Assessment #3

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Running head: ETHICAL LEADERSHIP 1

Ethical Leadership

Sitara Monnappa

Capella University

Collaboration, Communication, & Case Analysis for Health Care Master’s Learners

Ethical Leadership Preparation

October, 2018

ETHICAL LEADERSHIP 2

Ethical Leadership

Leadership is the ability to empower the people in a team mentally and emotionally.

Effective leaders encourage team members to develop their abilities and talents consistent with

the shared mission and vision of the organization, creating an empowered team.

An Evaluation of Leadership Strengths and Weaknesses

Every leader has certain qualities that set him or her apart from the rest. Empathy and

compassion are my strengths. In health care, one can exhibit the servant leadership style, which

focuses on empathy, compassion, and service to others (de Zulueta, 2015). Patients may fear the

uncertainty of the future and the possible loss of their autonomy or dignity. Responding to the

suffering and vulnerability of patients and their relatives with kindness and sensitivity is a feature

of being a servant leader. Servant leaders understand the issues and concerns of their team

members and have the ability make a connection. However, being a servant leader can be

challenging in health care organizations where there are critical situations, competing demands,

and quick actions may be necessary. This creates stressful situations that may lead to overload

or burnout as a health care leader (de Zulueta).

I also possess the ability to be flexible and adapt to new situations and demands, which

requires a collaborative approach in leadership. The ability to overcome challenges through

collaboration is a primary characteristic of adaptive leadership (Trastek, Hamilton, & Niles,

2014). Collaborative leaders understand the needs of different functions and business units. They

patiently interact with colleagues who may initially find the shared purpose of collaboration

difficult to understand. They are open to multiple opinions and perspectives, respecting

colleagues whose positions are different from their own. .

Commented [A1]: Good identification of these key qualities. Are empathy and compassion the same? How do you define these? Are they both essential to the servant style of leadership?

Commented [A2]: This is an important point as this is an occupational hazard for many. How does an effective leader manage a balance, being compassionate while maintaining boundaries? Any thoughts about this?

Commented [A3]: This is a wonderful asset to have in today’s world of health care where change is the standard.

ETHICAL LEADERSHIP 3

Along with my strengths, I have to acknowledge my weaknesses. I have realized that I

lack foresight and the power to persuade. I would like to develop the foresight to be able to

anticipate possible roadblocks and guide my team in the midst of challenging circumstances. I

would also like to develop the ability to persuade others to understand my vision and point of

view. The transformational leadership model states that this ability is important when one wants

to empower others by making them believe in their abilities (Malloch, 2014).

Leadership Characteristics and Change Management

Leaders grow and develop in their roles as they face new challenges such as insufficient

funding, complicated treatment dilemmas, and staff conflict. In these circumstances, leaders will

have to implement changes in organizational policies, which may not be readily accepted by

team members. Ensuring compliance to policies, encouraging all team members to be part of the

decision-making process, and clearly communicating the organizational goals can help leaders

overcome obstacles in change management. Thus, effective change management becomes an

essential skill that health care leaders should possess.

Employing a servant style of leadership in conjunction with the ability to adapt will help

guide my team to face new situations and resolve issues collaboratively, facilitating

interprofessional collaboration. By communicating with different departments, I will be able to

build a strong network that will feel supported in accelerating information flow, making optimal

decisions, and proposing ideas for ways to effectively provide patient care (Malloch, 2014).

Personal Leadership Characteristics and Interprofessional Relationships

Leadership models have different approaches to facilitate collaboration within and

between teams. The servant leadership model encourages collaboration by focusing on listening,

empathy, and awareness (Trastek, Hamilton, & Niles, 2014), which are skills of collaborative

Commented [A4]: The transformational model of leadership is one that is useful in health care practice. What are the key features of this style of leadership? How do you integrate this style in conjunction with a servant and/or collaborative style?

Commented [A5]: Good assessment of these areas for development. Do you have a plan for how you might address these in practice? Examples?

