Dsicuss about the Management Guide And Leadership Concepts.
Leaders versus managers
According to the Management Guide (2017) the term leadership refers to the action of leading people in the organization and motivating the members of the organization to accomplish their goals. The leaders motivate the members in the organization to accomplish their goals by influencing the behaviour of the employees in different patterns. The role of the leader is to set a clear objective for the organization through inspiring the employees, and guiding and directing their work process (Hart, 2011). The role of the leader also lies in boosting the morale of the employees. According to DuBrin (2013) there is a prevalent belief that leadership should be part of the senior role, however it has been seen that the essence of leadership is important and hence indispensable for every juncture of the business. On the other hand, regarding the managers the Management Study Guide contends that managers are those who formally leads the individual and the team (collective) endeavours the collective goals. The responsibility and prerogative of the managers include directing, monitoring and planning, followed by assessment of the activities of one or more than one individuals (Glesson, 2013).
It is stated that the description of the leader is compatible with the preferable type of style that is required in managing the team. However, there is a preference for different styles of leadership to be performed at the workplace. There is a propensity for confounding between management and leadership and using these terms interchangeably. However, there is a stark difference between both the terms. Therefore, it is important to understand the rudimentary differences between leadership and management and the ways in which the behaviour derived from these two discourses is translated in the workplace. This is important with the intention of ensuring that the performance is reflective of the right kind of management depending on the uniqueness of the situation.
In the sphere of public health, the responsibilities of the leader and the manager is quite distinctive compared to their roles and responsibilities on the other sector. According to Rowitz (2014) one of the key differences or principle differences of the leadership within the discourse of Public Health Leadership is that the leader is imagined as someone who is concerned about the best interest in the community. (Ryan, 2016).This needs to be kept in mind of the leader in all kinds of situations and in all the locations. A public health leader is expected to plan and implement the process. This decision is taken by assessing the welfare of the organization and the team and at the same time understanding the trend of diseases, that immediately affects the community (Holsinger, Carlton & Jadhav, 2015). Therefore, a public health leader needs to manifest transnational leadership that is compatible with the demands of cultural heterogeneity, respect for diversity, pluralism and inclusiveness as important elements of global leadership (Lord & Hall, 2007). Therefore, it can be stated that a public health leader has the greater responsibility of leading the team , in this case taking into consideration the pros and cons for the community. On the other hand the business leader solely have to motivate the team and may engage in the welfare of the community (Nelsey & Brownie, 2012). Clinical leadership leads to improvement in the quality of healthcare, retention of the nurses a boost in the safety and lean health care training. The idea of the leader in the public sphere or clinical leadership advocates on the principle is that leadership is something that has the potential to usher in transformation in the society appropriate delivery system.
Leaders in the public health industry
There are two leaders who have been chosen for the interview are
Designation: Health Education
Roles and responsibilities of the job:
________ is associated with the health education department of the local government health service. She has a history in professional social work, health education and community services. According to the person education and information is instrumental in the improvement of knowledge and the welfare of the community (Wright et al, 2000). She is firmly of the view that clinical leaderships is important for the profession as the success of the healthcare provider lies in disseminating appropriate high quality healthcare service along with the ability to make the toughest choices under extreme and pressing conditions. She also believes that good leaders play an important role in reducing the attrition rate of the nurse or the layoff of the nurses who act as an important stakeholder of the organized healthcare system. Leadership and mentoring are considered to be the future of the healthcare system. She is aware about the challenges, trials and tribulations in the lives of the leaders during the planning, implementation and execution of the duties. In her opinion, being an ideal and efficient leader is listening to the staff and understanding their problems (Bolman & Deal, 2009). Each staff of the organization is different from the other and therefore they have unique problems that needs to be deciphered by the leader and acted accordingly. Regarding leadership and management, she opined there is a stark difference. She lamented that healthcare providers these days are turning out to be more of manager with commercial motivation rather than leaders with vision. She acknowledges about the challenges of leadership that plagues the life of every leader. One such challenge is managing diversity within the organization and respect for cultural heterogeneity (Chan 2007). Public ignorance about the profile, roles and responsibilities of the healthcare leader always bothers her. I requested her to complete the leadership self-inventory to ascertain the inner Wizard and Warrior in her. According to the results it was found that she is strong-headed person and hence, she is strong to Wizard/caregiver. This result underscore that she prioritizes relationships and possess a people-centric attitude. She values relationships and people around her. In addition to it, she is insightful bout the people around her and is the ideal visionary for leading a clinical organization. She believes in the concept and the effectiveness of mentorship and further believes that the leaders can be trained, oriented and taught to excel in leadership roles (Drucker, 2011). There are people who have innate qualities in them to shine as a leader. Yet it is important to train and aware them about the complexities, nuances and the challenges of leadership. On the subject of transnational versus transformational leadership, she was of the opinion that transformational leadership style is her motto. The highlight and strength of the transformational leadership is that the leader is determined to usher in appropriate transformation in the organization through change management model, inspire the employees to deliver their best performance and be considerate about the problems of the employees and subsequently resolve them through appropriate measures. The answers provided by her suggests that she is aware about the situational approach towards leadership and is aware about the tailored approach that is an effective approach (Baker, Bender & Orr, 2013). Another highlight of her is that she is well aware about the limitations and strength thereby underscoring that she would improvise on the shortcomings and aspire to become a more effective leader.
