Complete a leadership self-assessment of 5–7 pages.

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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

January, 2017

ETHICAL LEADERSHIP 2

Ethical Leadership

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

Convincing people about their own abilities and talents as well as persuading all team members

to have a shared vision can help create an empowered team and, in turn, lead to effective

leadership.

An Evaluation of Leadership Strengths and Weaknesses

Every leader has certain qualities that set him or her apart from the rest. I believe that

some of my qualities will strengthen my leadership abilities while others may weaken them.

Compassion is one of my strengths. It involves a desire to alleviate others’ suffering. In health

care, one can exhibit compassion by responding to the suffering and vulnerability of patients and

their relatives with kindness and sensitivity, which is a feature of compassionate leadership.

Compassion is essential toward patients who may fear the uncertainty of the future and the

possible loss of their autonomy, dignity, and body control. However, compassionate leadership

can be challenging and difficult to sustain in health care organizations. Sometimes, as a health

care professional, I may not have the time to listen to patients. Instead, I may have to take quick

actions that may seem harsh. These conflicts might cause me to experience burnout or an

overload as a health care leader (de Zulueta, 2015).

I also possess empathy and the ability to listen, both qualities that can be analyzed using

the servant leadership model. Servant leaders are empathetic and good listeners. They never

hesitate to help others, even their subordinates (Boden, 2014). This quality will help me

understand the issues and concerns of my team members and provide me the motivation to do

everything in my capacity to help them. However, I might be taken for granted as I consider

others’ needs first, which might affect my leadership.

Comment [A1]: The page recommendations are 8-10 pages. Pay special attention to length, organization, and precision in writing to the feedback.

Comment [A2]: Good identification of this style. This might be a good place to define this with the literature for support

Comment [A3]: Yes, this is an occupational hazard for many. How does an effective leader manage a balance, being compassionate while maintaining boundaries? Any thoughts about this?

Comment [A4]: Yes…again this area of balance seems relevant. How might this be addressed in practice?

ETHICAL LEADERSHIP 3

I also possess the ability to adapt. Adaptability helps leaders accept new challenges and

change behaviors and policies to tackle these challenges. 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 and

empathize with colleagues whose positions are different from their own (Lash, 2012).

Along with my strengths, I will have to acknowledge my weaknesses, too. 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).

I have identified my strengths and weaknesses after self-introspection. However, they are

based on my opinions about myself and what my friends and family have said about me.

Therefore, biases may be present as these qualities are not a result of any personality test that

measure personality traits objectively. What I consider strengths may be considered weaknesses

by others. For example, my adaptability may be considered a lack of decision-making ability by

others. Similarly, my compassion may be regarded as an excess of patience while dealing with

peers and patients. I will have to be aware of these biases as I grow as a leader.

Leadership Characteristics and Change Management

As one grows in one’s leadership roles as a health care leader, one will face new

challenges such as insufficient funding and complicated treatment dilemmas. In these

Comment [A5]: A fine strength!

Comment [A6]: Good identification of these traits with support from the literature…

Comment [A7]: Good. How might this be accomplished? What steps will you need to take to integrate these characteristics into your repertoire of skills?

Comment [A8]: Good point about potential biases and the difference between subjective and objective data from supervisors/subordinates, etc.

Comment [A9]: Yes, the ability to be self- aware and present is so important for leaders in the field. Excellent point

ETHICAL LEADERSHIP 4

circumstances, leaders will have to implement a few changes in organizational policies, which

may not be readily accepted by team members. Some of the barriers to successful change

management are overly strict guidelines, ineffective leadership, unrealistic planning, lack of

collaboration, and unclear goals and performance expectations (Longenecker, & Longenecker,

2014). 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 effectively. Thus, effective change management becomes an

essential skill that health care leaders should possess.

The complexity model of leadership may help my team thrive in the midst of

organizational changes. This model is based on understanding the external environment, adaptive

capacity, and connecting with the internal organizational culture. This model can improve

collaboration among teams. My adaptability will help me guide my team to face new situations

and resolve issues collaboratively. I can help my team members adapt to the changes by

addressing their concerns and projecting the positive aspects of the changes. My communication

skills will allow me to facilitate interprofessional collaboration as I will be able to ensure that the

views of the members of each department are communicated to other departments to set

parameters to guide the organization. By communicating with different departments, I will be

able to build a strong network and implement distributed decision-making, which will help the

organization adapt to the pressures of change quickly. (Weberg, 2012). Ensuring that my

compassion is reflected in my team members, while treating and handling patients may foster

collaboration as compassion is found to make teams self-organizing and able to solve problems

creatively (de Zulueta, 2015).

Comment [A10]: Good identification of these factors.

Comment [A11]: A great strategy, communicates the value of each member to the group.

Comment [A12]: An excellent section; showing respect for team members and establishing relationships with departments leads to trust, effective communication and collaboration.

