Leadership Self-Assessment - 3 pages

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%%49To t a l S c o r eTo t a l S c o r e:: High risk Stephanie Johnson

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Leadership Assessment

Stephanie Johnson

Capella University September 28, 2021

Leadership Assessment

Section I: Leadership and Collaboration Experience

About six months ago, I was given the task of streamlining and then expanding my organization's use of and integration of locum tenens physi- cians within our practice. When normal medical staffing is absent, a locum tenens physician may care for patients. Their compensation is high- er since they are not regular, benefited employees. They are, nevertheless, critical to 'business as usual,' since they help fill any open shifts cre- ated by normal employee vacation, sick leave, maternity leave, and sabbaticals. To address this effort, representatives from the following de- partments were called together: Operational Practice Directors (PD), Data Analytics, Talent Acquisition (TA), Clinician Scheduling (CS), Hu-

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man Resource (HR). To begin, each stakeholder was notified of their invitation to participate by verifying their understanding of the subject matter. It was made clear that the program would be ineffective without their knowledge, experience, and point of view. Ironically, some of their daily duties may remain more complex than necessary. This message was not intended to be threatening in any way; rather, it was in- tended to clearly explain the issue at hand, as well as the consequences of dealing with it or ignoring it. I delivered a presentation at the workgroup's kick-off meeting, sought feedback (because I strongly oppose authoritarianism), and obtained agreement from all parties on team structure, time commitments, communication cadence, and overall goals. Having these agreements in place before starting any work helps to provide the groundwork for how the team would work in the coming months. "Even if each member of the interprofessional team agrees wholeheartedly with the general concept of patient-centeredness, which refers to an ethical narrative created by both the professional and the patient, competition arises because each individual on the interprofessional team has different perspectives that influence the co-creation of this narrative" (Engel and Prentice, 2013). To put it another way, even though our team's overarching goal and shared vision was to create a successful Locums program that met patient requirements when regular personnel were absent, each stakeholder had their own set of ex- ternal motivators. As a transformative leader, I deliberately identified these external motivators and promoted innovation in those areas (often referred to as individualized consideration). Using the team's side interests made achieving and maintaining buy-in from the team a lot easier. For example, suppose a Locum's onboarding process (which includes contractual agreements, orientation to organizational resources, and the scope of their availability to meet patients) goes well. In that case, they are more likely to remain with the company. A reduced turnover rate lowers the need for further recruitment by our TA team and relieves the HR team of the burden of performance monitoring. I viewed optimistic and enthusiastic reminders regularly about how we might accomplish our objectives, both at the organizational and depart- mental levels, like the energizer and motivation for the team to continue to communicate effectively and collaborate. I played a significant role in the decision-making process as the workgroup's leader and facilitator. We used a participatory decision-making process where people' "val- ues filled in as plans or institutions for choosing, addressing problems, and resolving disputes," erring again on the side of transformational au- thority and trying to preserve our team's adherence to prior agreements (Manggai, 2019). This continuous involvement of each team member

builds trust, which leads to greater team engagement and, as a result, better workgroup productivity.

Section II: Ethics Experience

Staffing issues in healthcare systems have been recognized for many years to cause stress, tiredness, uneven care, and perhaps therapeutic mistakes. The present pandemic scenario has only served to exacerbate these difficulties and worries. To achieve staff satisfaction and out- standing, but most crucially, safe patient care, I have outlined three ethical responsibilities that must be addressed, fulfilled, and balanced. The following are some of the things to think about: First and foremost, there is an ethical responsibility to guarantee that all patients get the treat- ment they need and want. It may entail using a virtual platform (email, phone, or video) or providing face-to-face care in today's world. This responsibility overlaps with the ethical concept of Beneficence, which states that "healthcare professionals have a duty to be of help to the patient" (Levitt, 2014) Second, we have an ethical responsibility to keep our at-risk workers safe from infection. We've created adjusted work schedules and duties via our Human Resources department, allowing competent workers to care for our patients solely through virtual plat- forms, eliminating the danger of exposure.

