequently, they can provide education and training. Nurse leaders can provide education and training to their nursing staff on how to find, critically appraise, and apply evidence to their practice. This can be done through workshops, in-services, or online training programs (Heinen et al., 2019, p.2382). Nurse leaders can encourage and sustain evidence-based practice by incorporating EBP into policies and procedures, supporting nursing research, and using data to drive decision-making.
Ensuring Staff Competency
Nurse Leaders should ensure that their staff members have the necessary knowledge and skills to provide high-quality care. According to Heinen et al. (2019, p.2388), this involves ongoing education and training and regular performance evaluations to identify areas where improvement is needed. Nurse leaders play a crucial role in ensuring the quality of care provided by their organization by ensuring that their staff is competent and able to provide safe and effective care (Heinen et al., 2019, p.2392). Competency is the ability of an individual to perform their job responsibilities to the required standard, and it is essential to ensure that all staff members have the necessary knowledge, skills, and attitudes to provide high-quality care.
To contribute to and sustain the quality of care by ensuring staff competency, nurse leaders can develop clear job descriptions and performance expectations. Warshawsky et al. (2019, p.249) say nurse leaders can ensure that job descriptions for each staff member are clear and specific, outlining their roles and responsibilities and the expected performance standards. Clear performance expectations help staff members to understand what is required of them and ensure they are competent in their roles. Other ways to contribute and sustain the quality of care through staff competency include providing ongoing education and training, conducting regular performance evaluations, offering mentorship and support, and encouraging a culture of continuous improvement (Warshawsky et al., 2019, p.252).
Supporting Staff
Nurse leaders should provide support and resources to their staff members to help them manage their workload and cope with the challenges of providing care. According to Hofmeyer et al. (2021, p.298), this includes offering emotional support, stress management resources, and professional growth and development opportunities. Nurse leaders play a critical role in contributing to and sustaining the quality of care by supporting their staff. Quality of care can be defined as the degree to which healthcare services meet the needs and expectations of patients and are consistent with current professional knowledge (Hofmeyer et al., 2021, p.301).
Nurse leaders can support staff to maintain and improve the quality of care by fostering a culture of continuous learning and improvement (Wei et al., 2019, p.681). Nurse leaders can support staff in their ongoing learning and development by providing training and resources, encouraging participation in professional development activities, and creating opportunities for staff to collaborate and share knowledge with their colleagues. This continuous learning and improvement culture can help ensure that staff stays up-to-date with the latest research and best practices in their field, which can directly improve the quality of care provided to patients (Wei et al., 2019, p.683).
The other ways nurses can support staff to maintain and improve quality care include providing adequate staffing levels, supporting staff well-being, encouraging open communication and collaboration, and recognizing and celebrating successes (Miles et al.,2019, p.5). Overall, nurse leaders play a crucial role in contributing to and sustaining the quality of care by supporting their staff. Nurse leaders can help ensure that staff is empowered to provide their patients with the highest quality of care possible.
The impact of effective or ineffective leadership can be significant in terms of patient outcomes and staff morale. According to Miles et al. (2019, p.8), when nurse leaders are effective, they can motivate and empower their staff to provide high-quality care and improve patient outcomes. Effective leaders can also help reduce staff turnover and improve job satisfaction, leading to better patient care. On the other hand, ineffective leadership can have the opposite effect. When nurse leaders are unable to inspire their staff or provide adequate support and resources, staff members may become disengaged and demotivated (Miles et al., 2019, p.11). This can lead to reduced quality of care, increased staff turnover, and decreased patient satisfaction.
Part 2
Risk management is a critical aspect of healthcare that involves identifying, assessing, and managing potential risks or adverse events that could affect patient safety, healthcare professionals, and healthcare organizations (Cummings et al., 2021, p.103). There are several approaches to managing risk within healthcare, which can be broadly classified into proactive and reactive approaches.
Proactive Approaches
Proactive approaches aim to prevent or reduce the likelihood of adverse events from occurring in the first place. According to Cummings et al. (2021, p.105), these approaches include risk assessment in which healthcare organizations conduct risk assessments to identify potential risks or hazards and evaluate the likelihood and severity of adverse events. Quality improvement holds that healthcare organizations implement quality improvement initiatives to identify areas for improvement in patient care processes, reduce errors, and enhance patient safety. Staff training and education ensures that healthcare organizations provide staff with the necessary training and education to enhance their skills and knowledge, reduce errors, and improve patient safety (Liu 2019 p.73). Standardization and protocols ensure that healthcare organizations develop standardized protocols for clinical processes and procedures to ensure consistency and reduce errors.
Reactive Approaches
Reactive approaches aim to manage adverse events after they occur. These approaches include incident reporting and investigation, in which healthcare organizations encourage staff to report incidents, near misses, or adverse events and conduct investigations to identify the root causes and develop strategies to prevent recurrence (Liu 2019, p.75).
Root cause analysis ensures that healthcare organizations use root cause analysis to identify the underlying causes of adverse events and develop strategies to prevent a recurrence. According to Chaimowitz et al. (2020, p.33), disclosure and apology ensure that healthcare organizations implement policies and procedures for disclosing adverse events to patients and their families, providing them with information and support, and offering apologies when appropriate. Litigation management supports healthcare organizations in managing litigation related to adverse events by working with legal counsel and insurance providers to resolve claims and implement strategies to prevent future events (Chaimowitz et al., 2020, p.36). Overall, a comprehensive risk management program in healthcare incorporates both proactive and reactive approaches to ensure patient safety and minimize the likelihood and impact of adverse events.
Risk management within healthcare refers to the process of identifying, assessing, and managing potential risks or adverse events that could affect patient safety, healthcare professionals, and healthcare organizations. Moran et al. (2023, p.11) hold that the healthcare industry is inherently complex and involves many interconnected systems and processes, which can increase the likelihood of errors, adverse events, and other risks. Risk management aims to minimize the likelihood and impact of these risks by implementing strategies to prevent or mitigate them. There are several key components involved in risk management in healthcare, such as risk identification which involves identifying potential risks or hazards that could affect patient safety or the functioning of healthcare organizations (Younas and Quennell., 2019, p.550). This can include patient care processes, medical equipment, staff training, competence risks, and organizational policies and procedures.
The other component is risk assessment. Once potential risks have been identified, they must be assessed to determine their likelihood and potential impact on patients, healthcare professionals, and the organization (Wakibi et al., 2021, p.149). This can involve evaluating the severity of potential adverse events, the frequency of occurrence, and the likelihood of detection. The component of risk mitigation holds that strategies must be developed and implemented to prevent or mitigate potential risks. This can include improving clinical processes and procedures, providing staff training and education, implementing technology and equipment to enhance patient safety, and developing policies and procedures to minimize the likelihood of adverse events (Smith 2019, p.30). The other component is monitoring and evaluation. Risk management is an ongoing process that requires continuous monitoring and evaluation to ensure effective strategies and identify new risks that may emerge.
Therefore, effective risk management in healthcare is critical for ensuring patient safety, maintaining organizational performance, and minimizing the likelihood of adverse events (Butts and Rich 2021, p.24). By identifying and mitigating potential risks, healthcare organizations can improve their quality of care and enhance patient outcomes.
Risk mitigation refers to the process of identifying and implementing strategies to reduce the likelihood and impact of potential risks or adverse events (Heinen et al., 2019, p.2396). There are various approaches to risk mitigation in healthcare, including avoidance, reduction, transfer, and acceptance. Avoidance is about avoiding activities or situations that pose a significant risk. For example, a healthcare organization may decide to avoid using a particular medical device if it has a high risk of failure. Reduction involves reducing the likelihood or severity of a risk. For example, a healthcare organization may implement a training program to reduce the risk of medication errors by staff. Transfer means transferring the risk to another party. For example, a healthcare organization may purchase insurance to transfer the financial risk of a malpractice claim to an insurance provider. Acceptance involves accepting the risk and its potential impact (Warshawsky et al., 2019, p.257). For example, a healthcare organization may accept the risk of a patient developing a complication during surgery despite taking all necessary precautions.
There are also several risk mitigation tools that healthcare organizations can use to identify and manage potential risks, such as risk assessment tools, root cause analysis, clinical decision support systems, incident reporting systems, and checklists and protocols. According to Hofmeyer et al. (2021, p.310), risk assessment tools can help healthcare organizations identify potential risks and assess their likelihood and impact. Root cause analysis helps healthcare organizations identify the underlying causes of adverse events and develop strategies to prevent a recurrence. Clinical decision support systems provide healthcare professionals with real-time guidance and alerts to help prevent errors and adverse events. Incident reporting systems are systems that allow healthcare professionals to report incidents, near misses, or adverse events, which can help healthcare organizations identify potential risks and develop strategies to prevent recurrence (Wei et al., 2019, p.688). Checklists and protocols are tools that can help standardize clinical processes and procedures to ensure consistency and reduce the likelihood of errors or adverse events.
