Leadership and change management
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HR006_PartI_Y_Abdulghafour_attempt1_AssessorFeedback.docx1
Running head: ORGANIZATIONAL LEADERSHIP DEVELOPMENT REPORT
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ORGANIZATIONAL LEADERSHIP DEVELOPMENT REPORT
Organizational Leadership Development Report Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University
Organizational Leadership Development Report
Introduction
Ronald Reagan UCLA medical Medical center Center is a medical service providing organization which was founded in 1955. It initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. This medical center is located in Los Angeles. The medical center has highly qualified staff which is always ready to provide medical services to the people of the area. Staff including physicians, nurses, doctors, and other members are supervised by competent leadership including Johnese Spisso who is acting as president of UCLA health and CEO UCLA hospital system, and John Mazziotta who is CEO UCLA health and Vice-Chancellor at UCLA health system (UCLA HEALTH, 2019). Comment by Dr. Steve: Capitalize proper names Comment by Dr. Steve: I recommend that unless you have written consent that you not use actual names of leaders, but refer to them by position Comment by Dr. Steve: Yasmin, your description of leadership traits exhibited by senior leadership is missing. Your response should describe two leadership traits for at least four members of the leadership team. You also need to provide specific examples of how identified traits promote success in effecting change are discussed. Additionally, you need to describe the tool(s) used in identifying and evaluating these leadership traits and explain how the tool(s) led to conclusions. The NCHL Model in your learning resources is a good option. Your response is not supported by academic/professional resources, please provide relevant resources for the leadership traits and other aspects of leadership you discuss. .
The advanced medical services are provided in a welcoming atmosphere. Every floor of the center is equipped with all the required supplies and equipment. The leadership of the medical center is now focused on further improvement by bringing change in the overall philosophy of the organization. The leadership is focused on implementing and applying a handful of the metrics at the organization level that is explained as "True North." The philosophy of “True North” suggests that all the functions and operations within the company should ideally be in a way these are supposed to be. Some of the aspects of the functions and services that should be idealized in any medical Centre center and hospital include quality, equity, care experience, safety, financial stewardship, and workforce development and care. This report discusses some of the traits of leaders of creative and high performing teams and analyzes the leadership of UCLA health system for these traits. This study also suggests some of the ways which any leadership can adapt to change organizational culture.
Traits of the leadership of high performing teams Comment by Dr. Steve: Please address your spacing issues
The leadership must be capable of preparing high performing teams to change the organizational culture. Some of the traits of the leadership which are necessary to achieve top performances include purposefulness, interpersonal trust, and shared accountability (citation?).
The leadership of high performing teams have a clear sense of purpose. Every member understands the shared vision which is aligned with their daily responsibilities and broader vision of the organization. The purposefulness of the leadership of high performing teams makes all member energetic and aligns their contribution to achieve the common goals (Irving, 2018).
Interpersonal trust can be thought of as one of the crucial aspects of leadership of high performing teams because it is the basic requirement of a productive relationship at personal or professional levels. Trust among the leadership and team members can help enhance the productivity and quality of the services as everyone reinforces the contributions of others. Lack of trust among the leadership may ripple across the organization and ultimately damage the reputation of the company (Kumar & Khiljee, 2016). Comment by Dr. Steve: Good
Shared accountability is another attribute of the leadership of high performing teams. In this setup, every team member owns and understands individual responsibilities. Leadership makes team members committed to their accomplishments as well as the overall performance of the team. Leaders of high performing teams achieve mutual objectives by holding themselves as well as others accountable. They lead from the front and assume higher responsibilities, which further expands the scope of the commitments (Kim, Park, & Miao, 2017). Comment by Dr. Steve: This sentence is not clear Comment by Dr. Steve: Good
Traits of the leadership of Creative teams Comment by Dr. Steve: Please adjust your spacing to comply with APA formatting
Leadership should have qualities like willingness, humility, curiosity, and perseverance to bring change in the organization. These qualities represent the desire of bringing innovation in the organization. Comment by Dr. Steve: In APA, a paragraph needs to have at least three sentences – ideally 3 to 5 sentences
The critical element that enables personal change and cultivates the other dimensions of behavior is first recognizing and considering that change is required. This recognition of change then leads to the willingness to bring change. Leaders cannot manage unproductive traits of an organization (autocracy, redirected blame, etc.) without removing these traits from their personality (Chaudhary & Panda, 2018). So, any positive transformation needs a state of readiness to bring the personal change which allows the leadership to improve their interactions with others.
Humility is another leadership trait which is crucial for bringing innovation and leading high performing team (citation?). Team members may have better knowledge than leaders in a specific area. Modest leaders believe that they do not know everything and are convinced to "go see.” They are willing to be present on field and respect workers and staff by seeking input through open-ended questions. This behavior helps promote the culture of innovation in the workplace (citation?). Comment by Dr. Steve: I think a better word here would be – Humble – indicating a leader that reflects humility. Comment by Dr. Steve: This phrase is not clear – what do you mean?
Perseverance is another quality which innovative leaders possess. Perseverance is the determination of any leader to address any issue, and the belief that no issue is unsolvable (citation?). Changing someone’s philosophy needs persistence and psychological resilience to address all the problems. Innovative Leaders learn to continuously improve themselves. An innovative leader also learns to "go see" rather than learning "go tell.” (citation?).