ETHICAL LEADERSHIP 5

Communication skills have been proven to be key while handling organizational changes.

I understand that to communicate effectively, straightforward words should be used. For

example, if an organization is planning to change its rules, the rules should be simple so that

team members can remember and understand them. It increases the chances of team members

following these rules in daily practice. Simple rules have been found to facilitate effective

change management in health care systems. In my experience, I have noticed that strong

networking and distributed decision-making, which depend on strong communication, help an

organization adapt to the pressures of change quickly and effectively (Weberg, 2012). The

personal characteristics of a team leader, such as communication skills and adaptability, have

been found to be tied to the success of the interprofessional relationships among team members

in a team.

Personal Leadership Characteristics and Interprofessional Relationships

Different leadership models have different approaches to facilitate collaboration within

and between teams. The different qualities I possess will have different effects on my ability to

lead interprofessional teams. My compassion will help me understand my team members’

concerns and motivate me to help them. 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).

Adaptability is another quality I possess that will help me foster collaboration among my

team members. Adaptive leadership involves leading a group or many groups of people in times

Comment [A13]: Yes…Shared decision making may lead to ownership of the process.

Comment [A14]: A fine section.

Comment [A15]: Great points. How might this be accomplished in practice? Can you provide an example?

ETHICAL LEADERSHIP 6

of change. Adaptive leaders ease the distress of team members created by change and facilitate

collaboration. Adaptive leaders try to solve problems through group discussions and

collaboration rather than only by providing technical solutions. However, adaptive leadership

may not foster teamwork in emergency situations that require immediate attention (Trastek,

Hamilton, & Niles, 2014). I may also run the risk of violating ethics by being too adaptable about

certain organizational policies and patient procedures. Balancing adherence to ethics and

adaptability will be key to using my adaptability to improve outcomes.

I also believe that my empathy and ability to listen will help foster collaboration. The

servant leadership model encourages collaboration by focusing on listening, empathy, and

awareness (Trastek, Hamilton, & Niles, 2014), which are skills of collaborative leaders (Lash,

2012). Many of the qualities of servant leaders, such as empathy, awareness, and the

commitment to the growth of people, involve interpersonal interactions and foster trust among

leaders and others (Trastek et al., 2014). Thus, servant leadership can be practiced to facilitate

collaboration in interprofessional teams.

The importance of empathy and adaptability can be observed in the functioning of the

Dutch home-care provider organization, Buurtzorg Nederland. The organization model of

Buurtzorg has garnered attention for providing good, low-cost home-care services through the

deployment of self-governing teams of nurses. The nurses are guided by coaches who guide the

teams to work collaboratively and listen to and resolve issues within teams amicably. Although

the work hours of the nurses are tracked, the nurses do not have to report to managers, giving

them enough flexibility to complete their daily tasks. The nurses work in self-governed teams,

where they have sufficient autonomy while working (Kreitzer, Monsen, Nandram, & de Blok,

2015). From this example, one can see how important empathy and adaptability are. However,

Comment [A16]: An important distinction in health care.

Comment [A17]: What might be an example of this? Is it possible to be “adaptable” while maintaining ethical practice?

Comment [A18]: Yes…How might this be accomplished?

Comment [A19]: Yes, this is an important point. Self-awareness and emotional intelligence are important factors related to effective leadership.

Comment [A20]: This would be correct as it is the second citation of the same author within a paragraph.

ETHICAL LEADERSHIP 7

the implementation of these qualities should be balanced with ethical practices. While it is

important to be flexible while dealing with team members, it is equally important to keep one’s

practices within the ethical boundaries of the health care profession.

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 (Derr, 2012). I will have to ensure that my team members

abide by the principles of beneficence and non-maleficence 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. It is also meant to ensure that health care professionals weigh and balance

possible benefits against possible risks of a treatment option. The principle of non-maleficence is

meant to ensure that health care professionals do not bring harm to patients. By being too

flexible, I may make unethical decisions. For example, I might easily accept a patient’s refusal

for undergoing a particular treatment, which is medically beneficial. I will have to use my

discretion to decide when to be flexible and when to be rigid while making choices.

Adaptability, empathy, and the ability to listen are qualities that an ethical leader should

have. My ability to listen and empathize will ensure that I state the benefits and adverse effects

of different treatment procedures to patients so that they can give their informed consent. These

qualities would also help involve team members in shared decision-making, which will help

resolve issues such as patient deception and wastage of financial resources. This way, I can

ensure that all my decisions about patient care are ethical. My adaptability will allow me to

explore the different ethical options with which I can deal with a problem (Nelson, n.d.).

Comment [A21]: Yes, an absolute must. How does this example translate to your current practice? How might this model be useful to you in practice?