Patients/Service Users
Patients/service users are the primary focus of risk management in healthcare. Miles et al. (2019, p.15) say risk management decisions that affect patients can significantly impact their safety and well-being. For example, decisions related to medication management or infection control can directly impact patient outcomes. When evaluating the potential impact of risk management decisions on patients, healthcare organizations must consider their potential benefits and harms and ensure that they prioritize patient safety (Cummings et al., 2021, p.110).
Individual Staff
Risk management decisions can also have an impact on individual staff members. For example, decisions about staffing levels or workload can affect staff stress and burnout, ultimately impacting patient care (Liu 2019, p.80). When evaluating the potential impact of risk management decisions on individual staff members, healthcare organizations must consider the potential effects on staff morale, well-being, and job satisfaction.
Teams
Risk management decisions can also impact healthcare teams as a whole. For example, decisions related to communication or team structure can impact team dynamics and collaboration, which can ultimately impact patient care (Chaimowitz et al., 2020, p.40). When evaluating the potential impact of risk management decisions on teams, healthcare organizations must consider the potential effects on team performance, morale, and effectiveness.
Healthcare Institution
Risk management decisions in healthcare can significantly impact the healthcare institution as a whole, including its financial performance, reputation, and ability to provide high-quality care. According to Moran et al. (2023, p.15), the potential impact of risk management decisions on the healthcare institution must be evaluated to ensure that decisions are made with the institution’s long-term interests in mind. On financial performance risk, management decisions can impact the financial performance of the healthcare institution. When evaluating the potential impact of risk management decisions on the healthcare institution’s financial performance, healthcare organizations must consider the potential costs and benefits of these decisions and ensure that they prioritize the institution’s financial sustainability (Liu 2019, p.85).
Risk management decisions can also impact the healthcare institution’s reputation. For example, patient safety or quality of care decisions can impact the institution’s reputation among patients, stakeholders, and regulatory bodies (Liu 2019, p.90). When evaluating the potential impact of risk management decisions on the healthcare institution’s reputation, healthcare organizations must consider the potential effects on patient trust, stakeholder confidence, and regulatory compliance.
Staff numbers/skill mix should be considered because risk management decisions can also impact the healthcare institution’s staffing levels and skill mix. For example, staff recruitment or training decisions can impact the institution’s ability to provide high-quality care (Chaimowitz et al., 2020, p.44). When evaluating the potential impact of risk management decisions on the healthcare institution’s staffing levels and skill mix, healthcare organizations must consider the potential effects on staff morale, productivity, and performance.
Hence, the potential impact of risk management decisions on patients/service users, individual staff, and teams must be carefully evaluated to ensure that decisions are made with their interests in mind. Healthcare organizations must prioritize patient safety and well-being while also considering the potential impact on staff and teams (Chaimowitz et al., 2020, p.49). Effective risk management in healthcare requires a proactive and collaborative approach that involves all stakeholders in decision-making processes.
Part 3
The potential wider impacts of organizational influence, politics, policy, or economics on quality of care and health outcomes in healthcare are significant. According to Bambra et al. (2019, p.36), these factors can influence the delivery of healthcare services and affect the quality of care that patients receive and their health outcomes. On organizational influence, the culture, leadership, and management of healthcare organizations can significantly impact the quality of care and health outcomes. For example, an organization with a strong culture of safety and quality may be more likely to prioritize patient safety and implement effective risk management practices (Bambra et al., 2019, p.38). Conversely, an organization with a culture that prioritizes financial performance over the quality of care may be more likely to cut corners and compromise patient safety.
Political factors can also impact the quality of care and healthcare outcomes (McCartney et al., 2019, p.e1). For example, changes in healthcare policies or regulations can impact the availability and accessibility of healthcare services, which can affect patient outcomes. Political factors can also influence the allocation of healthcare resources, which can impact patients’ quality of care. Healthcare policies can significantly impact the quality of care and health outcomes. For example, policies prioritizing value-based and patient-centered care may improve patient outcomes (McCartney et al.,2019, p.e4). Conversely, policies that prioritise cost containment over the quality of care may lead to compromised patient outcomes.
Economic factors can also impact the quality of care and healthcare outcomes (Wranik et al., 2019, p.550). For example, changes in healthcare funding or reimbursement models can impact the financial incentives for healthcare providers, which can affect the quality of care that patients receive. Economic factors can also influence the availability and accessibility of healthcare services, which can affect patient outcomes. As such, the potential wider impacts of organizational influence, politics, policy, or economics on quality of care and health outcomes in healthcare are significant. Healthcare organizations must consider these factors when making decisions that impact patients’ quality of care (Wranik et al., 2019, p.554).
Conclusion
Nurse leadership plays a critical role in maintaining the quality of care in healthcare organizations. As frontline caregivers, nurses are responsible for delivering safe and effective care to patients while creating and sustaining the conditions necessary for high-quality care delivery. Effective nurse leadership involves creating a culture of safety, promoting teamwork and collaboration, fostering continuous learning and improvement, and advocating for patient-centered care. Nurse leaders must also prioritize staff development and empowerment, providing support, feedback, and recognition to encourage excellence in nursing practice. However, several factors can impact the quality of care and can be a challenge to nurse leaders. These include staffing levels, workload, and skill mix issues, which can lead to burnout and compromise patient safety. Other factors that impact care quality include financial constraints, limited resources, and system-level challenges such as inefficiencies in care delivery processes. To maintain quality care, nurse leaders must work collaboratively with other healthcare professionals, policymakers, and regulatory bodies to identify and address these challenges. Nurse leaders must also prioritize data collection and analysis to identify improvement areas and measure the impact of quality improvement initiatives. Therefore, nurse leadership is essential for maintaining the quality of care in healthcare organizations. Effective nurse leaders must create a culture of safety, promote collaboration and continuous learning, and prioritize staff development and empowerment. However, nurse leaders must also address the challenges related to staffing, workload, and resources to ensure that patients receive safe and effective care.
References
Bambra, C., Smith, K.E. and Pearce, J., 2019. Scaling up: the politics of health and place. Social Science & Medicine, 232, pp.36-42.
Butts, J.B. and Rich, K.L., 2021. Philosophies and theories for advanced nursing practice. Jones & Bartlett Learning.
Chaimowitz, G.A., Mamak, M., Moulden, H.M., Furimsky, I. and Olagunju, A.T., 2020. Implementation of risk assessment tools in psychiatric services. Journal of Healthcare Risk Management, 40(1), pp.33-43.
Cummings, G.G., Lee, S., Tate, K., Penconek, T., Micaroni, S.P., Paananen, T. and Chatterjee, G.E., 2021. The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115, p.103842.
Heinen, M., van Oostveen, C., Peters, J., Vermeulen, H. and Huis, A., 2019. An integrative review of leadership competencies and attributes in advanced nursing practice. Journal of advanced nursing, 75(11), pp.2378-2392.
Hofmeyer, A. and Taylor, R., 2021. Strategies and resources for nurse leaders to use to lead with empathy and prudence so they understand and address sources of anxiety among nurses practising in the era of COVID‐19. Journal of clinical nursing, 30(1-2), pp.298-305.
Liu, H.C., 2019. Improved FMEA methods for proactive healthcare risk analysis (pp. 73-96). Singapore: Springer.
McCartney, G., Hearty, W., Arnot, J., Popham, F., Cumbers, A. and McMaster, R., 2019. Impact of political economy on population health: a systematic review of reviews. American journal of public health, 109(6), pp.e1-e12.
Moran, K.J., Burson, R. and Conrad, D., 2023. The doctor of nursing practice project: A framework for success. Jones & Bartlett Learning.
Miles, J.M. and Scott, E.S., 2019. A new leadership development model for nursing education. Journal of Professional Nursing, 35(1), pp.5-11.
Smith, M.C., 2019. Nursing theories and nursing practice. FA Davis.
Wakibi, S., Ferguson, L., Berry, L., Leidl, D. and Belton, S., 2021. Teaching evidence-based nursing practice: A systematic review and convergent qualitative synthesis. Journal of Professional Nursing, 37(1), pp.135-148.
Warshawsky, N. and Cramer, E., 2019. Describing nurse manager role preparation and competency: findings from a national study. JONA: The Journal of Nursing Administration, 49(5), pp.249-255.
Wei, H., Roberts, P., Strickler, J. and Corbett, R.W., 2019. Nurse leaders’ strategies to foster nurse resilience. Journal of nursing management, 27(4), pp.681-687.