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Finally, we have an ethical responsibility to guarantee that the remaining pool of physicians who can meet patients face to face maintains a healthy work-life balance. When we include the complexity of new kinds of treatment, laws, processes, and the scarcity of other healthcare professionals who can perform at the same level, the likelihood of discomfort and burnout and the danger of patient damage rise, according to one study, healthcare providers may be "forced to act in ways that they believe are ethically sub-optimal, amplifying the negative effects of aus- terity on patient care with increased rates of compassion fatigue, burnout, and intention to leave the profession altogether," amplifying the negative effects of austerity on patient care (Morley, 2019). This is linked to a professional code of conduct for healthcare professionals as well as the ethical concept of Justice, which emphasizes "fairness and equality among people as both procedural and distributive justice from which limited healthcare resources are distributed in an equitable manner" (Levitt, 2014). As a current leader in my organization's sched- uling department, I've had to engage in the decision-making process to recognize each of these concerns without jeopardizing one effectively. The balancing act that requires the greatest thought is when the ideals of Beneficence and Justice in bullet points one and three contradict each other. If our healthcare professionals are exhausted and in danger of making errors in inpatient care, they are no longer beneficial to the patient. If we treat our patients the same way we did before the pandemic, we won't be able to implement bullet point number two, where we may assign doctors to virtual care only to keep them healthy. All three elements must be in balance, which requires cross-organiza- tional cooperation and structural changes. The LEADS framework may be very useful in instances where these concerns and conflicts must be addressed. Leading oneself, engaging others, accomplishing outcomes, building coalitions, and system changes are all part of this paradigm.

Regarding the pandemic's staffing difficulties, it was critical for me to first thoroughly comprehend the risk factors at hand and how my values, skills, and abilities might be applied to the disputes. Second, I needed to enlist the help of others for a broader viewpoint, similar to par- ticipatory decision-making. The next stage in management practices and policy changes, which eventually leads to system reforms, determines when and how we made the correct choices and achieved outcomes. "To meet the economic, technical, and professional opportunities that a big, integrated health system confronts in the future, new, different, and in many instances, more complex forms of leadership are re-

quired" (Levitt, 2014). This is particularly true given that patient care as we knew it at the start of the year is unlikely to return.

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S o u r c e M a t c h e sS o u r c e M a t c h e s ( (1 91 9))

Student paper 100%

Student paper 93%

Student paper 68%

Student paper 80%

References

Engel, J., & Prentice, D. (2013). The ethics of interprofessional collaboration. Nursing Ethics, 20(4), 426-435.

doi:10.1177/0969733012468466

Levitt, D. (2014). Ethical decision-making in a caring environment: The four principles and LEADS. Healthcare Management Forum, 27(2), 105–107. Manggai, B. A. (2019). Transformational Leadership and Ethical Decision Making. The European Proceedings of Social and Behav-

ioral Sciences. doi:10.15405/epsbs.2019.05.02.46

Morley, G. (2019, January 01). Moral Distress and Austerity: An Avoidable Ethical Challenge in Healthcare. Retrieved December 03, 2020, from https://link.springer.com/article/10.1007/s10728-019-00376-8

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Student paper

Leadership and Collaboration Experience

Original source

Leadership and Collaboration Experience

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Student paper

Operational Practice Directors (PD), Data Analytics, Talent Acquisition (TA), Clinician Scheduling (CS), Human Resource (HR).

Original source

Talent Acquisition (TA), Human Resources (HR), Data Analytics, Clinician Scheduling (CS) and Operational Practice Directors (PD)

1

Student paper

I delivered a presentation at the workgroup's kick-off meeting, sought feed- back (because I strongly oppose authoritarianism), and obtained agreement from all parties on team structure, time commitments, communication ca- dence, and overall goals. Having these agreements in place before starting any work helps to provide the groundwork for how the team would work in the coming months.

Original source

At the workgroup’s kick-off meeting, I presented, took feedback (as I strongly oppose an authoritarian style approach) and then received agreements from all parties around team structure, time commitments, cadence of communi- cation and over-arching goals Having these agreements in place prior to any work moving forward helped lay some foundational groundwork to how the team would function in the coming months

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Student paper

"Even if each member of the interprofessional team agrees wholeheartedly with the general concept of patient-centeredness, which refers to an ethical narrative created by both the professional and the patient, competition aris- es because each individual on the interprofessional team has different per- spectives that influence the co-creation of this narrative"

Original source

“Even though each member of the interprofessional team might wholeheart- edly agree with the general notion of patient centeredness, which calls back to an ethical narrative that is created by both the professional and the pa- tient, competition arises because each individual on the interprofessional team comes with different viewpoints that influence the co-creation of this narrative” (Engel & Prentice, 2013)

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Student paper 66%

Student paper 62%

Student paper 70%

Student paper 66%

Student paper 71%

Student paper 67%

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Student paper

(Engel and Prentice, 2013).

Original source

Engel and Prentice 427

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Student paper

As a transformative leader, I deliberately identified these external motivators and promoted innovation in those areas (often referred to as individualized consideration).

Original source

As a leader with a transformational style, I was intentional in identifying these external motivating factors and encouraging innovation towards those (often referred to as individualized consideration)

1

Student paper

A reduced turnover rate lowers the need for further recruitment by our TA team and relieves the HR team of the burden of performance monitoring.

