Leaders play a significant function in the organization about its future success, employees’ performance, and productivity. An essential role of a leader is to establish as well as maintain a team that performs well. Yukl et al. (2013) contend that there are a lot of diverse definitions about leadership. A consensus appears to suggest it involves a process of influencing and guiding relationships within an organization. Additionally, Guirdham (2002) highlights the significance of leaders possessing great interpersonal and relational abilities, which includes the capacity to convince others. There are extra variables that add to impressive leadership, for example, the utilization of force and the situational setting.
The leader that I interviewed is Maurice Jackson. He is a nurse manager at the emergency department. Jackson adopts a transformational type of leadership in his work. Transformational leadership focuses on creating an identity characteristic. The critical element of transformational leadership is that it emphasizes the advancement of supporter and tries to improve their identity. It energizes and includes rousing devotees to focus on a common vision and objective of the team. A transformational leader urges others to end up as leaders; thus the whole association will be loaded with individuals having important initiative qualities. Transformational leader propels his supporters to be inventive in critical thinking and build up leadership qualities by mentoring, training, and giving support. Transformational leadership administration is what reclassifies an individual mission and vision, in this way reestablishing their dedication and rebuilding the framework for accomplishing the objective (Bass & Riggio, 2006). This outcome in a shared co-appointment between a follower and a leader, where the member grooms his characteristics, and the leader changes himself as an ethical worker. Consequently, transformational leaders must be grounded in good establishments.
As a transformational leader, Jackson is driven to achieve its purpose to produce a more systematic and organized emergency department. He does this by articulating his vision. Jackson has an excellent communication skill, so people in his team are very keen at following his orders. Jackson understands the uniqueness of every person. He does everything to be a good coach and mentor to everyone around him. He shows support to the team’s contribution while also challenging them so that they achieve the highest standard of service in the department. Jackson is a very emotionally intelligent person.
As a transformational leader, Jackson encourages everyone to follow him. As Jackson drives change in the emergency department, all the team members become intellectually stimulated. Jackson encourages discovery and curiosity. He motivates the team to continue finding ways to improve the services in the department. Also, Jackson sustains and creates who has impressive thinking skills and is willing to learn from the group. Jackson loves his family and his career. His moral conduct is just incomparable. He stands strong in all his decisions, and he wishes not to do anything that could damage his reputation.
In the decision-making process, the leader makes sure that everyone in the team is involved. He tries to gather the opinions of the members, and together the group arrives at a collective decision. The group tends to settle on the choice together by breaking down the unique options that fit their target. Primary leadership procedure is considered important in the office. Henceforth, Jackson sees to it that he practices dictator approach in a good way. A few studies thought of the exploration that in an authoritarian approach, the leader makes use of five minutes to settle on their decision, thirty minutes to impart his choice and another 30minutes for the members to acknowledge while a team approach takes 30 minutes to examine and choose the best alternative. In this way, the grouping methodology is more energized as individuals have a tendency to acknowledge thoughts they consider and have more enthusiasm in accomplishing objectives established by their individual initiative compared to decisions being taken on their behalf. Such kind of decision-making is very apparent in the emergency department under the leadership of Maurice Jackson. The emergency department calls for the quick and timely response. Strong leadership with a good command of its team is essential in the delivery of quality and trusted services.
As an effective leader, Jackson makes sure that he gains the trust of his followers. He believes that the key to this is to communicate effectively. As Jackson said, it would be difficult to get to where you want your team to go if they feel that there is no understanding between you and them. Act as a true role model. Being clever is not enough. Jackson believes that it is just as essential to gain the respect of the department. This can be done by working hard and showing your credibility.
In the emergency department, people are dealing with emergency cases. Patients who are in this situation want nothing more than feel secure and safe under the hands and care of the healthcare providers. As such, Jackson makes sure that everything – from procedures to service delivery – is conducted well and with ease. Setting a solid foundation by establishing a good relationship with the emergency team makes it possible for Jackson to lead them more with high strength and focus. Hershkovich et al. (2016) posit that leadership in crisis circumstances requests acknowledgment of necessities, composed learning and routine of more than just essential abilities. The leader in this setting must have the capacity to quickly examine a mind-boggling environment, survey where and what kind of assistance is required, collect a successful, multidisciplinary staff of consideration suppliers, and impart adequately among the staff and the population needs.
References
Bass, B.M. and Riggio, R.E. (2006). Transformational Leadership (2nd Ed), Mahwah, New Jersey: Lawrence Erlbaum Associates, Inc., New Jersey.
Guirdham, M. (2002). Interactive behaviour at work. Pearson Education.
Hershkovich, O., Gilad, D., Zimlichman, E., & Kreiss, Y. (2016). Effective medical leadership in times of emergency: a perspective. Disaster and Military Medicine, 2(1), 1.
Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, 20(1), 38-48.
