An opportunity to apply leadership skills in the healthcare sector effectively is the key to not only successful management but also patient positive outcomes due to the competent work of all employees. Regarding my personal aspirations, I strive to develop relevant attainments through ongoing training and interaction with colleagues. The modern medical environment is a flexible structure that creates possibilities for productive interventions and valuable rational decisions. In this regard, according to the results of an individual assessment, I identify myself with transformational leadership. This approach may give me the opportunity to coordinate the activities of subordinates efficiently and adapt to all the necessary changes during the work process.
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Personal Leadership Strengths and Weaknesses
When analyzing my strengths as a leader, I can note that I am well adapted to all the changes that are inevitable in professional practice. Also, I appreciate employees’ initiative, which is largely achieved due to respect for the personal characteristics of subordinates and working diversity in general. However, I also have some weaknesses that I should eradicate. For instance, I can’t tolerate the routine regime of work and employees’ lack of initiative, which, in turn, may turn into interpersonal conflicts. In this regard, I strive to find harmony in any activity.
According to the results of a personal assessment, I am inclined towards transformational leadership as the principle of managing subordinates. According to Crews (2015), this concept provides for the role of a leader as a person who inspires employees to work to achieve certain organizational goals. In addition, as Gotsis and Grimani (2016) state, this type of collective management makes it possible to control the outcomes of diversity, which is also a significant aspect. De Zulueta (2016) notes that transformational leadership implies a high role of charisma and attention to subordinates’ individual work. As a result, a team where such an approach to management is utilized can work productively and responsibly.
This self-evaluation may be controversial and biased due to the fact that it is not easy for me to assess my individual skills and professional training as a leader. In addition, the opinions of my colleagues with my assumptions may differ, which, however, is undesirable because such an outcome would mean the reassessment of personal capabilities. Therefore, further analysis is subjective and reflects internal preferences and beliefs.
Benefits of Personal Leadership Characteristics
Adhering to transformational leadership may allow me and my subordinates to achieve significant professional results. According to Malloch (2014), this management principle makes it possible to coordinate employees’ activities without coercion or punishment. Conversely, when evaluating the acceptability of this practice for the healthcare sector, one can note that an effective transformational leader sets the goal of increasing subordinates’ personal motivation and increasing their self-esteem. Washington, Sutton, and Sauser (2014) argue that the interests of employees are respected, and all assigned missions are carried out without pressure.
I have already managed to apply this style in practice when I took part in a research project on an interesting topic and actively involved interested parties, encouraging their productivity. Regarding possible improvements, I should pay more attention to the personal characteristics of employees in order to comply with all the ethical standards of interaction and, at the same time, ensure the productive results of all team members’ activities.
Additional Valuable Leadership Characteristics
To increase my professionalism in the field of medical staff management, I would like to develop the skills of charismatic leadership that is close to transformational one. As Dion (2012) remarks, leaders adhering to this style create the conditions for effective knowledge exchange in a team, which, in turn, helps improve the outcomes of work. Also, I would like to increase my ability to predict subordinates’ performance better to plan interventions competently.
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According to Muthia and Krishnan (2015), this skill is valuable because of the risks that employees’ errors may bring. My current leadership skills will certainly help me develop the necessary relationships of collaboration in the team by combining approaches to personnel management. I have already been engaged in controlling a group of employees where my authority in view of corresponding education was obvious, and the charisma of the leader helped me organize joint activities. Perhaps more attention to the theoretical aspects of subordinates’ psychology could allow me to improve my skills and work results.
Principles of Ethical Leadership
Addressing ethical nuances is an essential aspect of any leadership style. According to the American Nurses Association (n.d.), these issues are inextricably linked to human rights, and their observance in the healthcare sector is relevant to interaction not only with patients but also with subordinates. Given that transformational leadership involves creating the conditions for the productive work of each employee, I would promote diversity as one of the principles of organizing activities. As Lee and Royo-Bordonada (2015) state, an ethical approach implies trust and, consequently, diligence. Thus, it is crucial for me to adhere to special health administration standards to build a positive image.