Does UCLA Leadership exhibit the traits of creative and innovative leaders
I had a chance to work as a volunteer at Ronald Reagan UCLA medical Medical center Center for a few weeks. I was given an opportunity to serve in all the departments of the medical center. I was able to closely observe the leadership of the Centre center at all the levels. The leadership of the hospital possesses all the traits which the leaders of highly productive teams possess. Leadership and all the team members are quite capable of bringing change in the culture of the Medical medical Centrecenter. The philosophy of “True North” is being implemented in steps. The leaders have created a high performing and innovative atmosphere which is supposed to adopt the changes within a few years.
How the ability to be creative was assessed
During my daily routines at UCLA, I found the leadership of the medical center to be creating high performing and the creative environment through their traits including purposefulness, shared accountability, interpersonal trust, humility, willingness to bring change, and perseverance. Whatever task the leadership of the medical center performed during my stay was not for self-promotions but for the advancement of their team. They always recognize the performance of every individual. The result of the effective leadership is that every individual is eager to perform for the whole organization not just for himself or herself. The administration of the hospital has created an atmosphere of trust, and whenever any conflict arises, team members speak honestly without worrying about disturbing each other’s feelings. The leadership of the Ronald Reagan UCLA medical Medical center Center empowers each other to encourage valuing other’s contribution, and open communication. The leadership of the medical center was found to be entirely ethical which is always open to accountability, and the leaders consider themselves as accountable as the other team members.
The leadership addresses every issue through the curiosity-driven approach of problem-solving that shows their ability to be willing to resolve any issue. This approach uses a worksheet which is filled by workers to explain the problem and its background, current state, root cause, and suggestions to solve the problem (citation?). The leadership also takes guidance from the members who have expertise in the specific problem area. This approach shows their modesty and willingness to include others in the decision-making process. The leadership of the facility also believes in a feedback system, and they ask for workers' feedback regarding different decisions to judge their performance. This way of being open to criticism or suggestions has made the overall atmosphere of medical center highly creative and productive (citation?). Comment by Dr. Steve: Again, I think you are talking about - humility
How these traits differ from classical leadership
The attributes of innovative leaders differ from traditional leadership styles in many ways. The conventional leaders lead from the top and direct their orders whereas the creative leaders at UCLA lead from the front by keeping themselves at the same level and inspire their workers. Conventional leaders treat their staff as subordinates, whereas the innovative leaders consider the staff members their colleagues. Classical leadership styles suggest to check and control whereas the innovative styles encourage to trust their team members (Kumar & Khiljee, 2016). Conventional leaders are decisive without any prior consultation whereas the creative leaders take inputs and suggestions from concerned team members and include them in the decision-making process. Unlike classical leaders, innovative leaders hold themselves accountable to ensure the ethical aspects of leadership. Innovative leaders, unlike traditional leaders, take calculated risks, empower their colleagues and harness the abilities of their team members without promoting themselves. Comment by Dr. Steve: Do you mean classical leaders? What style of classical leadership are you referring to here? Authoritarian? Autocratic? Laissez Faire? Please be specific in making your comparison Comment by Dr. Steve: What contemporary leadership style are you describing here – transformational? Democratic? Transactional? – you need to identify and describe the specific styles you are contrasting Comment by Dr. Steve: What classical style is characterized by this? Comment by Dr. Steve: What classical style is characterized by this? Comment by Dr. Steve: What conventional style is characterized by this? Comment by Dr. Steve: Yasmin, your description of how leadership traits that foster innovation might differ from the traits of classical leadership styles is unclear and incomplete. Please see my comments. You need to identify and describe the classical and contemporary styles you are contrasting and explain your rationale for selecting these styles to contrast – usually because they are reflective of the styles of the leaders in the organization. Also, you need to cite your academic/scholarly resources.
Recommendations
There can be various ways to lead in order to create an innovative workplace. Leaders should have divergent styles of leading. They may adopt different approaches in different situations. Flexibility helps leaders achieve their goals in different circumstances. Leaders should optimize their skills to adapt to the changing healthcare environment. Leaders must be self-disciplined because excellent results depend on creating a culture containing self-disciplined people who perform every task in a disciplined way. Such a culture can only be created by following effective leadership standards.
Leadership should condition itself to a practice of self-discipline in action and thoughts. Effective leaders should not let their bad days affect their efforts to improve the experience of patient or client. Innovative leaders must reinforce their commitment to bring change in their organizational culture. They should observe their behavior and encourage the staff to give feedback. The innovative leader should believe in continuous learning because continuous learning will make them think deeply and exercise their curiosity regarding the problem before finding a solution. Being curious means being ready to “go see” (Schaefer, 2019). Comment by Dr. Steve: You do not need to make recommendations for this Part – just provide a short summary
References
Chaudhary, R., & Panda, C. (2018). Authentic leadership and creativity: The intervening role of psychological meaningfulness, safety, and work engagement. International Journal of Productivity and Performance Management, 67(9), 2071-2088.
Irving, J. A. (2018). Leader Purposefulness and Servant Leadership. In Practicing Servant Leadership (pp. 25-42). Palgrave Macmillan, Cham.
Kim, M. Y., Park, S. M., & Miao, Q. (2017). Entrepreneurial leadership and organizational innovation: Improving attitudes and behaviors of Chinese public employees. In Public Service Innovations in China (pp. 151-184). Palgrave, Singapore.
Kumar, R. D., & Khiljee, N. (2016). Leadership in healthcare. Anaesthesia & Intensive Care Medicine, 17(1), 63-65.
Schaefer, C. (2019). Yes, You Can Measure and Improve Your Leadership.
