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Personal Leadership Analysis

Personal Leadership Analysis

Part 1: Critical Leadership Competencies for Health Care Organizations

The modern-day healthcare environment is complex due to emerging technologies and people’s enlightenment about their healthcare needs. The change in the healthcare environment has created the need for leaders to develop competencies that can be leveraged to improve the quality of care provided in healthcare facilities and improve overall performance. Leadership for healthcare organizations also requires applying the healthcare leadership model used in modern-day healthcare settings, which is also connected to leadership competencies. The model includes various dimensions that allow healthcare leaders to provide the most effective leadership. One of the dimensions is leading with care. This dimension includes recognizing the behavior and needs of the team in the healthcare organization with mutual support from one another, hence creating a caring environment that supports the development of skills and capabilities needed to serve patients. The second dimension is sharing a vision by communicating with trust and credibility to ensure that there is a clear direction to inspire confidence in the future and ensure that everyone works towards achieving a shared goal.

The third dimension is evaluating information by looking for information from different sources and using creative thinking to create new concepts. The fourth dimension is engaging the team by encouraging participation in meeting the healthcare organization’s goals. The fifth dimension is inspiring shared purpose while adhering to the NHS values and principles and taking risks to achieve organizational goals. The sixth dimension is influencing results by adapting to and engaging with others to create a collaborative approach to working and creating sustainable obligations. The seventh dimension is holding to account by having clear expectations, creating an innovative mindset, and encouraging continuous improvement. The eighth dimension is connecting services by reflecting on how various parts of the system are connected, adopting practical external approaches, and understanding the organization’s politics. The ninth dimension is developing capability by creating opportunities for teams and individuals to develop long-term competencies.

One of the competencies needed within healthcare administration to ensure the success of healthcare organizations today and in the future is quality improvement. Healthcare organizations need to constantly improve the quality of healthcare services offered due to the increased demand for quality healthcare services (Jeetoo & Jaunky, 2021). Therefore, leaders in healthcare organizations need quality improvement competency to develop and implement patient safety programs and quality assurance programs based on the healthcare initiatives on patient safety and healthcare quality. They also need to develop and monitor indicators to measure patient safety, satisfaction, and quality outcomes and plan for continuous improvement.

The second competency is relationship management. The healthcare setting includes various relationships that influence patient outcomes, such as the relationship between the healthcare providers and the patient, healthcare providers and the patient’s family members, healthcare providers and the community, and healthcare providers and the government. Leaders need to ensure that these relationships yield a mutually beneficial outcome. Therefore, they need to demonstrate effective interpersonal relationships and the ability to create and maintain positive relationships and encourage collaboration in the relationships to ensure that the interests of every party are met.

The third competency is personal and professional accountability. The healthcare environment is complex and requires leaders and staff to take responsibility for ensuring that patients’ needs are met. Therefore, leaders need personal and professional accountability to participate in and advocate for policies to improve healthcare and advocate for the patient’s rights and their families. Leaders also need to demonstrate the ability to manage and understand situations that create a conflict of interest based on the organization’s policies, bylaws, and procedures and maintain due diligence in completing fiduciary responsibilities. Leaders additionally need personal and professional accountability to promote commitment to delivering healthcare services.

The fourth competency is negotiation skills. The healthcare environment includes different forms of negotiation (Javitch, 2015). One of them is negotiating contracts to acquire supplies. Leaders need to ensure that they form a mutually beneficial relationship with suppliers to get high-quality supplies at the right time to avoid delays in providing healthcare services. Healthcare organizations also need to negotiate with the government to acquire resources such as funding and authorization to operate in a specific region. Another form of negotiation is between healthcare providers and patients to settle on the most appropriate form of medication, agree on the payment of healthcare services, and create solutions for a problem affecting the healthcare facility and the patient. In these negotiations, leaders require negotiation skills to protect the interests of the patient and healthcare organization for the organization’s long-term success.

The fifth competency is communication skills. According to Agarwal (2012), communication is essential in ensuring the organization’s success because it enables employees to work towards a shared goal. Leaders in healthcare organizations need communication skills to pass information to staff and ensure that the staff understands their roles and responsibilities. Communication skills are also crucial in promoting long-term growth through implementing and managing change. Pentland & Goh (2021) argue that change is an essential part of the growth of a healthcare organization due to the need for constant improvements to improve the quality of services offered. For instance, healthcare organizations in the modern era need to embrace technology to improve efficiency in providing healthcare services. Therefore, leaders need to communicate the need for change to avoid resistance.

