McNamara (1998) describes leadership as an influence process by adding that a leader is one who influences people towards achieving a common or shared goal. A leader must create vision for an organization and influence people towards achieving it by overcoming inherent obstacles. Different leaders are characterized by different leadership styles which manifest themselves in different way.
Good listening abilities characterize the organization’s leader. This ability elicits good feedback on various issues that confront the organization. In addition, leadership must be flexible to change. According to McNamara (1998), change is the most difficulty part of any leadership, as most of those who lead belief that what they do and how they do it is perfect. The current leadership embraces change as a core value. Good interpersonal relationships characterize the leadership within the organization. Lee (2008) asserts that a good leader takes time to communicate with like minded people, an evident attribute in the hospital leadership. Further, the hospital leader clearly understands his leadership roles, weaknesses and key strengths. While effective presentation and communication skills forms part of the leader, elements of high levels of confidence, optimism, passion, and a high degree of patience are demonstrated as determined by (Lee, 2008).
Our leadership demonstrates an amalgamation of different leadership styles. In Lewin (1939)’s definition, “Leadership style is the manner and approach of providing direction, implementing plans, and motivating people”. These is achieved within the organization through democratic, participatory, and to some extent autocratic styles particularly in emergency situations. In addition, the leadership embraces emerging leadership styles as a paradigm shift. This new approaches embrace technology as an aid in leadership, decentralize operations as much as possible, and are rational as much as possible as affirmed by (McNamara, 2009).
How it Manifests Itself
The leadership manifests itself in diverse forms. Based on observation, different cases in the hospital require varied and specialized attention. These cases may be emergency or mild ones. In essence, when emergency cases are reported, more often than not, staffs are directed on what to do and how to go about without a consultative approach. This notwithstanding, the management listens to employee grievances, a key strength in management and this has averted situations that may deteriorate to strikes, and other expressions of discontent that may be inherent with employees. In addition, communication between management and the employees is efficient and open, while a good interpersonal relationship exists between administration, patients, and the medical staff (Clark 1997).
Assessment of the Leader
According to my own assessment there is effective leadership though to some extent may be coupled with weaknesses. A case in point, a situation unfolded that required leadership role in deciding on the course of action. It was an emergency case that required immediate attention on performing an operation on a patient. In addition, leadership has developed a strong organizational culture that defines the way employees work effectively. It defines the responsibilities of employees to one another and to patients, and the responsibilities of management to employees in addressing their needs. The administrator recognizes what employees need and has the ability not only to asses and understand current organizational needs and challenges, but can forecast and influence the organization in facing future challenges as asserted by (Casida & Pinto-Zipp, 2008). There is a high degree of confidence in taking responsibilities. In addition, the leadership recognizes team leadership in the organization, by effectively managing teams both externally and internally. Other effective leadership characteristics include mentoring of new employees, coaching of team members. The leadership has good analytical skills as evidenced from cases that require critical analytical skills to address. The main weakness however is the leader’s failure to recognize other leaders in different departments that at times spark interdepartmental conflicts.
Clark, D. (1997). Leadership Styles: Web.
Casida, J. G. Pinto-Zipp. (2008). Leadership-Organizational Culture Relationship in Nursing Units of Acute Care Hospitals. Nursing Economics, 26(1), 7-15
Lee, A. L. (2008). Top 10 Characteristics of a Successful Leader: Web.
Lewin, K. (1939). Leadership styles: Web.
McNamara, C. (1998). Overview of Leadership in Organizations. Web.