Commented [A6]: These are great strategies for success and effective communication. Inclusion is a key factor for leadership and consistent with the servant style.

ETHICAL LEADERSHIP 4

leaders. Many of the qualities of servant leaders, such as empathy, awareness, and the

commitment to the growth and development of people, involve interpersonal interactions and

foster trust among leaders and others (Trastek et al.). Thus, servant leadership can be practiced to

facilitate collaboration in interprofessional teams. Per the servant style, compassion and empathy

will help me understand my team members’ concerns. This would in turn strengthen my

relationship with my staff and encourage collaboration among my team members. As a leader, I

can ensure that I nurture compassion among team members by creating systems that can help

control anxiety, support the individuals involved, and harness positive adaptive responses to

challenges. I will strive to promote an environment of openness, which will allow new learning

and the sharing of errors, mistakes, and hazards (de Zulueta, 2015).

The Ability to Implement Ethical Principles

To ensure ethical practices, leaders should set an example for health care professionals by

carrying out their daily duties ethically. As a leader, I will have to maintain integrity and a strong

character to lead my team effectively, ensuring that team members abide by the principles of

beneficence, non-maleficence, and autonomy in their practice. The principle of beneficence was

developed to ensure that a health care professional’s actions are only for the benefit of patients.

The principle of non-maleficence is meant to ensure that health care professionals do not bring

harm to patients. Autonomy includes the right to self –determination, including accepting a

patient’s refusal for undergoing a particular treatment, which is medically beneficial. Preparing a

staff to understand and adhere to these principles is the work of an effective leader.

As a leader, I will need to keep improving my ability to apply ethical principles in my

profession to set a good example for my team members as well as other practitioners in the

health care industry. Creating clear and concise ethical policies might help employees understand

Commented [A7]: Good work here…This is a fine example of how the qualities related to servant leadership can be used for the growth and development of others.

Commented [A8]: Good identification of these core ethical principles.

ETHICAL LEADERSHIP 5

and implement those policies in their daily duties. Training and monitoring employees on ethical

aspects of care and the process used to address ethical issues would ensure that the policies are

implemented effectively (Joint Commission, 2014).

I would like to grow as an ethical leader by following the principles of servant leadership.

The underlying belief of this model is putting others first, helping them grow and develop to

their fullest potential, which leads to healthier organizations and the greater good for society and

change. This model has been found to evoke the best in employees by fostering awareness and

self-knowledge, building stronger relationships and trust between leaders and staff, and

strengthening community, which drive servant leaders to meet their goals and overcome

challenges (Trastek et al, 2014).

Diversity and Inclusion in Health Care

Leaders that understand the value of diversity and inclusion are more effective in

working with multidisciplinary teams and optimizing patient outcomes. The Joint Commission

(2014) developed several standards related to education, training, and programming connected

with the patient population served. Miscommunication and culturally inconsistent treatment are

often the consequences of treating culturally diverse patients by a team that is not prepared or

trained on cultural competence. Qualities such as adaptability and empathy can help a leader

address the challenges of a diverse team.

The case study of St. Michael’s Health Centre (SMHC) showcases the transformation of

a hospital from an almost bankrupt and inefficient organization to an innovative one focused on

providing quality health care. This is attributed to the service-leadership strategies of Kevin

Cowan, a former nurse practitioner, who was hired as the CEO of SMHC during its lowest phase

(Vanderpyl, 2012). Cowan focused on creating an inclusive environment, defined as the degree

Commented [A9]: Good work. The evaluation component is important to ensure standards are met. It supports the creation of new policies or processes to support ethical practice.

Commented [A10]: Good identification of these leadership traits that can be used to address diversity and inclusion. Do you see this as consistent with a servant style of leadership?

ETHICAL LEADERSHIP 6

to which employees feel that they are part of key organizational processes. By asking every

employee about how they felt working in SMHC, Cowan considered their statements and made

necessary changes in the organization. He ensured that they were part of the decision-making

processes. By these actions, Cowan made the employees feel that they were relevant to the

organization and that their opinions mattered. Cowan’s compassion, listening abilities, and

empathy allowed him to transform SMHC into an effective organization. I believe I have

qualities similar to Cowan’s and will be able to use these to successfully address diversity and

inclusion in health care.