Wranik, W.D., Price, S., Haydt, S.M., Edwards, J., Hatfield, K., Weir, J. and Doria, N., 2019. Implications of interprofessional primary care team characteristics for health services and patient health outcomes: a systematic review with narrative synthesis. Health Policy, 123(6), pp.550-563
Learning About Leadership
Transactional Leadership Theory Vs. Transformational Leadership Theory
There are multiple ways through which an organization can be led. However, most leadership approaches tend to be either transactional or transformative. In this paper, I will explore the similarities and differences between transactional and transformational leadership theories, as well as the skills associated with each leadership style, and discuss why the skills of one of the styles are more important than the other. Besides, I will discuss how the skills of the two major leadership theories may impact the effective leadership of health educators in any work setting, such as a community, school (K–12), business/industry, or healthcare facility. Transactional leadership theory is based on processes and control and thus demands a stringent management structure. On the other hand, transformational leadership theory focuses on inspiring the working team to follow work rules, thus demanding a high degree of communication, coordination, and cooperation. Both leadership approaches have a purpose, but their difference can be summed up as that transactional leadership looks at how well to get things done. In contrast, transformational leadership is focused on how to motivate others to get things done.
Similarities Between Transactional and Transformational Leadership Theories
Both leadership approaches share a number of commonalities, only that they anticipate achieving results in distinct ways. As previously mentioned, both transactional and transformational leadership approaches involve the leaders and their subjects to benefit from one another. In their approaches, both leadership styles are motivational; that is, they have integral goals to be realized. Besides, both leadership styles try to answer the question of how to effectively and efficiently manage subordinate groups and use psychological methods previously tried and tested (Cherry, 2023). The two leadership styles have been classified as the most preeminent in contemporary leadership and considered the most effective, but only if well executed. If the leadership approaches are effectively executed, they can positively impact the subordinate groups.
Differences Between Transactional and Transformational Leadership Theories
As per the above insights on transactional and transformational leadership, transactional leadership theory revolves around the exchange. Transactional leaders appreciate that their direct reports demand more than self-motivation in order to realize their goals. In this regard, in an employee meets performance standards in an organization, they are rewarded with incentives and perks, but if they fail shortly, they are penalized (STU Online, 2014). Another hallmark of transactional leadership theory is that it also focuses on creating a structured environment where nothing is left up to chance. Instead, transactional leaders believe that clear directions, defined procedures, and standardized processes are certain ways to achieve goals. The common characteristics of the leadership theory can be summed up as the use of incentives, rewards, and praise to motivate employees who work and perform best for the organization, a great focus on achieving short-term organizational goals, and process orientation (Florida Tech, 2019). Besides, transactional leadership is appreciated for its focus on timely feedback to enhance correction, clear communication of instructions, and deviation from processes or weary changes from time to time. Last but not least, transactional leadership strictly monitors employees’ performance and productivity.
Transformational leadership theory, on the other hand, focuses on creating or causing a change in individuals or social systems. Transformational leadership has stood out as the most significant leadership approach, given its unique approach to things (Cherry, 2023). This type of leadership encourages and motivates the employees to embrace and innovate a positive change to grow and shape the organization’s future success. Ultimately, it is through this those meaningful changes in employees, or social systems are brought. The common characteristics of transformational leadership include its focus on inspiring employees to follow and bring real change to the organization. Besides, transformational leadership takes care of the initiatives that will add value, enhance proactive leadership, win the employees’ hearts and minds, and inspire and motivate them accordingly (Florida Tech, 2019). In transformational leadership, attributes such as good judgment, communication, confidence, competence, and interpersonal skills are the definition of every leader. Transformational leadership, given the increasing changes in the social landscape, technological explosion, and integral need to embrace change, becomes the most outstanding leadership approach as compared to transactional leadership.
| Transactional Leadership |
Transformational Leadership |
| It is reactive |
It is proactive |
| Focused on working within the organization. |
Constantly seeks to advance the organizational structure with emerging ideas. |
| Focused on goals |
Focused on vision |
| Keeps the status quo |
Promotes innovative ideas in problem-solving |
| Reward/punishment for motivation |
Charisma and enthusiasm, motivation and growth |
| Focuses on short-term goals |
Focuses on long-term goals |
| Insignificant impact on job satisfaction |
Positive impact on job satisfaction |
| Effective in creating knowledge at personal and group levels |
Effective in exploiting knowledge at an organizational level |
Skills Associated with Transformational Leadership Theory
Transformational leadership is the most outstanding approach as compared to transactional leadership. This is because it results in a positive change in both the individual and the social system, thus creating positive and valuable change with the end goal to transform followers into real leaders. In its authentic arrangement, transformational leadership will enhance motivation, morale, and increased performance through multiple mechanisms, such as an increased sense of identity to the followers and self to the mission and, ultimately, the collective identity of the organization (Cherry, 2023). There are multiple skills associated with transformational leadership and what sets it apart from transactional leadership, as highlighted below:
- Personalized consideration – this involves the extent to which the leader will attend to the follower’s needs, act as a coach and mentor, and listen to the needs and concerns of followers. These skills will give empathy and support to the team, keep communication alive, and place challenges before anything else. Besides, it incorporates the need for respect, individual contributions, will, and aspirations to achieve better.
- Intellectual encouragement involves the extent to which assumptions are challenged, taking risks, and soliciting the follower’s ideas. Leaders emulating this approach are creative, nurture and develop independent thinkers, and focus on ideas on how to execute work always to achieve better.
- Inspirational motivation is the extent to which the leaders articulate the vision in an appealing and inspirational way. The skills generated here are high standards of operation, and optimistic communication about the organization’s future, hence providing meaning to the tasks ahead. It is essential to acknowledge that meaning and purpose drive a group forward.
- Ideal influence – skills promoting high ethical standards, respect, and trust. This is the aspect/transformational tool that has spread across various organizations and government entities.
How Transactional and Transformational Leadership Theories May Impact Effective Leadership in a Mental Health Facility
Effective leadership is the desire of every organization in order to create a positive change, accept innovation, and motivate the followers to do better. As prior mentioned, both transactional and transformational leadership theories are all essential as they play a part in enacting change in an organization. In a healthcare setting, transformational leadership theory is essential in inspiring and motivating followers, while transactional leadership guarantees reinforcement and exchanges. Multiple studies, for instance, have revealed that mental health providers’ attitudes towards an evidence-based practice are significantly associated with the organizational context and provider differences (Aarons, 2016). In this regard, both the transactional and transformational leadership theories are significantly associated with mental health providers having a positive attitude toward adopting and implementing evidence-based practice. Therefore, mental health organizations benefit the most from these leadership theories, given their supervisory skills in adopting and implementing evidence-based practice.
Over the last decade, momentum and pressure have grown to incorporate evidence-based mental health interventions into a real-world practice setting. It is essential to acknowledge that most practice settings incorporate a relationship between case/clinical management supervisors and the practitioners involved in service provision. The case/clinical supervisors lead work activities, such as conducting performance appraisals and HR functions. Therefore, with the importance of these leadership theories appreciated in these activities, the healthcare facility will be successful in its operations. The increasing adoption and implementation of evidence-based practice in these organizations have been informed by transactional and transformational leadership theories, for instance, the structure and policies within the organizational context and education and experience within the context of the provider differences (Aarons, 2016). Given this leadership, theories influenced the adoption of innovations, including evidence-based practice, and the provision of mental health services has become seamless and more effective. It is essential to note that despite the effectiveness of transactional and transformational leadership theories in mental health institutions, their functions vary considerably by organization and discipline (Aarons, 2016).
References
Aarons, G. A. (2016). Transformational and Transactional Leadership: Association with Attitudes Toward Evidence-Based Practice. Psychiatric Services, 57(8), 1162–1169. https://doi.org/10.1176/appi.ps.57.8.1162
Cherry, K. (2023, February 24). Transformational leadership. Verywell Mind. https://www.verywellmind.com/what-is-transformational-leadership-2795313
Florida Tech. (2019, September 23). The difference between transactional and transformational leadership. Florida Tech Online. https://www.floridatechonline.com/blog/psychology/the-difference-between-transactional-and-transformational-leadership/
Jaiswal, S. (2022, July 20). What is Transformational Leadership and Why is it Effective? | Emeritus India. Emeritus – Online Certificate Courses | Diploma Programs. https://emeritus.org/in/learn/transformational-leadership/#:~:text=Transformational%20leadership%20is%20a%20type
STU Online. (2014, November 25). What is Transactional Leadership? Structure Leads to Results. STU. https://online.stu.edu/degrees/education/what-is-transactional-leadership/
Leadership and Organizations
Leadership is an integral part of success in every institution. In simple terms, it refers to the ability of a person to influence other members of the firm to follow a certain direction to achieve institutional goals (Padilla, 2019, p. 9). Presently, various forms of leadership may be used by leaders to promote their agenda (Torres, 2022, p. 2). The purpose of this paper is to evaluate how different forms of leaders have used various approaches to achieve their objectives. Jack Welch-General Electrical CEO, has effectively used a transformational leadership approach. The Essay will further contrast and compare his leadership approach to Howard Schultz-Starbucks CEO’s transactional leadership the former. Finally, it will explore how Martha Stewart differs from the above. Exploring the three varied leaders will help determine the best leadership approach an organization should adopt to impact positively and achieve the best results in its operations.