Comment [A22]: Yes, is part of this flexibility being able to balance between competing ethical principles such as beneficence and autonomy or the right to self determination? How does an “ethical” leader address ethical dilemmas in practice? How might one’s code of ethics or other resources serve in this situation?

Comment [A23]: Good point here. Informed consent is essential to ethical practice.

ETHICAL LEADERSHIP 8

However, I may need to be cautious about being too adaptable to avoid violating the ethical

principles of health care.

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 simple ethical policies might help employees understand

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

ensure that the changed policies are implemented effectively. Ethical issues and ethical dilemmas

could be discussed with other health care professionals, ethical committees of health care

organizations, or with experts to ensure that my decisions are grounded in ethics (Nelson, n.d.).

My adaptability and compassion have helped me succeed as a leader in the past. One of

the cases that I handled illustrates the importance of these qualities. This particular case involved

a patient in her mid-60s who was in the end stage of life and made a strange request that she be

preserved cryogenically until she could be brought back to life. However, neither the woman nor

her daughter, who was the woman’s health care proxy, had got any official approval from a

cryogenics company to go ahead with this process. Although patients and their families can

make decisions about treatment, the health care staff of a hospital has the right to decide how to

proceed with patients’ treatment if these decisions are not in the best interests of the patients. I

was faced with an ethical dilemma about whether or not to take measures to keep the woman

alive. Since this was not in the patient’s best interests, my staff and I decided against

resuscitation and any other intervention for the patient. However, to show respect to the patient’s

wishes, I instructed my staff to put ice around the woman’s body as she died. This action

appeased the daughter as it seemed as if she took care of her mother’s wishes (Levitt-Rosenthal,

n.d.).

Comment [A24]: Can a leader be adaptable without compromising ethics in practice?

Comment [A25]: Excellent strategies

Comment [A26]: Word choice…received?

Comment [A27]: This is a great example of a dilemma in practice. What ethical principles were employed? How might beneficence or non-maleficence be balanced with autonomy or the right to self determination? Were there any other options? Were there other resources available for consultation? Ethics team or committee?

ETHICAL LEADERSHIP 9

I would like to grow as an ethical leader by following the principles of transformational

leadership. The underlying belief of this model is that individuals are obligated to help one

another without expecting any personal gain. This model has been found to ensure ethical

practices and promote honesty, fairness, and loyalty by motivating team members to have a

shared vision while highlighting the importance of equality, justice, and human rights (Derr,

2012). An essential element of practicing ethics is the presence of an inclusive and diverse

organizational environment.

Handling Diversity and Inclusion in Health Care

Diversity and inclusion are issues that every leader of a multidisciplinary team has to

face. This is elucidated in a case study of St. Michael’s Health Centre (SMHC). The case study

showcases the transformation of the hospital from an almost bankrupt and inefficient

organization to an innovative one focused on providing quality health care. The transformation

of SMHC 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).

The first strategy that Kevin Cowan used was speaking to every employee at every level

of SMHC’s organizational structure and accepting everyone’s point of view. He showed the

employees of SMHC that he genuinely cared about their well-being and supported their

individual differences, irrespective of their cultural and professional background. Thus, he

handled the diversity within the organization. Trust is a quality that Cowan used to address the

issue of diversity. Trust stems from optimistic expectations of the behavior and intentions of

others. Certain activities create circumstances where individuals feel obligated to reciprocate

with such trust (Downey, Werff, Thomas, & Plaut, 2014). When Cowan interacted with people,

he placed them in a situation in which they were compelled to reciprocate positively. This is also

Comment [A28]: Well done and good identification of a leadership style consistent with ethical practice.

Comment [A29]: Excellent point. A good example of this leadership style in practice.

ETHICAL LEADERSHIP 10

illustrated in Cowan’s interactions with the CEO of Chinook Health Region (CHR), a

provincially funded organization that provided funding to SMHC. Initially, the CEO had a

hostile attitude toward Cowan. But Cowan, instead of reacting to the CEO’s threats to close

down SMHC, asked how he could help the CEO. This made the CEO believe that Cowan was

genuinely interested in collaboration between CHR and SMHC for the overall success of SMHC.

Thus, Cowan gained the CEO’s trust, and both of them made mutually beneficial deals.

Inclusion is another aspect that Cowan addressed during his tenure in SMHC. Inclusion is

the degree to which employees feel that they are part of key organizational processes. Factors

such as employees’ impact while making decisions, participation in critical work groups, and

access to resources and information determine the level of inclusion (Downey et al., 2015). 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 handle diversity and inclusion issues that I

may come across as a health care leader.

Diversity and inclusion are matters that need to be addressed not only while working with

health care professionals but also with patients from different cultural backgrounds.

