Introduction
An appropriate leadership model is a significant phenomenon since it provides health care professionals with the necessary skills and techniques to influence their followers. I understand this fact and do my best to choose a suitable leadership style. In my working practice, I try to follow transformational leadership principles. Allen et al. (2016) state that a transformational leader focuses on the organization and collective goals, which highlights organizational growth and development. These leaders do not ignore individuals’ needs, but “motivate followers to achieve a common goal, rather than to work in their interests” (Jambawo, 2018, p. 998). As a doctorally prepared advanced care nurse, I might benefit from this behavioral model for two reasons. On the one hand, it aims at achieving shared goals, which often leads to increased patient care. On the other hand, this leadership style means that followers do not only do what they are told but are also motivated to think and find suitable solutions to assigned tasks.
Personal Model of Leadership and Servant Leadership
In the health care industry, however, servant leadership is highly requested and has both differences and similarities with a transformational model. The main difference between the two is that transformational leaders draw attention to achieving organizational goals, while servant leaders respect their followers’ self-interests more than their preferences (Andersen, 2018). In other words, a transformational approach motivates employees, while servant leaders try to serve and help them. Simultaneously, it is reasonable to comment on the similarities between the two models. Firstly, the leadership styles draw significant attention to the relationship between a leader and their followers. Secondly, these leadership models resemble each other in a way how they influence subordinates. Northouse (2016) admits that the two-act to create more leaders in the workplace, which means that both servant and transformational leadership approaches are productive for a medical organization. This information means that my behavioral model has both similarities and differences when compared to servant leadership principles.
Servant Leadership Compared to Two Other Leadership Styles
Servant leadership obtains significant attention from numerous leaders in the modern world. It is so because it implies some advantages, including increased job satisfaction among followers (Farrington & Lillah, 2019). However, it does not mean that this approach is the most suitable option for medical organizations because other models can also bring positive outcomes. That is why the given section is going to comment on two additional leadership models, including democratic and autocratic leadership approaches.
Also called participative leadership, a democratic model is suitable for individuals who are in productive relationships with their subordinates. This model stipulates that all team members participate in decision-making (Xu, 2017). Such a leader engages their followers in the management process, which creates a productive environment in the workplace. As a result, subordinates receive sufficient motivation to perform their functions properly and willingly. This claim reflects an essential similarity between democratic and servant leadership approaches that provide followers with significant attention. However, Kibbe (2019) explains that this leadership style implies a considerable disadvantage, referring to the fact that it takes much time for a leader to consult their followers and make decisions. This scenario can be dangerous in a health care setting where crises make leaders take immediate decisions.
An autocratic model is the second leadership option under consideration. According to Kibbe (2019), such leaders have almost unlimited power over their followers and “make decisions with very little input from others.” That is why it is the most beneficial in exceptional cases. For example, it refers to crises in health care units when a quick decision can be life-saving. The same fact is the most significant disadvantage because subordinates are dissatisfied with their jobs since they feel that they have no input in the working environments. The information above demonstrates no evident similarities between autocratic and servant leadership styles because they rely on entirely different notions.
Implementing the Models of Leadership
It is reasonable to mention that each of the models implies specific implementation issues, and the given section will comment on them. As for servant leadership, the most significant attention is drawn to the followers’ feelings and thoughts. That is why a leader should care for these individuals personally and ask for feedback. Such leaders should also demonstrate personal examples of the right conduct, which is necessary to establish a productive relationship within a health care setting. My model of leadership also makes me focus on subordinates’ thoughts. However, I put more value on achieving shared goals, rather than on satisfying followers’ self-interest.
A democratic model stipulates that a leader should also consult their subordinates before making a decision. This fact demonstrates that such leaders highly respect their followers, which creates a productive working environment. As has been mentioned above, transformational leaders also consider the followers’ well-being, but a democratic style tries to make a decision that would be appropriate for all team members, rather than for an organization. Another significant difference between the leadership model under consideration and transformational leadership is that the latter does not require much time to make substantial decisions.
When it comes to an autocratic leadership model, its implementation is simple since it does not include many processes. In this situation, a leader is a person who makes a decision and evaluates it, while subordinates are individuals who provide the leader with the required assistance. As has been mentioned above, this leadership approach should be used in crises. That is why this leadership model does not have any shared features with a transformational approach because the latter works with motivated and engaged individuals.
Contrasting Leadership Models Effectiveness
This section will comment on the effectiveness of all four leadership models to implement change in an organization and state which one is preferable. Firstly, one should state that servant leadership is not the best option here. It is so because this model puts a greater emphasis on followers’ self-interest. It means that if an organizational change implies any inconveniences for subordinates, they will give adverse feedback to a leader. Since this leader’s task is to serve their followers, this state of affairs will make the leader prevent implementing a change and satisfy the subordinates’ needs and self-interest.