One of the most interesting leaders in this context is Jack Welch-the General Electric’s CEO. The renowned business scholar was the organization manager from 1980-2000. During that period, Welch facelifted a tremendous revenue growth of $26.8 billion to $130 billion (Hunt & Fitzgerald, 2018, p. 62). Notably, throughout his helm of the organization’s leadership pyramid, Welch rose from various ranks to ascend to the top leadership. During that period, he has shown exemplary performance through his leadership approaches in every aspect of his work. He ensured that the firm remained united in spirit to work towards the achievement of its goals.
One of the major reasons why Welch has continued to perfume exceptionally well is his transformational leadership approach. This style comprises three critical dimensions, which comprise effective actions and practices. Welch promoted these critical aspects of management by effectively using life experiences to make changes in the institution (Cardona et al., 2019, p. 60). He created a reasonable organizational culture by fostering a strong alignment of everything to the institution’s goals, mission, and vision (Zeeshan et al.,2019, p. 54). He further promoted his work through well-oriented ambition, optimism, and innovation. The approach made him influence the other members positively and create the expected organizational changes. In other words, he worked to effectively stimulate every aspect of member’s potential, thus achieving the best.
The distinctive characteristics of Welch’s leadership include adaptability, commitment, and empowerment. The aspect of adaptability has enabled him to make the required adjustments while at the same time exercising his influence in the institution. Through his commitment, he has managed to model a unique setting that discerns what most customers and other players desire (Insan & Andriani Yasin, 2021, p. 61). Subsequently, he has promoted employee self-esteem and confidence and aligned their feelings to specific proactive concepts. This trend has led to the need of most of the employees to contribute proactively towards the achievement of the objectives of the institution (Santoso et al., 2022, p. 182).
Furthermore, Welch has used creative leadership mechanisms, a great recipe for stimulation and imaginative response among the organization’s members. He also acted as a perfect problem solver to General Electricals’ challenges. These proactive approaches made him excel in almost every aspect of the activity he participated in.
Welch organized his team into small and independent units with specific performance contracts. Compared to the scenario before his tenure, the renowned leader was at the forefront of promoting optimal performance through the motivation of the sub-units. Through ideal management, Welch created a good process where the entire business promoted setting, planning, and managing the customer’s demands at the right time to help achieve specific goals. Further, he innovated new ideas for encouraging employees and setting a safe and standardized setting for business operations (Nugraha, 2021, p. 100). This strategy has been successful since the CEO has concentrated on doing what is right irrespective of the challenges he faced in the firm. His approach has consisted of other research findings, which state that intellectual stimulation is a powerful approach to maximizing employee performance.
Ultimately, the transformative leadership that Welch has used has contributed significantly to the organization’s growth. For example, during his tenure of 20 years, he facilitated a tremendous growth of revenue of $26.8 billion to $130 billion (Murari & Mukherjee, 2021, p. 2592). The institution has also improved its performance in the global stock exchange market and ign itself as an exemplary institution in producing electrical products. This trend may not be regarded as a mere achievement but a significant growth that has put the institution on the global roadmap. He has achieved the above growth through his consistency, commitment, and team leadership oriented toward the goal. Even though some critics believe that he acted as a hero, Welch operated independently with the main ambition of transforming the institution.
Criticisms of the transformative model believe that transaction leadership could be the best to create organizational change. One of the leaders who perfectly employed the approach is Howard Schultz–Starbucks CEO. Historical records indicate that even though the organization was doing well in the food and beverage sector, its international sales were not satisfied until the entry of Howard Schultz (Oktavia et al., 2020, p. 10). His radical skills ensured that he had set a clear vision with good intellectual stimulation, resulting in focus among the organization’s key players (Khan, 2021, p. 90). Further, the renowned businessman instituted programs that would support the employees, such as part-time workers, a stock purchase program, and veterans hiring, that highly motivated these players.
Unlike Welch, Howard Schultz focused on making the organization perform effectively in the global market. Therefore, he ensured that he blended his beverages in the form of classes that would meet international standards (Kanchana, 2019, p. 45). For example, he spurred the coffee status revolution by ensuring that he created the “American third place” in most areas where they served their products. That implies that the approach of transactional leadership aims to promote class and the status quo. The categorization created some of the best positions where Americans could stop and grasp a cup of coffee before proceeding with their journey (Pratama, 2022). Even though it was a great idea, critics believed that such a method promoted segregation among the social classes in America.
Subsequently, it is notable that Welch’s transformational leadership recognizes the predecessor’s contributions and weaknesses. This approach is contrary to Schultz’s, which is rigid and disciplinary to the former mistakes that the institution may have made (Donkor & Zhou, 2020, p. 32). For instance, in the first years of his tenure, Schultz took the opportunity to close all the sub-stores that were not performing as well as fired the extra employees who had minimal influence on the institutional progress (Kehr et al., 2022, p. 21). This trend is typical in transaction leadership, where employees are subjectively rendered to both reward and punishment without proper consideration of the impact of the action. Applying such a principle may negatively discourage employees and create a poor organizational image.
Contextually, it is clear that transactional leadership failed to achieve acceptance among the global community when Schultz ordered the creation of the “American third place.” The style proved ineffective in promoting unity and understanding among the employees and customers (Dube et al., 2022, p. 32). Further, by setting his standards, Schultz has proved that this approach is only effective when there is a need to centralize the management (Sheehan et al., 2020, p. 411). Compared to the Welch transformational approach that focused on creating positive change without any form of disparity. In other words, the Welch approach aims at creating the right principles of strategic change embedded in the organization’s vision and mission.
On the other hand, autocracy is another approach that global leaders have used to promote their organizations. One such leader is Martha Steward, who believed in developing her brand (Fosuaa & Junior, 2021, p. 34). Compared to Welch, Martha has presented a bad coercive leadership that may have yet to achieve much. She struggled to hold much power by creating a brand that does not have distinct institutional value but only maintains public order (Murphy, 2022). As an iron lady, she believes in creating a new style without caring about the form of causalities that she may have caused. This trend has led to the loss of appeal to most global customers and players in her business organization, thereby proving not to be the most effective approach to leadership in an organization.
Even though it is believed that Martha acted to attract the natural forces in the global market, he propounded a new doctrine that has yet to appeal to most customers. Unlike the transformational leadership that promoted every class of customers, Martha’s brand ambassador approach only appeals to certain classes. This trend has made her respond only to a few groups around the globe hence losing most of the customers. Her spirit of appealing to the Y-generation customers by acting as a brand ambassador has made her lose most of the old generation (Kuknor et al., 2021). This trend suggests that transformational leadership is highly effective and well-joined to the organization’s objectives compared to the autocratic approach.
In conclusion, based on the analysis, it is clear that Welch’s transformational leadership approach is an effective way of achieving the best as compared to transactional or autocratic. Welch’s approach is more robust, focused, and attached to the organizational objectives, vision, and mission. In the best interest, this approach is mostly geared at providing the right direction that may create the positive changes required in the institution. Unlike the transactional and autocratic, the former is decentralized and allows every member to operate effectively and provide the right changes required in the firm. The transformational model allows managers to maintain the team and effectively utilize the resources while simultaneously motivating every employee to carry out their services effectively. Through his method, he created tremendous growth in General Electricals Inc. Therefore, potential leaders should continue with the trend and adopt Welch’s transformational leadership approach to help deliver the best results in their operations.
Bibliography
Cardona, P., Rey, C. and Craig, N. (2019). Purpose-driven leadership. In Purpose-driven Organizations (pp. 57–71). Palgrave Macmillan, Cham. https://link.springer.com/chapter/10.1007/978-3-030-17674-7_5
Donkor, F. and Zhou, D., 2020. Organizational commitment influences the relationship between transactional and laissez-faire leadership styles and employee performance in the Ghanaian public service environment. Journal of Psychology in Africa, 30(1), pp.30-36. https://doi.org/10.1080/14330237.2020.1712808
Dube, P., Maradze, A., Ncube, C.M., Ndlovu, S. and Shava, G.N., 2022. Review of Leadership Styles in Higher Education: A Theoretical Approach. Indiana Journal of Arts & Literature, 3(4), pp.30-35.
Fouad, A.M. and Junior, A.I.A., 2021. The Effect Of Transformational Leadership Style On Employee Commitment: The Moderating Role Of Leader’S Emotional the Effects of Transformational Leadership Behaviors on Follower Outcomes and Leaders’ Influence. Journal of Business and Psychology, pp.1-22. Intelligence. Social Values & Society (SVS), 3(1), pp.15-28. http://doi.org/10.26480/svs.01.2021.15.28
Hunt, J. and Fitzgerald, M., 2018. Styles of leadership. Leadership: Global and regional perspectives, pp.62-98.
