PART 01
I believe that there are three key attributes of technically astute health leaders in the contemporary industry as follows. First, such leaders have adequate motivational skills. They exhibit the drive to achieve beyond their organizational expectation and motivate their followers through internal and external factors. Second, they work on the notion that empathy will help strengthen their emotional intelligence around their followers. They not only know the tough realities of the health care industry but also know how to overcome barriers. Finally, such leaders are excellent communicators in today’s technologically-driven industry. They possess the strength required to promote friendliness with a sense of direction and a purpose of leadership (Hughes, Ginnett, and Curphy).
Technically competent leaders acknowledge and understand the work environments under their control. As a future such leader, I will be able to make decisions based on such knowledge to enhance my credibility. I understand that successful health organizations require skills and responsibilities necessary to promote quality service provision in a rather dynamic sector. I should have the ability to work in tandem with qualified personnel to drive the organization into an independent yet powerful entity. Also, I should be willing to respect those I lead and manage by crafting strategies that assist them to succeed. I understand that as a leader, I should know the needs of tasks as hand and the power of troubleshooting whenever things go wrong as an ultimate way of offering help to my colleagues (Ledlow and Coppola).
The unique element of this description is that I recognize my competence as coming from experience and adequate training. Both elements will allow me to understand the workings of the health organization under my leadership. I will also look into learning the organization’s and employee’s needs at every segment within the organization and the power of my presence in determining their success. Ideally, technical competence would place me in a position that earns respect through offering respect (Hughes, Ginnett, and Curphy).
PART 02
I believe that health leadership under followership, culture, knowledge management and change requires charisma among other exciting attributes. In this sense, health leaders will attract more followership through their personal characteristics. They do so through the strong bond shared with their followers as well as the establishment of positions that overlook the formality of leadership. Thus, they possess a strong willingness to empower their followers into exhibiting a collaborative organization culture that would help drive change.
Particularly, a health leader would use their power to depict courage in their actions. Ledlow and Coppola suggest that courage in leadership exists as one of the greatest drivers to followership. Thus, in every leadership initiative within the industry lies a series of actions including new hires and process development among others. With such changes comes the importance of using courage to show confidence in decision-making.
Second, such leaders use aspirational tactics to draw crowds, change their organization’s culture and enhance knowledge sharing. However, in most cases, such leaders focus on working towards the establishment of aspirational goals, explore new avenues of goal attainment, and seek their subordinate’s ideas concerning the best management methods. The approach, however, direct that such leaders acknowledge the need for connection with colleagues (Ledlow and Coppola).
Third, such leaders ensure clarity in goal provision. They realize that change initiatives would work best in areas that have all stakeholders fixed on a common goal. Fourth, great leaders challenge the status quo in management practice. Success to them involves offering a dynamic process that would help maneuver around routine practices in the hospital environment. Finally, they establish trust among followers through personal judgment. In such environments, the leaders consider the idea that improved judgment increased one’s chances of attracting a great followership (Hughes, Ginnett, and Curphy).
Works Cited
Hughes, Richard, Robert Ginnett and Gordon Curphy. Leadership: Enhancing the Lessons of Experience. New York, NY: McGraw-Hill/Irwin, 2014. Print
Ledlow, Gerald R and Nicholas M Coppola. Leadership for Health Professionals. 2nd . Burlington, MA: Jones & Bartlett Learning, 2014. Print