Original source

A lower turnover rate reduces the need for further recruiting by our TA team and decreases the burden of performance management by the HR team

1

Student paper

It may entail using a virtual platform (email, phone, or video) or providing face-to-face care in today's world.

Original source

In today’s setting, that can mean either through a virtual platform (email, telephone, or video) or face to face care

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Student paper

When we include the complexity of new kinds of treatment, laws, processes, and the scarcity of other healthcare professionals who can perform at the same level, the likelihood of discomfort and burnout and the danger of pa- tient damage rise, according to one study, healthcare providers may be "forced to act in ways that they believe are ethically sub-optimal, amplifying the negative effects of austerity on patient care with increased rates of com- passion fatigue, burnout, and intention to leave the profession altogether,"

Original source

It has been noted that healthcare providers may be "forced to act in ways that they feel are ethically sub-optimal, amplifying the negative effects of aus- terity on patient care with increased rates of compassion fatigue, burnout and intention to leave the profession altogether"

1

Student paper

This is linked to a professional code of conduct for healthcare professionals as well as the ethical concept of Justice, which emphasizes "fairness and equality among people as both procedural and distributive justice from which limited healthcare resources are distributed in an equitable manner"

Original source

This directly correlates to a professional code of conduct for healthcare work- ers and also to the ethical principle of Justice, “emphasizing fairness and equality among individuals as both procedural and distributive justice from which scarce healthcare resources are provided in an egalitarian method” (Levitt, 2014)

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Student paper 66%

Student paper 66%

Student paper 64%

Student paper 62%

Student paper 100%

Student paper 100%

1

Student paper

As a current leader in my organization's scheduling department, I've had to engage in the decision-making process to recognize each of these concerns without jeopardizing one effectively. The balancing act that requires the greatest thought is when the ideals of Beneficence and Justice in bullet points one and three contradict each other.

Original source

As a current leader in my organization’s scheduling department, I have had to participate in the decision-making process for how to successfully acknowl- edge each of these considerations, without compromising one or the other Where the principles of Beneficence and Justice in bullet point one and three contradict each other have proven to be the balancing act that needs the most consideration

1

Student paper

If we treat our patients the same way we did before the pandemic, we won't be able to implement bullet point number two, where we may assign doctors to virtual care only to keep them healthy.

Original source

If we are caring for our patients in the same respect that we were pre-pan- demic, that does not allow for us to build bullet point number two where we can assign providers to virtual care only in order to keep them healthy

1

Student paper

Regarding the pandemic's staffing difficulties, it was critical for me to first thoroughly comprehend the risk factors at hand and how my values, skills, and abilities might be applied to the disputes.

Original source

Referring specifically to the staffing challenges during the pandemic, it was important for me to first fully understand the risk factors at hand and how my own values, strengths and abilities might be applied to the conflicts

1

Student paper

"To meet the economic, technical, and professional opportunities that a big, integrated health system confronts in the future, new, different, and in many instances, more complex forms of leadership are required"

Original source

“New, different, and in many cases more sophisticated modes of leadership are required to address the fiscal, technological, and professional opportuni- ties that a large, integrated health system faces in the future” (Levitt, 2014)

1

Student paper

Engel, J., & Prentice, D.

Original source

Engel, J., & Prentice, D

1

Student paper

The ethics of interprofessional collaboration. Nursing Ethics, 20(4), 426-435. doi:10.1177/0969733012468466

Original source

The ethics of interprofessional collaboration Nursing Ethics, 20(4), 426-435 doi:10.1177/0969733012468466

9/28/21, 9:33 PMOriginality Report

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Student paper 100%

Student paper 93%

Student paper 100%

1

Student paper

Ethical decision-making in a caring environment: The four principles and LEADS. Healthcare Management Forum, 27(2), 105–107.

Original source

Ethical decision-making in a caring environment The four principles and LEADS Healthcare Management Forum, 27(2), 105–107

1

Student paper

Transformational Leadership and Ethical Decision Making. The European Pro- ceedings of Social and Behavioral Sciences. doi:10.15405/epsbs.2019.05.02.46

Original source

Transformational Leadership And Ethical Decision Making The European Pro- ceedings of Social and Behavioural Sciences doi:10.15405/epsbs.2019.05.02.46

1

Student paper

(2019, January 01). Moral Distress and Austerity: An Avoidable Ethical Chal- lenge in Healthcare. Retrieved December 03, 2020, from https://link.springer.com/article/10.1007/s10728-019-00376-8

Original source

(2019, January 01) Moral Distress and Austerity An Avoidable Ethical Chal- lenge in Healthcare Retrieved December 03, 2020, from https://link.springer.- com/article/10.1007/s10728-019-00376-8