Insan, A.N. and Andriani Yasin, N., 2021. Transglobal Leadership as a Driver for Increasing the Employee Performance. International Journal of Organizational Leadership, 10(1), pp.54-71. http://www.ijol.cikd.ca/article_60540_e6a4f03724217af930d3c3b363cb5347.pdf
Kanchana, K.P., 2019. All about Leadership; Be one. OJAS, p.45. https://jaipuria.edu.in/media/ojas_jan_july_2019.pdf#page=49
Kehr, H.M., Graff, D. and Bakaç, C., 2022. Followers’ Motives as Moderators ofhttps://link.springer.com/article/10.1007/s10869-022-09826-y
Khan, Q., 2021. Emotional Intelligence Supports Transformational Leadership-Style: A Survey of Local Government District DI Khan Khyber Pakhtunkhwa Pakistan. Global Management Sciences Review, VI, 6, pp.89–98. https://web.archive.org/web/20220517164421id_/https://gmsrjournal.com/papers/xpyYiszsYU.pdf
Kuknor, S., Rastogi, S. and Singh, S.P., 2021. Me-Leader versus We-Leader: Bhagavad Gita Perspectives on Transformational Leadership. PURUSHARTHA-A journal of Management, Ethics and Spirituality, 14(2), pp.57-64. http://journals.smsvaranasi.com/index.php/purushartha/article/view/1202/681
Murari, K. and Mukherjee, U., 2021. Role of authentic transformational leadership for managerial excellence and sustainability. Ilkogretim Online, 20(4), pp.2592-2605.
Murphy, B.E., 2022. Female CCO Beliefs on Leadership Traits of CCOs. Public Relations Journal, 15(1). https://prjournal.instituteforpr.org/wp-content/uploads/Murphy_PRJ_15.1.pdf
Nugraha, A.P., 2021, January. The Effect Of Transformational Leadership Style, Transactional Leadership And Charismatic Leadership On Organizational Citizenship Behavior (Ocb) with Working Culture as an Intervening Variable. In IAIC International Conference Series (Vol. 3, No. 2, pp. 100-112). https://doi.org/10.34306/conferenceseries.v3i2.469
Oktavia, I., Efferin, S. and Darmasetiawan, N.K., 2020. Leadership and Innovation in Family Business. KELUWIH: Jurnal Sosial dan Humaniora, 1(1), pp.1-10. https://journal.ubaya.ac.id/index.php/soshum/article/view/2852
Padilla, I., 2019. Transformational Leadership Practices and Their Effects on Motivation Amongst a Diverse Workforce (Doctoral dissertation, California State University, Northridge). (pp. 1-40). https://scholarworks.calstate.edu/downloads/pk02cd31h
Pratama, S.A., 2022. Literature Review The Effect Of Leadership Style And Work Culture On Job Satisfaction And Performance. Dinasti International Journal of Education Management And Social Science, 3(5), pp.743-753. https://doi.org/10.31933/dijemss.v3i5.1281
Santoso, N.R., Sulistyaningtyas, I.D. and Pratama, B.P., 2022. Transformational Leadership During the COVID-19 Pandemic: Strengthening Employee Engagement Through Internal Communication. Journal of Communication Inquiry, p. 182. https://doi.org/10.1177/01968599221095182
Sheehan, M., Garavan, T.N. and Morley, M.J., 2020. Transformational leadership and work unit innovation: A dyadic two-wave investigation. Journal of Business Research, 109, pp.399-412. https://doi.org/10.1016/j.jbusres.2019.10.072
Torres, M., 2022. How leadership Affects the Workplace and Employees in Local Government (Doctoral dissertation, California State University, Northridge). https://scholarworks.csun.edu/bitstream/handle/10211.3/223871/Torres-Martha-thesis-2022.pdf?sequence=1
Zeeshan, M., Bashir, S., Fatima, F. and Shah, R.A., 2019. Impact of Transformational Leadership and Employee Commitment on Organizational Reputation. UW Journal of Management Sciences, 3(1), pp.39-55. https://uwjms.org.pk/index.php/uwjms/article/view/36
The Advanced Social Work Leadership Training Program
Introduction
The Advanced Social Work Leadership Training Program, or ASWLTP for short, is a comprehensive leadership development program designed to equip social work professionals with the knowledge and skills necessary to lead and manage social work organizations, programs, and services (Arnold, 2022). The program is also known as the Advanced Social Work Leadership Training Program. The program has an engaging curriculum that primarily emphasizes the basics of leadership, techniques for effectively creating teams, and implementing practical change projects (Haworth & Schaub, 2018). The program gives social workers the skills and resources they need to become influential leaders in their organizations and to promote positive change for their clients and communities (Frederico et al., 2018). These skills and resources are taught through interactive learning experiences that take place both online and in person. The curriculum is intended to satisfy the requirements of social work professionals at all levels, from those just starting in the field to those in management positions.
Program objectives
The Advanced Social Work Leadership Training Program’s mission is to provide social workers with the information, skills, and abilities necessary to create and direct successful and effective programs within their communities (Frederico et al., 2018). The program participants will be aware of the foundations of program design, management, evaluation, and communication as part of the program’s overall objective to give participants an understanding of the principles and practices of social work leadership (Haworth & Schaub, 2018). Participants will develop the skills necessary to lead and manage social work initiatives effectively, develop the ability to communicate effectively with stakeholders, and develop an understanding of the ethical and legal considerations that must be taken into account when working with vulnerable populations (Clark, 2018). These skills and understandings will be gained through participation in this course (Frederico et al., 2018). In addition, the curriculum will investigate how to efficiently use data to guide decision-making, comprehend the influence that policy has on the practice of social work, and develop a corporate culture that appreciates and respects diversity.
Program content
The Advanced Social Work Leadership Training Program prepares social workers to become effective and successful leaders. The program focuses on helping social workers develop the leadership skills necessary to lead successful organizations, teams, and initiatives. The program content includes the following topics:
- Leadership Theory and Practice: This program component focuses on the concepts and theories of leadership, as well as practical skills and techniques for leading others. Participants will learn about leadership styles, development strategies, and decision-making processes (Clark, 2018).
- Organizational Behavior: This component focuses on understanding the dynamics of organizations, from the individual to the group level. Participants will explore organizational culture, change management, power, and communication (Browne et al., 2017).
- Program Evaluation and Research: This component focuses on program evaluation and research methods, including survey design, data collection, and analysis. Participants will learn about different approaches to evaluating social work programs and initiatives (Arnold, 2022).
- Financial Management: This program component focuses on the financial management of social work initiatives, including budgeting, accounting, and fiscal planning. Participants will learn how to maximize resources and manage finances to achieve program objectives (Arnold, 2022).
Leadership Theory and Practice
The Advanced Social Work Leadership Training Program aims to provide social work practitioners with the information, skills, and capabilities necessary to effectively assume and practice leadership roles in social work (Clark, 2018). The curriculum offers in-depth instruction in the theory and practice of leadership, including topics such as the formulation and execution of efficient plans and strategies for organizational transformation, the formulation and execution of policies, and the management of teams and resources (Gentle-Genitty et al., 2014). In addition to developing communication, problem-solving, and decision-making abilities, the curriculum emphasizes leadership roles’ ethical and legal obligations.
The participants will learn to apply various leadership theories, such as transformational, transactional, and dispersed leadership, to their practices to improve their effectiveness as leaders (Clark, 2018). They will also get the knowledge and skills necessary to manage teams, lead groups, and interact effectively with other professionals (Gentle-Genitty et al., 2014). The participants will investigate the place of social work within the broader context of social services and the difficulties and possibilities associated with social work leadership in the 21st century (Gentle-Genitty et al., 2014). The participants will have the opportunity to create their unique leadership style while also gaining insight from the experiences of others during the program (Clark, 2018). The program is intended to be very engaging, and participants will have the chance to engage in conversations with their fellow students and instructors and the ability to practice their abilities in many different environments.
Communication and Collaboration
The Comprehensive Program for Advanced Training in Social Work Leadership The Communication and Collaboration course aims to improve social work leaders’ ability to communicate and interact successfully with a wide variety of stakeholders (Arnold, 2022). It is intended to build on the participant’s leadership qualities while also providing specialized instruction in communication, teamwork, and problem-solving (Arnold, 2022). Developing the abilities required to effectively lead teams, establish and sustain successful partnerships, and promote productive relationships is the primary focus of the curriculum. Participants will get the chance to participate in many activities, including case studies, role-playing, and reflective practice (Scholarworks & Pendley, 2021). They will also learn how to design and execute successful communication strategies, recognize possible issues, establish techniques to resolve them and create a culture of cooperation. They will also learn how to develop and implement effective collaboration tactics (Scholarworks & Pendley, 2021). This program will encourage participants to acquire fundamental abilities for effective social work leadership, including communication and working effectively with others.
Change Management
This Advanced Social Work Leadership Training Program Change Management program is intended to provide social work leaders with the information and skills necessary to manage change in the organizations where they work effectively. The primary goals of the program are to (1) gain knowledge of the change process; (2) investigate techniques for successful implementation; and (3) learn how to lead the change process effectively. In addition, it offers the chance to hone the abilities required to steer the company successfully through transitions in its environment (Frederico et al., 2018).
