Growth In The Healthcare Field: A Self Analysis

Taken into account all of my leadership experiences throughout my life is undeniably unrealistic, as I have engaged in a plethora of activities during my eighteen years of existence. Having had the opportunity to experience a significant number of leadership roles has helped mold me into the young aspiring pediatric surgeon I am today. Whether, it is being the salutatorian of my graduating class or assisting my classmates during their times of hardships; I have found an appreciation merely for those leadership opportunities. On the other hand, there is one leadership position in particular which I value dearly.

The superior act of living an effective life lies in the pursuit of excellent vision, to move from where we are to where we ought to be, either as a person or as an organization. A health care leader must motivate the organizational team, find how to work with the associates to effectively dedicate their time and energy to achieve the identified goals and objectives through the established vision. The team members need to buy into the vision, where they are currently doing what the leader envisions, the leader must encourage them, keep them on track and set standards for the team by setting goals and objective, flowing from the vision. This will enable the leader to move the health care organization to the expected performance level within the set time period. The leader must ensure that individual responsibilities of the associates are identified, motivated and resources provided to achieve the identified goals. To pursue the vision, I will lead the development of the health care organization’s strategic alignment of clear goals and objectives, to preserve the core mission and encourage progress toward the envisioned future state. Also, I will encourage and provide the direction for the organization without hindering the development of the goals that we expect to accomplish.

This would help me to be more skillful in creating a vision of the future in collaboration with key stakeholders with a focus on system redesign and finding new ways to identify the best care delivery models that would impact value, cost, populations and gaps in performance. Aiming for a successful career in healthcare requires me to develop and maintain both technical and managerial competencies. Enhancing my leadership capabilities to influence, mentor, communicate and build consensus are essential elements are strive to

Healthcare systems are in needs of future leaders, cultivating high-potential employees should be the priority of any organization. With the omnibus leadership model, healthcare facilities need to develop and identified high-potential employees as early as possible. This can be done by improving or developing

Based on what you know about innovative leadership, what are recommendations you can make to nursing education to meet the changing health care demands?

A plan for leadership, or, an analysis of leadership, were the two options available for the final portfolio project of class ORG 561, Examination of Modern Leadership. I selected option number 2, a plan for leadership, in which a new organizational leadership plan will be presented and developed in an effort to provide guidance to upper management to address a number of organizational concerns. The portfolio will entail an evaluation of an overflowing pediatric emergency department facing the challenges of meeting capacity needs as well as the needs of staff members. Specific issues to be addressed include high staff turnover, ineffective continuing education opportunities, poor communication channels between staff and

179) Kouzes and Posner identified five essential leadership practices that facilitate effective leaders within organizations: Modeling the Way, Inspiring a Shared Vision, Challenging the Process, Enabling Others to Act, and Encouraging the Heart (Patrick et al., 2011) I scored 77% on my baseline LPI (Appendix 1) and a SWOT analysis of my results revealed strengths and weaknesses associated with my current leadership style, as well as opportunities and threats to my continued development as a clinical

There’s increasing need for new leadership and helping organizations develop innovative ways to build rapport with workers and improve their management skills. In the health care field, the development of compelling and inspiring leaders is critical. During this age, when the health care field and life in general are surrounded by clouds of uncertainty, medical professionals need encouragement in taking on responsibilities to the full extent of their capabilities. Health care advocates support a three-fold concept of vision, organizational culture and operational excellence to support this kind of work environment. With the right vision and encouragement, health care leaders can create rising

Extraverted, sensing, thinking, judging: the supervisor within the realm of personalities. As an ESTJ, I “thrive on order and continuity”(Jung). I tend to stick with the idea of tradition and seek the history. As an Extrovert, I receive energy from the people that surround me and promote work ethic. Not someone to show emotion, I gain through logical and practical terms. I find myself in situations that require thought, planning, or organization. In some cases, I do tend to stray away from the results that I was given through the personality test.

Who would have known that four letters can describe a person in complete detail! The Myers Briggs Personality Test can explain your own personality better than you ever thought you could. My personality falls under ESTJ, which stands for extraverted, sensing, thinking, judging. ESTJ 's are usually hard workers that use logic and tradition to complete things efficiently while staying organized. They tend to be very stable people that remain loyal, dependable, and active. They enjoy creating things around the house, volunteering in the community, as well as watching and playing sports. ESTJ 's are known to be great leaders, often times employed as an engineer, doctor, manager, consultant, technician, or agriculturist.

This paper describes the results of the Myers-Briggs personality types of extravert, intuitive, thinking, and judging (ENTJ). These personality results identify potential careers and occupations, communication types, and partner compatibility information. The research will describe the validity of each personality trait and the characteristics associated with the personality of ENTJ. Additionally, the research is beneficial for my career to gain an understanding of how I can apply my strengths to different aspects of my job. The paper focuses on how the personality results can be useful in the workplace and the disadvantages of the personality.

Lastly, an approach to address the leadership gaps is through closing the gaps within the healthcare sector. Closing the gaps will bridge and fill the deficits between the current and future leaderships. To close the leadership gap, healthcare organization and healthcare leaders will need a firm understanding of the skills and behaviors required. There is a study research that outlines the main six leadership competencies that healthcare leader and organizations should emphasize if they want to close the leadership gaps. This six leadership skills are leading employees, participative management, building and mending relationships, self-awareness, board organizational perspective, and building and leading a team (Center for Creative Leadership,

The Approaches to Planning in Health Care class (HCAP 2100) is designed to improve and strengthen management and leadership skills in health care as students’ progress into upper level courses and to graduate training and on to transitioning into the “Real” workforce. A major goal of this class is to help students become more confident leaders by assisting with leadership skills. Leadership is essential in shaping critical thinking, ideas, knowledge, academic development, professional development and progression in college and employment.

Healthcare leadership was not an area that I initially thought that I would ever pursue because I thought that these positions are designed for those that are superior, outspoken and understand the culture better than I did. For three years after my graduation, I spent my time in patient care areas, performing diagnostic studies and keeping myself updated with the new technologies and advances in healthcare. I found myself in a manager role when I was appointed by colleagues to temporary step into a vacant position as they search for the right candidate. Though this move may have been accidental, it was the beginning of another journey that I have passionately embraced. Since then I have advanced into the director role and aspiring to advance to the C-Suite.

This reflective journal will focus on authentic leadership and its role in establishing an empowering work environment. I had realized there were patient safety concerns at the moment of handoff for many years. Once I took on a leadership role it became even more evident that nurse to nurse handoff is a critical point where errors can happen. As part of my daily routine, I round to get a feel for the department, staff, and patients. I began to notice that my first round of the day was always the longest and filled mostly with complaints from staff about how patients were left or issues about the previous shift. I also noticed that as a Clinical Flow Coordinator I would receive multiple calls throughout the day from either staff or management about how patients arrived at the floors. There were incident reports filled out, calls to management, and many emails about these various issues.