Part 2: Personal Leadership Gap Analysis

Based on the competency rating assessment, one of my strengths is achievement orientation. This strength is characterized by getting a positive outcome in every situation and meeting targets and expectations. My second strength is analytical thinking, which includes gathering facts and examining information to determine whether the information can be applied in identifying the causes of specific problems and the most appropriate solutions. The third strength is collaboration. I identify myself as a good team player and actively participate in teamwork projects. I also have good communication skills that enable me to express myself in group projects and share my ideas to yield a positive outcome. My other strength is innovative thinking, characterized by developing innovative ideas to solve problems and improve performance.

Another strength is organizational awareness. My experience working in different healthcare organizations has enabled me to understand how healthcare organizations operate, including every staff’s roles and responsibilities, hence creating high organizational awareness. My experience working in various healthcare settings has also equipped me with professionalism. Merlo (2021) argues that professionalism is the skill and competence expected in a profession. I understand the skills and competencies required to complete roles and responsibilities in different positions in a healthcare facility and how my roles and responsibilities affect the organization’s overall performance. I can leverage my professional competency to venture into different careers within the healthcare profession. For instance, I can determine different careers that require my existing competence and skills and apply for jobs in those areas to advance my career.

Currently, healthcare organizations rely on goodwill from the community to become successful. Therefore, there has been an emphasis on creating a good reputation to attract more customers. Healthcare organizations also create a good reputation to attract investors who may be interested in supporting the organization’s projects, such as expansion to other regions or purchasing healthcare equipment to increase the quality of healthcare. Healthcare organizations are also focusing on developing good relationships with stakeholders and communities to improve organizational success. For instance, when patients are satisfied with the quality of healthcare services offered by a healthcare facility, they are willing to pay any amount of money to get the services, increasing the organization’s profitability. Good relations with communities promote the success of healthcare facilities by marketing the facility through word of mouth and getting volunteers to help complete various tasks in the facility. Volunteers can handle less complex tasks, thus creating more time for healthcare professionals to deal with the complex tasks requiring healthcare competence. Less complex tasks may include feeding patients, helping move around the healthcare facility, and inspecting patients to ensure that they take their medication. Healthcare organizations also need to stay informed about technology that can be used to improve the quality of healthcare services offered. They also need to be aware of the effectiveness of the technology in treating patients to avoid errors that could harm the patient.

The main competencies that require development are relationship building, performance measurement, initiative, information technology management, and community orientation. The healthcare profession requires relationship-building to create collaboration between patients, healthcare providers, and other stakeholders. Forming mutually beneficial can promote the organization’s success by creating a good reputation, customer satisfaction, and increasing profitability. Therefore, I need to improve my relationship-building competency to help the healthcare organization create collaboration among all stakeholders. Healthcare organizations also need to measure staff performance to create long-term success. Therefore, I need to familiarize myself with performance measurement strategies and how to use them to determine the performance of the staff. I also need to develop my initiative competency because healthcare organizations rely on initiatives to maintain continuous improvement. Taking the initiative could include disciplinary action against staff who violate patient safety requirements or hiring staff with the skills and capabilities required to offer the required quality of healthcare. Healthcare organizations are also adopting technology to improve efficiency in providing healthcare services, thus the need to develop information technology management competence. According to Beulen & Ribbers (2021), information technology management includes determining the appropriate technology to be used and monitoring its application to ensure that it works as required. I also need to develop community orientation competence because healthcare organizations need to constantly work with the community to identify community healthcare needs and resources that can be leveraged to improve the quality of healthcare services provided to the community.

Part 3: Individual Leadership Development Plan (ILDP)

One of the actions that I intend to take to develop my leadership competencies is participating in community volunteering programs specializing in the provision of healthcare education and services. I will enroll as a volunteer to educate people on healthcare issues around them, such as the current COVID-19 pandemic. I can educate communities about the importance of the COVID-19 vaccine to mobilize them to get vaccinated to prevent the spread of the virus. I also intend to volunteer to offer care to the elderly in their homes or those living in assisted living homes. My volunteering will include helping the elderly move around the care facility or checking up on the elderly in their homes to ensure that they have eaten and taken medication. I may also occasionally take them outside so that they can bask and engage them in conversations to prevent depression. Participating in community volunteering programs will help me develop my community orientation competence, hence making me a good leader in the healthcare setting.