Developing and Managing a Diverse Team

Adaptability and empathy will assist in the development and management of a diverse

team. Empathy and compassion will help me understand members from different cultural and

professional backgrounds. Programs that target integrating diverse individuals in all levels of an

organization should be developed, especially related to professional and management positions.

Cross-cultural activities can be held to familiarize team members with other cultures and their

values. Empathy and active listening can be utilized to address employees’ grievances and

arrange open discussions about discriminatory behavior and cultural differences in the workplace

to resolve conflicts among team members.

Research Skills in Health Care Leadership

As a health care leader, it is essential to make informed decisions and policies based on

the best evidence in the field. This is where the skills of scholar-practitioner can be applied.

Scholar-practitioners value data and apply research findings. They understand how important

research findings are to improve practice in general. Scholarly practice is based on theory,

Commented [A11]: This is a critical factor. Shared decision making leads to inclusion and ownership of the process and outcome. It also leads to innovative and creative problem solving. Good work.

Commented [A12]: Good work in delineating specific strategies to recruit and retain a diverse workforce.

ETHICAL LEADERSHIP 7

research, and experimental knowledge. Scholar-practitioners constantly assess and reflect on the

impact of their practice and develop a critical-thinking approach to solve problems (Kupo, 2014).

Ethical research and credible evidence are essential to bring about better outcomes in

health care organizations. To be successful as a leader, I should implement evidence-based

practices and strive to improve my leadership qualities consistent with professional ethics.

Conclusion

Compassion, empathy, adaptability, and the ability to listen are consistent with the

servant model of leadership and are essential for health care leaders to develop a culture that

values diversity and inclusion in the management of interprofessional teams. Strong

communication skills are required to ensure teamwork and collaboration, which become essential

during times of change, making effective change management an essential leadership skill.

Leaders not only need to have a sound knowledge of professional ethics, but also need to have

integrity to ensure that their actions and practices are consistent with ethical principles and

develop these attributes and practices in their staff.

Commented [A13]: Good explanation of this model with support from the literature.

Commented [A14]: Good point here. What might be a specific example of how you might employ this model in practice? Can you expand here?

Commented [A15]: Good work on this leadership portrait. You have composed an insightful portrait utilizing your knowledge and experience as well as the course material and the literature in the field of practice.

ETHICAL LEADERSHIP 8

References

De Zulueta, P. C. (2015). Developing compassionate leadership in health care: An integrative

review. Journal of Healthcare Leadership, 2016(8), 1–10.

http://dx.doi.org/10.2147/JHL.S93724

The Joint Commission. (2014). Advancing effective communication, cultural competence, and

patient and family centered care: A roadmap for hospitals. Retrieved from

https://www.jointcommission.org/roadmap_for_hospitals/

Kupo, V. L. (2014). Becoming a scholar practitioner in student affairs. New Directions for Student Services, 147, 89–98. https://doi.org/10.1002/ss.20103

Malloch, K. (2014). Beyond transformational leadership to greater engagement: Inspiring

innovation in complex organizations. Nurse Leader.

http://dx.doi.org/10.1016/j.mnl.2014.01.004.

Trastek, V. F., Hamilton, N. W., & Niles, E. E. (2014). Leadership models in health care: A case

for servant leadership. Mayo Clinic Proceedings, 89(3), 374–381.

http://dx.doi.org/10.1016/j.mayocp.2013.10.012

Vanderpyl, T. H. (2012). Servant leadership: A case study of a Canadian health care innovator.

Journal of Healthcare Leadership, 2016(4), 9–16.

http://dx.doi.org/10.2147/JHL.S28810

http://dx.doi.org/10.2147/JHL.S93724

https://doi.org/10.1002/ss.20103

http://dx.doi.org/10.2147/JHL.S28810