Secondly, autocratic leadership is another model that is unsuitable to promote organizational change, but the opposite reason justifies it. This approach stipulates that a leader relies on their thoughts and feelings when making a decision. While this fact makes a change happen faster, it can also result in increased dissatisfaction among followers. It is so because they see that an essential process takes place without their participation. Even though this leadership model can be used to achieve the desired change in an organization, it is impossible to talk about an overall positive outcome. It refers to the fact that dissatisfied followers worsen a triumph of achieving the goal.
Thirdly, transformational and democratic leadership models are more suitable to implement organizational change. The two are similar because they involve followers in the decision-making process. In this case, subordinates appreciate the fact that their leaders try to satisfy their demands. However, these leadership models also imply some differences that can determine their effectiveness. On the one hand, a democratic model provides a leader with the right to make the final decision. Followers’ thoughts and opinions are respected, but the leader bears the responsibility of whether to implement change. On the other hand, a transformational approach provides the subordinates with an opportunity to make a decision. In other words, this model allows the followers to take a more active part in implementing change.
The information above demonstrates that autocratic and servant leadership models are not suitable to bring change in an organization. At the same time, democratic and transformational approaches are better options since they have the potential to implement a change successfully. It is impossible to state which of these two options is the best because each can result in positive outcomes. It will be better if a leader combines these models depending on the situation.
Personal Model of Leadership in Conjunction with Leadership Style
It is possible to mention that a transformational leadership model is a practical approach. It is so because this model makes me respect followers’ opinions and motivate them to achieve shared goals. This strategy works well in conjunction with my leadership style to establish good relationships with all the subordinates. One can say that trust-based relations are the basis of a transformational leadership model because the latter focuses on close cooperation with followers. It means that a leader is more likely to motivate subordinates when they experience trust in this leader. Thus, positive outcomes can be achieved when a transformational leadership model is used in conjunction with a leadership style that relies on trust-based relations.
Personal Development Action Plan
Even though it has been mentioned that my current model of leadership is useful, it does not mean that it is perfect. Leadership skills development should be a life-long process that deserves specific and continuous attention. That is why the following information will present a personal leadership development action plan to sophisticate my leadership qualities. The project will include two SMART (Specific, Measurable, Achievable, Relevant, and Timely) (Mind Tools Content Team, n.d.). They are necessary to increase the probability of achieving the desired outcome
Goal 1 is to improve conflict prevention skills to cut the number of conflicts in half by the end of a year. Various disputes and other conflict situations are typical in the workplace, and it is the leader’s responsibility to minimize their effect on the working environment. Thus, the action plan implies reading the relevant literature to find possible solutions to the problem and gain a mentor’s support.
Goal 2 is to improve motivational skills to increase the number of followers who always support the leader’s decision by 20% by the end of a year. Setting this goal is necessary to make more subordinates willing to achieve organizational objectives. The steps of this action plan are to investigate the relevant literature and attend oratory courses. It is so because fluent and influential speech is the most important tool to motivate others.
In conclusion, the paper has commented on possible leadership models to lead change in an organization. Transformation and democratic leadership approaches are considered the most suitable options in this case because the two focus on a productive relationship between a manager and their followers. Furthermore, the paper indicates that leadership skills development should be a life-long process, and that is why a personal development action plan with two SMART goals has been proposed.
References
Allen, G. P., Moore, W. M., Moser, L. R., Neill, K. K., Sambamoorthi, U., & Bell, H. S. (2016). The role of servant leadership and transformational leadership in academic pharmacy. American Journal of Pharmaceutical Education, 80(7), 1-7.
Andersen, J. A. (2018). Servant leadership and transformational leadership: From comparisons to farewells. Leadership & Organization Development Journal, 39(6), 762-774.
Farrington, S. M., & Lillah, R. (2019). Servant leadership and job satisfaction within private healthcare practices. Leadership in Health Services, 32(1), 148-168.
Jambawo, S. (2018). Transformational leadership and ethical leadership: Their significance in the mental healthcare system. British Journal of Nursing, 27(17), 998-1001.
Kibbe, M. R. (2019). Leadership theories and styles. In M. R. Kibbe & H. Chen (eds.), Leadership in surgery: Success in academic surgery (pp. 27-36). Springer.
Mind Tools Content Team. (n.d.). SMART goals: How to make your goals achievable. Web.
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). SAGE Publications.
Xu, J.-H. (2017). Leadership theory in clinical practice. Chinese Nursing Research, 4(4), 155-157.