Philosophy And Models Of Leadership&nbspEssay

PARAGRAPH FROM Essay :

LEADERSHIP MODELS

Abstract

The following paper presents an employee interview at Parkland Health and Hospital System at a managerial designation within the emergency department. His leadership traits and personality features are inspected during the interview, which is linked with the course learnings. Certain concepts and popular theories are elucidated within the document in line with the findings from the interview so that leadership features could be best understood in real-life applications.

Table of Contents

Introduction 3

Their Philosophy 3

Their Relationships with Other Colleagues at All Levels 4

Their Career Path: Past, Present, Future 5

Organizational Information 5

Learnings about the Leader Who Was Interviewed 6

Leadership Theory 8

Relating Them to What You Learnt In the Interview 8

Did You Discover Any Leadership Ideas Not Covered In The Course? 9

Application of Course Learnings in Future Leadership Endeavors 9

References 10

Leadership Models

Leadership is a trait required by any higher-level manager or employee of the top rank of any organization since he is the one that would set clear goals and vision for his subordinates. With effective communication, a leader should be capable of setting the direction of his employees so that their roles and responsibilities are well-defined for the quality performance of the overall firm. This trait is even crucial in the healthcare industry since quality medical care should be accompanied by patient safety and satisfaction. This paper aims to interview the manager of the emergency department of Parkland health and hospital system in Dallas, Texas, and link with what has been learned in the course regarding leadership and its relevant theories and concepts.

Their Philosophy

Mr. XYZ appeared to be a calm and peaceful person who knew his position and the responsibilities of his designation. He did not seem to be a person who was privileged in his position despite being paid well; rather, he was a composed man who could direct his subordinates well, especially in times of critical care in the emergency room. He had the skill of strengthening them in times of stress when the pressure of the patient who was in grave condition was on the shoulders of his team members. He believed in excelling when teamwork exceeded expectations.

His knowledge sharing was exceptional as he believed that he did not keep a minute piece of detail about the patients condition or his illness from his employees. For this reason, he thought developing trust among his followers is mandatory for making relationships work and keeping them healthy in the workplace. Only then would the employees be able to respect him, obey him, and follow his orders. His type of leadership vitally requires building strong trust relationships among his followers so that the subordinates can look up to him in times of need and know that he is there for them.

Only one weakness was identified when the interview was being conducted that he sometimes got emotionally attached to the patients and his subordinates. For example, he narrated one of his incidents in the hospital that his employee had to leave the emergency room as soon as a call from her home came about her mother. Although she was on duty, she had joined her job after knowing that her

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