A few years ago, I promoted the idea of creating a multicultural group of researchers to achieve diverse solutions. As a result, all the team members showed their individuality and expressed appreciation for the trust placed. As a personal recommendation, I should pay attention to the ethics of interaction with subordinates within the individual stages of work, for instance, the decision-making process. In this area, I have room for professional growth since each of the phases of activity has unique approaches. To prepare accordingly, I should study the principles of control at all stages of the work, including the process of research, analysis, and implementation.
Importance of Diversity and Inclusion
Diversity and inclusion are important to employee relations and the provision of safe and high-quality healthcare because these principles create a working environment where flexible management strategies may be applied.
From an ethical point of view, as Kupo (2014) argues, the criteria considered allow maintaining a working regime where no psychosocial problems are manifested. Robinson (2016) confirms this assumption and notes that diversity stimulates a wider choice of working concepts and approaches, which may be important when evaluating complex clinical cases. My current skills as a transformational leader contribute to strengthening ethical interaction among subordinates through an individual approach to each employee and a clear justification of the goals set. The resolution of controversial issues within the team can be carried out individually, and with regard to the public sector, problems will be discussed and resolved at general meetings.
Value of Research Skills and Critical Thinking
High research skills and critical thinking guide effective decision making and foster integrity in research and professional practice due to an opportunity to utilize as many resources as possible. Cote (2017) notes that the role of a transformational leader in any change process is crucial, and when applying appropriate skills, the productivity of interventions will be ensured. Therefore, while having sufficient knowledge in the field of research processes and analysis through critical assessments, I can achieve higher professional results.
The considered concept of transformational leadership allows coordinating subordinates activities’ efficiently and managing all the changes successfully. My current skills may not be sufficient to achieve high outcomes, but due to experience and ongoing training, I plan to increase my professional potential. Addressing ethical issues, along with enhancing research skills and critical thinking, can be a valuable practice in the context of healthcare administrative activities.
American Nurses Association. (n.d.). Short definitions of ethical principles and theories: Familiar words, what do they mean? Web.
Cote, R. (2017). Vision of effective leadership. Journal of Leadership, Accountability and Ethics, 14(4), 52-63.
Crews, J. (2015). What is an ethical leader?: The characteristics of ethical leadership from the perceptions held by Australian senior executives. Journal of Business & Management, 21(1), 29-58.
de Zulueta, P. C. (2016). Developing compassionate leadership in health care: An integrative review. Journal of Healthcare Leadership, 8, 1-10.
Dion, M. (2012). Are ethical theories relevant for ethical leadership? Leadership & Organization Development Journal, 33(1), 4-24.
Gotsis, G., & Grimani, K. (2016). Diversity as an aspect of effective leadership: Integrating and moving forward. Leadership & Organization Development Journal, 37(2), 241-264.
Kupo, V. L. (2014). Becoming a scholar-practitioner in student affairs. In G. L. Martin & M. S. Hevel (Eds.), Research-driven practice in human affairs: Implications form the Wabash national study of liberal arts education (pp. 89-98). San Francisco, CA: Jossey-Bass.
Lee, L. M., & Royo-Bordonada, M. Á. (2015). Continuing the conversation about public health ethics: Education for public health professionals in Europe. Public Health Reviews, 36(5).
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Malloch, K. (2014). Beyond transformational leadership to greater engagement: Inspiring innovation in complex organizations. Nurse Leader, 12(2), 60-63.
Muthia, A., & Krishnan, V. R. (2015). Servant leadership and commitment: Role of transformational leadership. International Journal on Leadership, 3(1), 9-20.
Robinson, J. L. (2016). Connecting leadership and learning: Do versatile learners make connective leaders? Higher Learning Research Communications, 6(1).
Washington, R. R., Sutton, C. D., & Sauser, W. I. (2014). How distinct is servant leadership theory? Empirical comparisons with competing theories. Journal of Leadership, Accountability & Ethics, 11(1), 11-25.