HCAD 510Leadership PhilosophyAmerican Military University HC | Lecture notes Accounting | Docsity (2024)

Download HCAD 510Leadership PhilosophyAmerican Military University HC and more Lecture notes Accounting in PDF only on Docsity! HCAD 510 Leadership Philosophy American Military University HCAD 510 Leadership Philosophy The belief that the best leaders seek to optimize the welfare of others before focusing on their personal interests is one thing that informs my leadership philosophy. Humility is one of my attributes, allowing me to give credit to others when they do a commendable job and not praising myself as a leader. I strive to be as transformative as possible, equipping my team with skills to enhance their capacity to execute different tasks successfully. I understand that the team’s ability to accomplish the organization’s mission effectively depends on training, leadership and managerial support, tools, skills, and resources, and I strive to provide them. I like being conscious and inspirational, focusing on intention, awareness, action, and result. As a result-oriented leader, I always yearn to develop the substantial knowledge, skills, and competencies of my team to support their capability to execute various policies effectively. My love for teamwork and collaboration drives me to focus on empathetic and participative leadership styles. Which often allow leaders to work cohesively with their followers in diverse workplaces. I believe in leveraging people's power to drive my leadership agenda and being democratic to embrace the challenges and opinions of my team members to come up with practical solutions to different challenges. However, there are certain things I do not like as a leader, and I mostly perceive some of them as my leadership weaknesses. For instance, I do not particularly appreciate thinking pessimistically, devaluing relationships, thinking about work-life balance, breaking commitments, and changing my vision. Although I understand that some of these attributes might create conflicts with my followers, I try to keep them off my leadership approaches to eliminate controversies and maintain consistency in my decisions. Leaders who understand their strengths and weaknesses strive to optimize their strengths and refrain from being suppressed by their weaknesses to ensure that they follow uninterrupted courses when executing their leadership policies. With this understanding, I always strive to operate from my strong side. However, I do not ignore the fact that I have various weaknesses that may undermine my leadership competencies if I do not lead with due diligence and a high degree of prudence. Three types of leadership traits/theories discussed in the course The realization of the vision in an organization entails a process of transformation, implying that visionary leaders must have transformational leadership. Transformational leadership theory essentially focuses on employee morale and motivation, which significantly supports the followers’ ability and willingness to implement leaders’ policies to realize desirable goals for their organizations. The outcomes of transformational leadership are desirable to both employees and the organizations. Instead of leading with authority, transformational leaders are more democratic, and they strive to lead with inspiration. Agreeableness and extraversion are two of the big five personality traits that drive transformational leadership (Sime, 2019). Contemporary leadership is another theory, which embodies such leadership qualities as servant leadership, transformational leadership, quantum leadership, relational leadership, and charismatic leadership. Contemporary leaders can be more effective by recognizing the complexity of leadership in contemporary organizations. Servant leadership is broadly defined or embodied within the contemporary leadership theory as contemporary leaders as expected to be driven by people's desires. High-reliability leadership entails a model of leadership that encompasses leaders' behaviors, which allow them to maintain safe operations even when their organizations face turbulences. This leadership trait is ambidextrous because it requires leaders to lead expansion and reaction simultaneously in different situations. The relative effectiveness of a leadership theory and its applicability to various situations are some of the factors Can leadership be taught? The debate around how leaders are made focuses on diverse aspects of leadership and how they are acquired. Essentially, the evaluation of leaders takes diverse dimensions, which mainly involve examining the level of effectiveness and possession and utilization of different theories to achieve specific organizational outcomes. Analysts have presented diverse views regarding the question of whether leadership skills are innate or can be taught. Contrasting opinions have been presented, making it difficult to conclusively argue that leadership is purely inborn or acquired through a formal learning process. Leadership is a combination of inborn and learned aspects, and leaders who lack both attributes often fail to