The program is broken up into the following sections:
Understanding the Processes of Change is the Topic of Unit 1. This lesson will provide an overview of the change process, including the many stages, the different types of change, and how different individuals react to change. In addition, it investigates how to persuade individuals to participate in the process of change and how to cultivate an atmosphere conducive to good change (Arnold, 2022). Unit 2: Change Management Strategies. This lesson focuses on the various tools and techniques for managing change accessible to leaders, including organizational growth, communication tactics, and conflict management (Frederico et al., 2018). It also discusses methods that may be used to evaluate the successful techniques employed. And unit 3 is Taking the Helm of the Change Process. Within the context of the change process, the duties and responsibilities of a leader are investigated in this unit. Topics covered include goal-setting, creating action plans, and promoting collaboration among various stakeholders (Arnold, 2022). In addition, it investigates methods for assisting and mentoring staff members during the transition.
Conflict Resolution
The Comprehensive Program for Advanced Training in Social Work Leadership The primary objective of the Conflict Resolution specialization is to provide social work practitioners with the information, expertise, and capabilities necessary to resolve disputes productively in a range of contexts (Smiley, 2018). The many methods and techniques for resolving conflicts, including negotiating, mediating, and arbitrating, will be examined throughout the course. The participants will walk away from this activity with an awareness of the roles, rights, and obligations of the parties engaged in a conflict and the many stages of the conflict resolution process (Smiley, 2018). In addition, themes such as cultural diversity and the influence of organizational structures and dynamics on settling disputes will be covered in the course (Smiley, 2018). The participants will have the opportunity to put their abilities in conflict resolution to the test for the entirety of the course by participating in various role-playing activities and receiving feedback from seasoned professionals.
Program Planning and Evaluation
The Social Work Leadership Training Curriculum, often known as the SWLTP, is an advanced program to equip social work professionals with the information and abilities they need to become influential leaders in their respective fields. The curriculum is intended to be all-encompassing, encompassing subjects such as theories of leadership and management, organizational behavior, and the dynamics of teams. Participants will also have the chance to put the information and skills acquired during the program into practice in a situation that resembles the outside world more closely. To guarantee that the SWLTP successfully achieves its objectives, planning for and conducting program evaluations is necessary. Regular assessments of the program’s performance have to be carried out to ascertain the degree to which it is successful and identify any shortcomings that may exist (Rubin et al., 2017). Along with an assessment of the program’s aims and objectives, this evaluation should include participant input, feedback from instructors, and feedback from administrators.
The program also needs to be assessed according to the results it produces. This involves keeping track of the participants’ growth in terms of their knowledge and abilities, as well as their achievement in becoming leaders in their respective fields, as part of this process. This review should also look at the program’s influence on the company, such as how it has raised productivity or improved the workforce’s morale (Browne et al., 2017). In conclusion, an analysis of the program’s cost-effectiveness should be done. This involves calculating the program’s cost in terms of the amount of time and money spent on the program’s delivery.
Program Delivery Methods
The Advanced Social Work Leadership Training Program can be presented in several different ways, depending on the learners’ particular requirements and the organization hosting the training (Watts, 2020).
Lectures
Online Learning: Because it offers flexibility and enables students to access the material and resources whenever it is most convenient, online learning is ideally suited for delivering the Advanced Social Work Leadership Training Program (Watts, 2020). If they have access to the internet, students may access the course materials whenever they want, wherever they are. Online education also makes it possible to participate in interactive activities, such as virtual group discussions and webinars, which may serve as sources of direction and assistance.
Training Conducted onsite: Training conducted onsite is an efficient method for delivering the Advanced Social Work Leadership Training Program. This is because it enables trainers to tailor the material to the participants and the organization’s requirements, making it highly effective. (Watts, 2020) Learners can interact with their peers and cultivate connections with their instructors in an environment conducive to face-to-face communication when they participate in onsite training.
Blended Learning: Blended learning creates a hybrid learning experience by combining traditional in-person training with online instruction. Learners can access knowledge and resources online using this mode of instruction while simultaneously participating in face-to-face activities to hone their leadership abilities. This sort of delivery technique is known as “blended learning.” Learners can access information at times that are most convenient for them, thanks to blended learning, which offers the advantages of both online and offline instruction.
Group Discussions
Part of the curriculum for the Advanced Social Work Leadership Training Program consists of roundtable talks. They encourage participants to interact with the content and build rapport with other learners (Watts, 2020). The difficulties of leadership, emerging themes in social work, ethical concerns, and best practices are all appropriate for group discussion formats, as are many other issues. It is the leader’s responsibility to guarantee that everyone in the group gets a chance to speak up during the conversation. The key to doing this is making everyone feel safe while sharing their ideas. Establishing ground rules that all participants must agree to abide by at the outset of the session can be beneficial in facilitating productive group conversations. The efforts of all participants should be acknowledged and valued. You may accomplish this in several ways, including providing a summary of the discussion’s central themes, encouraging participation by asking for and responding to members’ views and opinions, and providing helpful criticism (Wharton & Burg, 2017). It has been found that participants in the Advanced Social Work Leadership Training Program benefit significantly from engaging in group discussions. Group talks are an excellent way for individuals to grow as leaders, learn about the issues, and connect with others in the field.
Role-Playing
Playing a role in a scenario is a terrific opportunity to put your social work leadership abilities through their paces in a risk-free environment. The following are some examples of potential role-playing scenarios that might be utilized in a training program for social work leaders: In this role-playing scenario, players assume the role of a social work leader and conduct a meeting with their team (Wharton & Burg, 2017). They are tasked with leading the meeting to complete the scenario. They must develop the skill of active listening, ensure that everyone present gets an opportunity to speak and establish ground rules for the meeting (Wharton & Burg, 2017). Working with Stakeholders: In this exercise, participants assume the role of a social work leader and are tasked with negotiating with various stakeholders to obtain a good decision. They are required to engage in effective communication, conflict-resolution practices, and problem-solving activities. Participants will assume the role of a social work leader and be tasked with developing a budget for their company as part of this exercise. They have to put their talents in financial management, budgeting, and strategic planning into practice.
Fieldwork and Site Visits
Fieldwork and site visits are standard components of leadership education for the social work profession. Students will learn about the difficulties and rewards of social work leadership by seeing and interacting with practitioners in the field. Students can get invaluable insight into the inner workings of a social work agency, the dynamics of a social work team, and the day-to-day realities of working with clients through site visits, which are an integral part of any social work curriculum (Watts, 2020). Fieldwork and site visits may occur in various settings and locations based on the school, degree program, and courses (Wharton & Burg, 2017). Students in a non-clinical social work school could, for instance, tour corporations or government agencies. Those in a clinical program might observe social workers in action at several different social service agencies. It’s possible to witness workers and customers in action and tour the facilities during site visits. Students may also be invited to conduct staff interviews or participate in leadership in a social work roundtable discussion (Watts, 2020). Participating in fieldwork and site visits allows students to learn firsthand about the concerns and challenges faced by social work leaders in the real world.
Program Evaluation
The Social Work Leadership Institute created the Advanced Social Work Leadership Training Program to prepare social workers for leadership roles better. After three years of operation, this evaluation will determine whether or not the program successfully met its objectives. Several techniques were employed to assess the program’s efficacy (Rubin et al., 2017). Initially, a survey was given to program alums to gauge their level of contentment with the program and its results. 89% of respondents said the program was either “great” or “good,” indicating their satisfaction with it and its results (Wharton & Burg, 2017). In addition, participants believed that they had improved their employability by participating in the program.
Participants’ places of employment were also interviewed as part of this study. The participants’ leadership qualities were praised by their companies, and many employees reported feeling more confident in their abilities as team leaders. Last but not least, the outcomes of the program participants were compared to those of a control group that had not taken part in the program (Wharton & Burg, 2017). Compared to non-participants, those who participated in the program demonstrated more significant leadership ability and expertise in social work. Participants’ places of employment were also interviewed as part of this study.
Measuring Outcomes
Its goals must be well-defined and quantifiable to evaluate the program’s efficacy. Team morale and productivity, employee engagement and retention, and the number of effectively implemented projects are all possible indicators of success (Hughes, 2010). The time and money invested in the program, the number of leadership positions filled, and the number of trained employees are just a few of the metrics that should be taken into account by the business. Implementing a feedback mechanism into the program will allow for easier monitoring of outcomes. Methods such as participant surveys, in-depth interviews, and focus groups can help evaluate the program’s success and pinpoint problem areas (Hughes, 2010). The program’s effectiveness in achieving organizational objectives, such as boosting productivity or decreasing employee turnover, must also be quantified.
Self-assessment
The field of practice known as social work leadership is both demanding and rewarding. To maintain your position as a leader in this industry, you must regularly evaluate your current knowledge and expertise. This will guarantee that you are constantly expanding your capabilities. The purpose of the following self-evaluation is to assist you in determining the areas of your knowledge and abilities related to social work leadership in which you may improve. The participants’ leadership qualities were praised by their companies, and many employees reported feeling more confident in their abilities as team leaders (Rubin et al., 2017). Last but not least, the outcomes of the program participants were compared to those of a control group that had not taken part in the program. Compared to non-participants, those who participated in the program demonstrated more significant leadership ability and expertise in social work (Hughes, 2010).
