When it comes to my leadership traits, the latter include conscientiousness, emotional intelligence, agreeableness, and charisma in close circles. It is important to note that I do not deliberately avoid conflicts, but I tend to have fewer of them due to my agreeable nature. In most cases, I am likely to communicate well, which allows me to reach some form of mutual agreement and compromise with the other person or group. In the case of conscientiousness, it is substantiated by my diligence and carefulness in all regards, especially about my work. I am highly committed to my work performance and adherence to the highest standards for quality. My conscientiousness enables me to be more organized and efficient in performing my duties and obligations. Emotional intelligence and charisma are listed as well because it is based on my experience of working with other people who would point out these traits. These attributes are among the most common feedback from my peers, friends, and coworkers.
Any leadership development plan will be faced some challenges and barriers, which need to be dealt with effectively and appropriately. The most relevant barriers include organizational culture, employee dissatisfaction, and poor quality of care (Edwards & Saltman, 2017). It should be noted that all three barriers are interconnected in some shape or form because dysfunctional organizational culture creates poor quality of care, which forces the management to undertake stricter measures leading to employee dissatisfaction.
An appropriate leadership theory is the transformation leadership (TL) style, which is about changing social systems and individuals through support and transformation. A study suggests that “transformational leadership mediated the effect of leaders’ agreeableness and conscientiousness on group performance, perceived leader effectiveness, and leadership emergence” (Prochazka et al., 2018, p. 474). In other words, my personal compatibility with the framework of transformation leadership is a prime reason why the leadership development plan chose the given leadership style. It is stated that “most studies provide empirical support of the relationship, with variances in identifying subfactors of EI and TL that further explicate the EI–TL relationship” (Kim & Kim, 2017, p. 377). In other words, the identified traits, the need for change, and the selected style correspond to each other.
The most critical strategy for the leadership development plan is to focus on the transformation of the employees. Therefore, the bottom-up approach will be utilized, where healthcare professionals will be worked with, supported, and developed to invoke a change on an organizational level. The result is that such a shift will result in a better quality of care, employee satisfaction, and improved patient outcomes. Although the current state of the organization is not necessarily undesirable, there is massive potential and opportunity for more improvements. The focus will be put on the nurses specifically because they are the ones who interact and provide direct care to patients. Therefore, their performance most accurately reflects on and determines the quality of care, patient satisfaction, and the overall image of the organization. As a leader, direct communication and transformation of the nursing staff need to be conducted on an individual level. The emphasis will be put on identifying the points of dissatisfaction and mismanagement to improve adherence to the quality standards.
A leader’s ability to drive change is directly and profoundly affected by the organizational culture. However, the most important aspect of the transformation leadership style is the fact that it is about change at its core (Prochazka et al., 2018). In other words, the sole purpose of TL is to cause positive change leading to performance improvements, which is why it is potent and powerful at overcoming problems related to organizational culture. Transformational leadership seeks to transform employees both at individual and organizational levels by working with them and assisting them throughout this process.
In the case of equity and inclusion, they are essential when making changes. It is stated that “for the public good and sustainability, that diversity plans evidence progress and success” (Stanley et al., 2019, p. 255). Thus, equity and inclusion bring diversity to the workplace and organization, which provide sustainability, representation, and the public good. Interprofessional team members needed to plan and implement changes will include nurses, nursing managers, top management, and doctors.
References
Edwards, N., & Saltman, R. B. (2017). Re-thinking barriers to organizational change in public hospitals. Israel Journal of Health Policy Research, 6(8), 1-11. Web.
Kim, H., & Kim, T. (2017). Emotional intelligence and transformational leadership: A review of empirical studies. Human Resource Development Review, 16(4), 377-393. Web.
Prochazka, J., Vaculik, M., Smutny, P., & Jezek, S. (2018). Leader traits, transformational leadership and leader effectiveness: A mediation study from the Czech Republic. Journal of East European Management Studies, 23(3), 474–501. Web.
Stanley, C. A., Watson, K. L., Reyes, J. M., & Varela, K. S. (2019). Organizational change and the chief diversity officer: A case study of institutionalizing a diversity plan. Journal of Diversity in Higher Education, 12(3), 255–265. Web.