Leadership Traits for Successfully Managingin the Clinical Arena.Souk ChanthabouryNursing 420Dr. Evans WestCoast University 1 Jan 2018LeadershipTraits There are many leadership traits thata person must possess to be successful, when managing a clinical arena.
Some of these traits include: intelligence,decisiveness, communication skills, critical thinking ability and mostimportantly self-confidence. Theseskills alone can’t make someone an effective leader or manager, the person needsto develop their own leadership styles. The three types of leadership style thatmost people will become familiar with are the authoritarian, democratic, andlaissez-faire leadership style. Authoritarian leadership style is more predictable and gives members ofthe team a sense of security. Themanager has strong control over the group, individuals are motivated bycoercion and communication flows downward.
Democratic leader exhibits less control and communications flows up anddown. Decision making involves the staff and with an emphasis on teamworkinstead of individual accomplishments (Marquis & Huston, 2017, p. 47). Laissez-faire leaders have less control thanthe other two leadership style. Theleader provides little to no direction, but when the team is motivated theresults can be creative (Marquis & Huston, 2017). Leadership styles can be learned bywatching others or strong leader mentoring someone to become a leader.
Strong leaders have skills and traits such asself-confidence, the drive to succeed, maturity and expertise in their area ofspecialty. Strong leaders have theconfidence to motivate others, promote teamwork and possess the criticalthinking skills to solve problems (Vojta, n.d). The phrase, “he is a born leader,” is right to a certain degree.
An individual may possess these leadershiptraits, but it does not mean that he is a good leader. A good leader can be taught to refine theirskills which in turn will make them an effective or great leader. When in a leadership position, communicationis very important. Good communicationbetween the nurse, doctors, and other medical staff can increase the efficiencyof the clinic. Poor communication canhinder patient care and can lead to mistakes that can potentially harm the patient. Verbal communication must be clear andconcise, it’s the nonverbal communication that can lead to the wronginterpretation by the receiver (Marquis & Huston, 2017, p. 493). When communicating with your staff aboutchanges or tasking, instructions need to be “clear, simple, and precise(Marquis & Huston, 2017, p.
495)”. Complex instructions can lead to misunderstanding. It can also lead todeviation from the task or create mistakes that can potentially harm someonewhen dealing with patients care.Leadership,Management, and Organizations in Relation to Healthcare Agencies. Per the article published by theMcGill Journal of Medicine, it states that leadership is not tangible and notmeasurable in the conventional sense (Collins-Nakai, 2006). Leadership is not like management, but bothare essential for the success of any institution. Good leaders can become good managers, butgood managers will usually have problems with leading a workforce.
Managerstend to focus on the goal of the workplace and leaders tend to get the job doneright without causing any conflicts between the staff and the managers. In the health care setting, leadership rolesare usually reserve for those with higher education specifically doctors. Physicians often find themselves in leadershiproles due to circumstances and many of them feel that they do not possessed theskills to be an effective leader in the complex health care environment (Collins-Nakai,2006). There are individuals that possessthe skills of a leader, but the truth is that leaders learn from through trialand errors. An example of an effectiveleader would be the nurse that I had interviewed. Viet Phan is a 30-year-old nurse who has beenan RN for approximately seven years and a nurse supervisor for five years.
He described his leadership style as ademocratic leadership style. He likes totalk to his staff and get to know what they are going through each day. He likes the clinic to be organized. Communication during the morning meeting ismore of a passive-aggressive form of communication with his staff.
Morning meeting allows him an insight on thingscan potentially interfere patient care flow such as appointments that the staffmay have or if someone is not feeling well that morning. It also gives him an insight on problems orconflicts that his nurses may be going through. The morning meetings also gives him a chanceto get feedback from his staff on what works and what does not with any recentchanges in the workplace.ChangeTheory, Change Management and Conflict ResolutionPer Viet, changes should be first discussed among the senior staff prior tothe idea being introduced to the rest of the staff. New changes in the workplace should beintroduced gradually and if there are more than one changes, it should beintroduced one at a time. Otherwisethere will be resistance to the new changes among the staff. With any new changes, the staff may feel alittle lost sometimes because of the deviation from their daily routine. Giving the staffs a heads up prior tointroducing any new ideas or process improvement plans will lessen the numberof resistanceBeing in a leadership role, you areresponsible for everything that occurs in the clinic to include conflictsbetween the staff.
When there are conflictsin the workplace, it is the job of the supervisor to be the mediator if the partycannot resolve the conflict. Communication should not be a one-way channel, as a leader you mustlisten to all sides of the story before any interventions should occur (Phan, 2017). If conflicts are not between staff members,it is the job of the leader to try and resolve the conflict. Keep in mind that when trying to resolve aproblem, the leader need to come up with a solution where both party can agreeon (Marquis & Huston, 2017, p. 558).
There are many ways to resolve conflicts, but collaboratingis an assertive and cooperative way of resolving a conflict that results inboth party coming to an agreement. It isa win-win situation for both parties involved (Marquis & Huston, 2017, p.559).Conclusion When it comes to leadership andmanagement, Peter Drucker stated, “Management is doing things right; leadershipis doing the right things.” Leadershipcan be learned, but the person will not get the concept of leadership untilthey are placed in that position. Alwayslead by example, and do not expect your staff to do something you are notwilling to do yourself. When makingchanges, keep your staff in mind and how it will affect them. Be good to yourstaff because they can make your life hell if they are not happy.
Keep in mind that you were in their shoes atone point. We can read about all thedifferent style of leadership and how-to mange a conflict, but the individual willnot know what to do until they are faced with having to make the decision toresolve the conflict. Experience is theonly thing that will make someone a good and effective leader. Besides experience, a good leader need topossess certain qualities such as compassion, understanding and sometimespatients when dealing with difficult staff members. Leading through intimidation will only builda wall between the leader and the follower.
As a leader, taking care of your staff is essential to a healthy workingenvironment Reference Collins-Nakai, R.(2006, January). McGill Journal ofMedicine: Leadership in medicine.Retrieved January 02, 2018, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2687901/ Drucker, P.
(n.d).Peter Drucker Quotes. RetrievedJanuary 06, 2018, from https://www.brainyquote.
com/authors/peter_drucker Marquis, B. L.,& Huston, C.
J. (2017). Leadershiproles and management functions in nursing: theory and application. Philadelphia:Wolters Kluwer Health. Phan, Viet. (2017,November 19).
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Characteristic of an effective leader.Retrieved on January 5, 2018, from http://www.tnstate.edu/servicelearning/documents/Leadership%20Characteristics.pdf