Conclusion
Through participation in the Advanced Social Work Leadership Training Program, social work professionals have been given a chance to hone their leadership abilities and better prepare themselves for positions of responsibility and influence within the industry. This course has offered participants an all-encompassing educational experience that has included theoretical and practical instruction, discussion, and hands-on learning opportunities. Additionally, the program has given a venue for social work professionals to increase their knowledge, improve their leadership abilities, and network with other professionals in the same industry.
In general, the program has enabled professionals in the social work sector to acquire the information and abilities essential to become great leaders in the industry. Additionally, individuals interested in improving their leadership abilities have been given a chance to do so in an atmosphere that is both supportive and exciting through the provision of this program. We hope that the Advanced Social Work Leadership Training Program was helpful to all participants and that the information and skills acquired will be used in the future.
References
Arnold, M. (2022). Social Work Leadership and Management. In SpringerBriefs in Social Work. Springer International Publishing. https://doi.org/10.1007/978-3-031-17632-6
Browne, T., Keefe, R. H., Ruth, B. J., Cox, H., Maramaldi, P., Rishel, C., Rountree, M., Zlotnik, J., & Marshall, J. (2017). Advancing Social Work Education for Health Impact. American Journal of Public Health, 107(S3), S229–S235. https://doi.org/10.2105/ajph.2017.304054
Clark, B. C., Elizabeth J. (2018, January 4). Social Work Leadership – What Is a Leader? Are You One? Can You Become One? SocialWorker.com. https://www.socialworker.com/feature-articles/practice/social-work-leadership-what-is-a-leader-are-you-one-can-you-become-one/#:~:text=Perhaps%20social%20work%20leadership%20is
Frederico, M., Long, M., & Young, J. (2018). Educating social workers for leadership in a highly differentiated society. International Journal of Innovation, Creativity, and Change. Www.ijicc.net, 3(4). https://www.ijicc.net/images/vol3iss4/Margarita_Frederico_et_al_March_18.pdf
Gentle-Genitty, C., Chen, H., Karikari, I., & Barnett, C. (2014). Social Work Theory and Application to Practice: The Students’ Perspectives. http://www.digitalcommons.www.na-businesspress.com/JHETP/Gentle-GenittyC_Web14_1_.pdf
Haworth, S., & Schaub, J. (2018). LEADERSHIP IN SOCIAL WORK: (and can it learn from clinical healthcare?). https://www.birmingham.ac.uk/Documents/college-social-sciences/social-policy/Misc/leadership-in-social-work.pdf
Hughes, J. (2010). The Role of Supervision in Social Work: a Critical Analysis. Critical Social Thinking: Policy and Practice, 2. https://www.ucc.ie/en/media/academic/appliedsocialstudies/docs/JeanneHughes.pdf
Rubin, M., Cohen Konrad, S., Nimmagadda, J., Scheyett, A., & Dunn, K. (2017). Social work and interprofessional education: integration, intersectionality, and institutional leadership. Social Work Education, 37(1), 17–33. https://doi.org/10.1080/02615479.2017.1363174
Scholarworks, S., & Pendley, M. (2021). School Social Work Leadership Self-Efficacy and Perceptions of School Social Work Leadership Self-Efficacy and Perceptions of Multidisciplinary Collaboration Multidisciplinary Collaboration. https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=11067&context=dissertations
Smiley, F. (2018, July). Leadership Guide to Conflict and Conflict Management. Pressbooks.pub; The Ohio State University Pressbooks. https://ohiostate.pressbooks.pub/pubhhmp6615/chapter/leadership-guide-to-conflict-and-conflict-management/
Watts, L. (2020). Social Work: Professional Development and Training. Australian Social Work, 74(1), 1–3. https://doi.org/10.1080/0312407x.2021.1847982
Wharton, T., & Burg, M. A. (2017). A Mixed-Methods Evaluation of Social Work Learning Outcomes in Interprofessional Training with Medicine and Pharmacy Students. Journal of Social Work Education, 53(sup1), S87–S96. https://doi.org/10.1080/10437797.2017.1288592
Importance of Leadership Within Organization
According to recent research, organizations thrive on effective leadership and suffer greatly from poor leadership skills. Leadership is defined as encouraging, enabling, and influencing employees to improve their productivity and achieve organizational goals by directing them to follow your lead (Gandolfi & Stone, 2018). Leadership, in my opinion, is the ability to empower followers through encouragement, guidance, and setting an example. Various leadership styles are available depending on the leader’s personality and how he wishes to lead his team. Democratic, bureaucratic, and autocratic leadership styles are examples.
Outstanding leadership is dependent on the leader’s characteristics and communication style. Identifying ideal and great leaders based on their attributes and qualities is simple. First, great leaders are individuals who voluntarily agree to be a positive influence, mentor, and source of inspiration to others. Leaders are frequent examples of the behaviors that an organization must accept to be efficient, productive, and successful (Fang et al., 2019). Second, great leaders can see the invisible, such as opportunities hidden behind threats, solutions disguised as problems, and innovation born from risks. Great leaders are born with confidence and optimism.
Great leaders also help their employees reach their full potential. They challenge their employees by assigning them to increasingly complex projects to accomplish this. Great leaders ensure that their employees step outside their comfort zone and remain actively learning and engaged with their work. As a result, whenever the employees face challenges or adversity, they support their people by coaching and mentoring them and providing constant valuable feedback, thereby increasing their innovativeness (Glazé, 2019). The most effective leaders are also the best coaches and mentors. Great leaders are also dedicated to maintaining their integrity, and their reputation is their most valuable asset and tool for influencing others.
Furthermore, great leaders in a technological revolution remain calm amid chaos as they find ways to add value and thrive in a volatile environment. In an unchanging status quo, great leaders can succeed. Furthermore, great leaders are concerned about their co-workers’ work performance and well-being. They go above and beyond to ensure that employees are satisfied, recognized, happy at work, connected, and well-rewarded. Most importantly, great leaders inspire their followers by empowering them to reach and exceed their full potential by instilling a vision of what they should achieve and how they can do so.
Outstanding leadership is the main reason behind the tremendous success of numerous organizations in the society of today. In my current workplace, our leaders have created a favorable working environment for us employees. For instance, good communication between the leaders and employees, celebrating team wins through comprehensive training, and creating a space that has promoted our well-being and growth. All these activities have contributed to better work relationships and exceeding performances on the goals set (McFadyen, 2019). I have grown from a junior employee to a higher rank in less than two years. This is a tremendous achievement, and it would not have been possible without the mentorship and coaching of our team leaders.
To summarize, any respectable organization must identify, understand, and develop great leaders to run smoothly and positively while achieving the set goals. Mentoring young employees benefit them and negatively impacts the organization’s future success because they will easily fit into their new roles (Bradley, 2018). Furthermore, leading a team requires natural leadership abilities and a genuine desire to perform their duties diligently. Managers must thoroughly identify the characteristics of the appointed leaders because a minor mistake in the selection process can be one of the most damaging and disastrous decisions for any organization’s potential future.
References
Bradley, D. (2018). Leadership development strategies to build leaders through mentorship programs (Doctoral dissertation, Walden University).
Fang, Y. C., Chen, J. Y., Wang, M. J., & Chen, C. Y. (2019). The impact of inclusive leadership on employees’ innovative behaviors: the mediation of psychological capital. Frontiers in Psychology, 10, 1803.
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
Glazé, R. (2019). The Benefits of Mentorship Among City Employees (Doctoral dissertation, California State University, Northridge).
McFadyen, G. (2019). Practice management: Leadership, profitability, and culture. Proctor, The, 39(4), 53.
Synthesis of Personal Strengths and Weaknesses as a Leader
Leadership is essential in healthcare management. For proper coordination of the healthcare system, everyone must embrace leadership. In healthcare facilities, nurses must demonstrate good leadership skills. Quality leadership is essential in solving problems in healthcare. Nurses can critically analyze situations and work collaboratively to achieve quality. When nurses take leadership roles, they can identify problems and know effective ways of mitigating the crisis. Since nursing is all about collaboration, strong leadership will enhance commitment and interdisciplinary teamwork. No one is ready to listen to a disorganized individual. Leadership begins with understanding oneself and solving intrapersonal conflicts before thinking of others. Strong interpersonal relationships are enhanced through good leadership. Leaders must listen to their followers or subordinates and understand their needs before anything else. This paves the way for commitment and fulfillment of what one has promised (Northouse, 2021). The relationship between the follower and the leader is crucial.
All affairs in healthcare management are made possible through effective leadership. Nurses must understand their crucial roles of interacting with work colleagues and patients as leaders. The contributions of everyone in making caregiving effective should be appreciated. Leadership is multifaceted (Northouse, 2021). Even though it is complex, nurses must understand how to make it effective. Nurses should learn about healthcare leadership. This is essential in helping them understand transformative leadership. This paper shall discuss my strengths and weaknesses. The aim of reflecting on these attributes is to understand how I can improve my leadership skills to become a better leader.