Miscommunication and culturally inconsistent treatment are often the consequences of treating

culturally diverse patients as health care professionals may be unable to communicate clearly

with them because of language barriers and differences in cultural values (Diamond & Jacobs,

2010). To ensure that safe, high-quality care is provided to patients, health care leaders can hire

Comment [A30]: A strategic approach leading to team work rather than hostility and resentment.

Comment [A31]: Great identification of these factors.

Comment [A32]: Yes, communicating the value of each member to the group and the organization.

Comment [A33]: Yes, these will be great strategies to employ and appear consistent with your strengths as noted in this work. Can you provide an example of how you might apply these strategies in practice in your professional life?

ETHICAL LEADERSHIP 11

interpreters and train health care staff about cultural awareness and sensitivity (Brach &

Fraserirector, 2016). Qualities such as adaptability and empathy can help a leader address the

challenges of a diverse team.

Developing and Managing a Diverse Team

My adaptability and empathy will help me develop a diverse team. My empathy will help

me understand members from different cultural and professional backgrounds. My adaptability

will help me lead my team in the midst of the changes resulting from hiring and recruiting a

diverse workforce by having open discussions with team members to resolve cultural

differences. I will have to modify certain recruitment practices so as to attract culturally diverse

health care professionals to work together. I will have to ensure that the tests and other

assessment tools encourage applicants from diverse cultural backgrounds. I will also have to

ensure that the recruiters reflect cultural diversity to show potential candidates that

organizational culture is welcoming to minority groups. Programs that target integrating diverse

individuals in all levels of an organization should be developed, especially professional and

management positions. As more racial minorities move into decision-making roles, the needs of

diverse populations can be better served. Certain policies can be changed to encourage teamwork

in a culturally diverse environment. Fellowships, internships, and residencies, can be reserved

specially for staff members from minority groups (Flores & Combs, 2013).

To manage the culturally diverse team, cross-cultural activities can be held to familiarize

team members with other cultures and their values. Interpreters can also be hired to translate

languages of both minority and majority groups in an organization to avoid miscommunication,

which can lead to the downfall of an organization in the long run. I will use my empathy to act

upon employees’ grievances and arrange open discussions about discriminatory behavior and

Comment [A34]: Yes…what other steps might be taken? Recruitment? Hiring practices? Mentoring? Incentives for second language acquisition by staff?

Comment [A35]: Yes…

Comment [A36]: Is diversity and inclusion limited to race?

Comment [A37]: Good examples….

Comment [A38]: Yes…However, there are pros and cons related to interpreters. Are there other options?

ETHICAL LEADERSHIP 12

cultural differences in the workplace to resolve conflicts among employees (Clapp, 2010).

Reading about research related to the different strategies, such as empathizing with staff and

patients, to handle diverse teams in health care would help me further strengthen my leadership

abilities.

Research Skills in Health Care Leadership

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

evidence. 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, research, and experimental

knowledge. It is guided by commitment, ethical conduct, and personal values. Scholar-

practitioners constantly assess and reflect on the impact of their practice and develop a critical-

thinking approach to solve problems (Kupo, 2012).

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

health care organizations. Unethical research involves research based on incorrect data. If

organizations change certain policies and practices based on the findings of unethical research,

the organizations will not experience the outcomes they expected from the changes. Also, if

organizations suffer a loss from using evidence that was not credible, no one can be held

accountable for the incorrect evidence (Resnik, 2015). To be successful as a leader, I should

implement evidence-based practices and strive to improve my leadership qualities further

without violating any professional ethics.

Conclusion

Compassion, empathy, adaptability, and the ability to listen are essential for health care

leaders to deal with issues such as diversity and inclusion and manage interprofessional teams.

Comment [A39]: Try to use work published within the last five years or so

Comment [A40]: What types of activities might lead to better understanding and management of a diverse team as a leader and among members? Training? Mentorship? Special activities?

Comment [A41]: Well stated.

Comment [A42]: Or collected without full informed consent?

Comment [A43]: What responsibility does an organization have to ensure that policies and practices are based on reputable work in the field? Can they be held responsible in certain cases? How might a leader ensure that reputable and credible research is used to inform best practices?

Comment [A44]: Yes, and part of this responsibility is to be a critical examiner of the work in the field….

ETHICAL LEADERSHIP 13

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 do not violate any of those ethical

principles.

Comment [A45]: A fine portrait of your leadership skills, strengths, and areas for development. Well done.

ETHICAL LEADERSHIP 14

References

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Brach, C., & Fraserirector, I. (2016). Can cultural competency reduce racial and ethnic health

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Clapp, J. R., Jr. (2010). Diversity leadership: The Rush University Medical Center experience.

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Comment [A46]: Try to use work published within the last five years or so.

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

ETHICAL LEADERSHIP 15

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Comment [A47]: Write out the name of the journal

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4311562/

https://dx.doi.org/10.7453%2Fgahmj.2014.030

ETHICAL LEADERSHIP 16

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