qualify as effective leaders. Different studies have been conducted to investigate the extent to which leadership can be taught. One of the outstanding outcomes of these studies is that learning is a process of reinforcing the inborn aspects of leaders to enhance their effectiveness (Metz, 2015). An overarching question that arises from the debate on learned leadership relates to the need to train leaders if leadership is purely inborn. The complexity of leadership roles in contemporary organizations is a fundamental factor in explaining the need for trained leaders. On the other hand, it is imperative to note that before the commencement of leadership training, assessing the innate leadership qualities is vital to making sure that the training will effectively develop leaders. The absence of innate leadership qualities in those pursuing leadership courses will lead to ineffective leaders, implying that the inborn attributes are reinforced through training. A significant part of knowledge about leadership theories and their application to organizational or people leadership is acquired through the formal learning process. Research outcomes have indicated that there have been increasing leadership skills gained through training (Carmeli et al., 2006). In contemporary organizations, most of the policies are data-based, implying that analytical skills must be utilized to implement these policies in a way that results in the attainment of the desired organizational objectives. Besides, contemporary leaders must be equipped with unique skills and competencies to make effective organizational decisions characterized by cultural diversity. Modern workplaces require leaders who understand the emotional needs of their followers and promote workers' psychological welfare through leadership. However, these capacities cannot be present in leaders who have not been trained. Thus, teaching leadership is an integral part of developing influential leaders. Skills, traits, attitudes, and experiences to look for in a candidate when seeking a Senior Healthcare Administrator In a healthcare setting where employee morale is declining, a motivational leader is needed since it is only through motivation that job performance can be restored. Thus, during the interviews, the ability to motivate workers must be carefully evaluated. The successful candidate should demonstrate the capacity to use analytical skills to identify the causes of declining staff morale and how practical solutions will be developed for this problem. A healthcare organization whose quality of services is deteriorating faces numerous risks, considering that medical services are sensitive. Thus, a transformative attitude is needed to address this problem and save the organization from its various risks because of low patient satisfaction. The leader should be able to mobilize resources and enact quality improvement techniques to restore the organization's level of quality performance. In a hospital setting, collaboration and teamwork are necessary for achieving various objectives that improve the quality of services. Consequently, a leader with exemplary motivational, transformational, democratic, and contemporary traits is needed in this organization as these attributes are necessary for building and sustaining high-performing teams. Leaders make policies and use their followers to implement various decisions. However, using leadership skills to implement change effectively requires leaders to have demonstrable and outstanding communication skills. Notably, communication skills are needed to enhance employee motivation and leaders’ problem-solving capacity. Declining quality of care and low employee performance in a healthcare organization requires a leader with the capacity to design and execute a transformative agenda using analytical and problem-solving skills. Besides, employee engagement through a participative leadership style is needed to revive morale. Thus, when interviewing the candidate, my focus will be on key leadership competencies that can effectively solve the current challenges and formulate leadership policies that will drive the organization towards attaining its vision and mission in the future. References Rao MS. John Eric Adair, Develop Your Leadership Skills–Creating Success Series 65. London, Philadelphia, and New Delhi: Kogan Page India Private Ltd, 2010, 144 pp. Rs 160 (ISBN 0-7494-55497 [Pb]). Global Business Review. 2010;11(3):463- 465. doi:10.1177/097215091001100310 Carmeli, A., Meitar, R., & Weisberg, J. (2006). Self-leadership skills and innovative behavior at work. International Journal of Manpower, 27(1), 75- 90. doi:10.1108/01437720610652853 Metz, J. (2015). Can leadership be taught: a study about leadership development in education. http://www.diva-portal.org/smash/get/diva2:819317/FULLTEXT01.pdf Sime, C. (2019). The Secret to Transformational Leadership. Forbes. https:/ /www.forbes.com/sites/carleysime/2019/02/05/the-secret-to- transformational-leadership/?sh=d4e5bcd18465 The World Bank Group (2020). Aireen Omar, CEO, Air Asia. Retrieved from https://live.worldbank.org/experts/aireen-omar