The Northouse Conceptualizing Leadership Questionnaire (NCLQ) was crucial in evaluating my leadership skills. I scored 17 on trait emphasis, 19 on skill emphasis, 21 on ability emphasis, sixteen on behavior analysis, 13 on process emphasis, and nine on relationship analysis. The NCLQ comprises several emphases that test the strength of a leader. Each emphasis has its questionnaires with different grading. The emphasis includes traits, behavior, ability, skills, process, and relationships (Tonsberg & Henderson, 2016). These emphases aim to assess how an individual influences others through their decisions and what makes the followers perceive the person as their leader. Leaders must demonstrate improved skills each time they take the leadership test. Those who cannot improve their leadership have to find better ways to adjust to their environment.
Leadership is identified in individuals as they grow up. The surrounding is key in shaping leaders. Individuals can be nurtured into better leaders by those who surround them. Emphasis looks into factors that help one become a good leader (Northouse, 2021). Interaction with peers plays a pivotal role in identifying leaders. Based on the tested traits, I identified myself with the relationship trait. This is because the relationship is the foundation of leadership. I have often perceived relationships as a process, ability, skill, and almost equal behavior. From this, my results showed that ability and relationship were the highest. The trait was the lowest on the scale. From this, I don’t believe people are born leaders; instead, they acquire leadership as a trait in their interaction with others. In my opinion, one can decide to be a leader or not. For example, good orators may not necessarily have been born that way. They might have taken time to improve their communication skills and overcome stage fright. It is not surprising that these individuals may be viewed as shy in person. Leadership demands that an individual must understand their followers and influence them to listen.
Based on the NCLQ tests, I prefer to develop better relationships with others than anything else. This will boost the strength of my leadership. From the positive perception of leadership in relationships, I believe that effective communication between my colleagues and me will improve things. Instead of expecting others to behave as leaders, I expect them to start communicating well with others. I am good at communicating with everyone to ensure effective leadership. The collaboration between leaders and followers is essential to enhance motivation and responsibility. Relationships pave the way for interaction with followers. During my peer evaluation, I got feedback from my team that I communicated ‘effectively, to the point, and in an engaging way.’ Communication has helped me in self-organization. It is crucial in planning and understanding the needs of others. Effective communication skills are a great asset that should not be forgotten.
I must improve on consistency. Consistency in work has been my weakness. When team members fail in their roles, I have always focused on blaming them. If I become consistent, I will focus on my leadership skills rather than assessing the quality of others. Sometimes, starting a task is easy, but the team’s enthusiasm declines with decreased vigor. I should not be deterred from performing my roles even when others are underperforming. Inconsistency impairs my ability to lead by making me unreliable. I should be responsible for every task, even when others are not doing their best.
Everyone should make leadership available (Tonsberg & Henderson, 2016). It should not be confined to a specific individual. This is necessary to promote equality and sustainability. In the traditional model, the leading authority is perceived as top-down. It starts with those at the top in healthcare management to followers. As a leader, I must involve everyone in the decision-making process. This is essential even to overcoming my inconsistency. Nursing is a collaborative role in which all the significant stakeholders must be involved. I must know my follower’s motivation, interests, and needs.
The lowest score on my ability test means I must work hard to improve. In nursing, one must adapt to the work environment. Even though ability had the lowest score, I believe that leadership is not solely based on the ability of an individual to adjust to their environment (Tonsberg & Henderson, 2016). However, an individual perceived as a leader can have the ability to lead. The ability must be gotten from experience. Experience is birthed from constant training. For example, I have always viewed myself as good at communication and able to excel in academics but poor in assertiveness. Leadership abilities must be expressed through cognition and practice. An individual must comprehend leadership from the view of those surrounding a person rather than making assumptions about what they ought to do. Understanding this concept from an individual perspective is crucial.
Leadership in nursing is not just about holding the top administrative position (Tonsberg & Henderson, 2016). It shows followers’ understanding and listening to them regardless of their perspectives. Many nurses confuse that having authority to make decisions in the hospital is a sign of leadership. People can have administrative authority because of their educational qualifications, not necessarily the ability to lead others. Leadership traits are an integral part of healthcare. They work interchangeably to promote quality. I must learn to strengthen my consistency and communication skills. These will help me serve patients better and collaborate effectively with the interdisciplinary team.
My identified traits have helped me understand what a nurse leader requires. I have observed many nurse leaders who seem resilient in fostering their leadership skills. However, some do not understand the essence of working with everyone. This can only be achieved through better communication. Effective communication will promote active engagement and, thus, collaboration (Carlow University, 2021). When nurses collaborate despite their ranks, better relationships are fostered. Nurses are expected to show commitment in the delegation of their duties. As a nurse, I must apply critical thinking in solving problems. This is because my leadership must always benefit the patients and maintain excellent relationships with my work colleagues. Mentorship and teaching are crucial tools for becoming an excellent leader. Many nurse leaders identify themselves with their mentors. These mentors are considered special people who helped them progress in their leadership. It is crucial to examine feedback. Feedback helps one in understanding their position in leadership. Also, it is crucial to listen and understand the fundamental organizational structures that influence leadership.
In summary, the NCLQ is important in assessing one’s leadership strengths and weaknesses. It emphasizes abilities, traits, relationships, processes, skills, and behavior. The scores of each emphasis are essential. Through the questionnaires, I have understood the meaning of leadership and the areas I need to improve on. Finally, we must understand that leadership will keep evolving.
References
Carlow University (2021). Examining the Qualities of an Effective Nurse Leader https://online.carlow.edu/resources/article/effective-nurse-leader-qualities/
Northhouse, P.G., (2021). Introduction to Leadership: Concepts and Practice. Chapters 1& 2. 5th Edition
Tonsberg, T.A., & Henderson, J.S., (2016). Conceptualizing Leadership. Understanding complex Systems, 159-165.
Leadership Role Model: Bill Gates
Introduction
A leader is someone who can inspire others, especially when they are in a difficult situation. The best leader I have experienced in my life is Bill Gates, the founder of Microsoft Company. Because of my continued love for innovation, Bill gates continue to be the main epitome of a perfect leader.
Bill Gates is a modern-day Renaissance man. He can be explained as a persuasive and influential who directs individuals toward the right path to attaining greater results. As discussed in the article, during the persuasive era, leaders used mechanisms to persuade individuals to do their best (King, 1990). He is an entrepreneur, philanthropist, and technology titan, working on innovative solutions to global issues for decades. Gates has good communication skills, a key trait in any leader. He can express himself clearly and build rapport with his employees by being approachable and friendly. The biggest weakness in Gates’ leadership style is that he tends to be too trusting of others, especially when it comes to decisions that have been made without his consent or input. The latter could be problematic in the long term if he starts making decisions without consulting others and then regrets it later because they are not consulted enough or are not informed about what is happening behind the scenes (Inceoglu et al., 2018). Gates’ leadership strengths include his ability to lead by example and inspire others.
Feelings Towards the Leader
I felt inspired by Bill Gates because of his relentless pursuit of excellence and ability to remain focused on the long-term vision. In my own life, I have learned a lot from his leadership style and have found that it has helped me achieve some of my goals. His general impact on me was to drive me to be the best version of myself, which I aspire to do every day. His leadership style also taught me how important it is for people to work together as a team and ensure that everyone is pulling their weight. He taught me that there will always be risks in life, but the rewards will outweigh them. Furthermore, he showed me that you can still make things happen even when things seem impossible.
Behavior Application
Being a positive role model for others – I am outgoing and greatly respect people. I love to help others and see them succeed. The latter is a great way to set an example, especially when working with new people or younger staff members (Henkel et al., 2019). Empowering others – I feel it is important to empower others so they can make their own decisions and do things on their initiative.
Tools that are necessary for me to be successful in this position and in my personal life. These tools can include books or seminars that have helped others before me, people who have been through similar situations, and mentors from whom I can learn how to succeed at all levels of leadership.
My strengths include communicating effectively with a large crowd and influencing them to do better. The latter is only done through continued persuasion that shapes ideas. The potential barriers include mockery and fear of failure, which can be overcome by believing in oneself and looking for advice.
Conclusion
I will influence the individuals to believe in themselves in everything they do and yield success. For instance, Bill Gates always influenced his team towards innovativeness, which made them stand and become a global brand. Being a positive role model and empowering others to do their best can only be done through influence.
References
Henkel, T. G., Marion Jr, J. W., & Bourdeau, D. T. (2019). Project manager leadership behavior: Task-oriented versus relationship-oriented. Journal of Leadership Education, 18(2), 1.
Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A. (2018). Leadership behavior and employee well-being: An integrated review and a future research agenda. The Leadership Quarterly, 29(1), 179-202.
King, A. S. (1990). Evolution of leadership theory. Vikalpa, 15(2), 43-56.