Designation: Public health practitioner in the Australian state health service
Roles and responsibilities of the job:
_______ has always aspired to work in the field of health as she felt there is a banal lack of awareness about public health in the country. She has been passionate about the healthcare of children and women arguing that these two groups are the most neglected in accruing adequate and cutting-edge facility of healthcare (World Health Organization, 2017). She exhibited a perspicacious understanding about the healthcare system and the different skills that are required to excel as a leader. In addition, she is aware about the nuances of the skills and the ways it need to be applied to ace the clinical leadership. She has identified several challenges to public health leadership and understands those as problems in the performance and execution of leadership duties. She is aware about the concept and importance of informal mentoring and advocates for placing importance on personal relationship and the larger welfare of the community as key ingredients to excel in leadership (Mahayosn and & Stigler, 2016). Apart from these, she is aware about the limitations of leadership and laments about the lack of understanding of the present clinical leaders about the different outcomes and broad coverage. (Beaglehole & Dal Poz, 2003). Therefore, according to the answers provided by her, it can be stated that she is knowledgeable about leadership practise and the challenges faced by a clinical leader in the execution of duties. She has demonstrated excellent situational approach and similar to the previous interviewee prefers transformational leadership style (Santilli & Vogenberg, 2015). It further indicates that she strongly believes in skills model of leadership as it emphasizes on the skills that need to be acquired by the leader for leadership role. Both the interviewees emphasized on perseverance and strong-headedness along with vision as key qualities to excel as clinical leaders.
Self-assessment of leadership style
Northouse (2009) has discussed about the Skills Inventory Approach and Robert Katz has discussed about the three skills approach. According to the argument of the former leadership can be categorized into conceptual, human and technical. According to Katz there are three main areas that enables the leader to distinguish from the Traits Approach. The principles of Public Health leadership conceptualized by Rowitz (2014) relates to the development and style of leadership. It has been found that mentorship has played an instrumental role in the development of leadership. I am aware that I need to improvise on the aspect of acceptance and integration of constructive criticisms. There are situations when I tend to become defensive about my shortcomings and make judgement in a hasty manner. I aspire to improve on this aspect and collect feedback with the aim of integrating these into my everyday pursuit of becoming a clinical leader. I have received constructive criticism and therefore I am strongly aware about the feelings of people around that would enable me to demonstrate my leadership skills in a much more refined manner with thorough understanding of all the nuances. In addition, I need to keep my cool and learn how to make judgements, assessments and take decisions in pressing conditions (Mumford, Marks, Connelly, Zaccaro & Reiter-Palmon, 2000). There have been discussions regarding whether leaders are born or are they trained to become leaders. If leaders are born and not trained, then there does not need to be any formal training in different institutions. Based on the Gallup strength survey I have identified that I am analytical, relator, intellectual, individualized and a learner. I firmly believe that not all managers are poised to become leaders and there is a conflict in the roles of the managers and the leaders (Bourke & Friedman, 2011).
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