The second action will be looking for an internship in a healthcare organization with a diverse workforce. Powell (2010) defines a diverse workforce as a group of employees including people with different attributes such as ethnic background, age, and gender. Coping with the differences requires forming relationships founded on trust and transparency. Working in an environment where I interact with people from different cultures will make me understand people’s differences in cultures, beliefs, and values. Therefore, I will be better positioned to understand how to relate with people from various backgrounds to create a good relationship based on how their beliefs and values influence their behavior. Working with a diverse workforce will also help me develop my relationship-building skills by helping me develop patience when relating with people with different opinions from mine and different beliefs and values.

The third action is reading various research articles on the latest and future technology in the healthcare field. As mentioned before, technology has become an essential part of the healthcare environment. Healthcare organizations are leveraging technology to improve the quality of healthcare services and create a competitive advantage. However, organizations need to understand the applicability of various technologies in various activities in the healthcare setting. It is also essential to understand the costs associated with technology implementation to determine whether the organization can implement it. Reading various research articles on the latest and future technology in healthcare will help me develop my information technology management competence by familiarizing me with different technologies in healthcare, future technologies that the organization could invest in, and the resources needed to implement technology, including required skills and capabilities.

One of the performance indicators that I will use to measure my development of required competencies is the success rate of the relationships I form within my work environment. I will review the new relationships I have formed since becoming a part of a workforce in a diverse environment and the occurrence of conflict between me and those around me to determine whether my relationship-building skills have improved. The second performance indicator will be the knowledge level of the different technologies used in healthcare. I will conduct an online test on the technologies used in healthcare and the resources required to implement them. A high score on the tests will indicate the development of information management skills. Another performance indicator will be the rating I get from those I interact with during the community volunteering programs. A positive rating will indicate development in community orientation competence. I will also rely on the feedback I get from my fellow volunteers to access my community orientation development. For instance, if my colleagues in the volunteering programs are pleased with my services, I will conclude that I have developed my community orientation to a satisfactory level.

References

Agarwal, S. (2012). The importance of communication within organizations: A research on two hotels in Uttarakhand. IOSR Journal of Business and Management, 3(2), 40-49. https://doi.org/10.9790/487x-0324049

Beulen, E., & Ribbers, P. M. (2021). Information technology innovation and outsourcing. Managing Information Technology Outsourcing, 97-109. https://doi.org/10.4324/9781003223788-6

Javitch, D. (2015). Negotiations. MBA for Healthcare, 189-202. https://doi.org/10.1093/med/9780199332052.003.0011

Jeetoo, J., & Jaunky, V. C. (2021). Willingness to pay to improve the quality of public healthcare services in Mauritius. Healthcare, 10(1), 43. https://doi.org/10.3390/healthcare10010043

Merlo, G. (2021). A roadmap to medical professionalism. Principles of Medical Professionalism, 1-16. https://doi.org/10.1093/med/9780197506226.003.0001

Pentland, B. T., & Goh, K. T. (2021). Organizational routines and organizational change. The Oxford Handbook of Organizational Change and Innovation, 338-363. https://doi.org/10.1093/oxfordhb/9780198845973.013.16

Powell, G. N. (2010). undefined. SAGE Publications.

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Question 


Conduct a candid self-assessment of your healthcare leadership competencies and construct an 8-12-page comprehensive individual leadership development plan that can help you take your organization into the future.

Note: You are strongly encouraged to complete the assessments in this course in the order in which they are presented.

Personal Leadership Analysis

Personal Leadership Analysis

Different types of healthcare organizations have different visions, missions, values, and cultures. Leaders must assess the community and organization to determine what type of leadership best fits the organizational context. Effective leaders are those who are consistent, credible, authentic, flexible, and engage in continuous learning.

You will have your own brand of personal and professional leadership. It is important to periodically assess the fit of your style relative to the current environment and changing needs of the organization. Leaders who add value align their efforts and lead teams toward organizational goals. Research-based tools such as those developed by the National Center for Healthcare Leadership (NCHL) are available to assist with the task of developing and aligning your skill sets with the changing needs of your organization.

By comparing areas of strength and weakness to the skill sets required to lead an organization, it is easier to determine the specific skill areas that need to be developed. Once you identify skills that need improvement, it is possible to develop an action plan to strengthen weaker areas and highlight strengths. A good action plan should contain specific strategies as well as a way to measure success. By comparing areas of strength and weakness to the skill sets required to lead an organization, it is easier to determine the specific skill areas that need to be developed. Once you identify skills that need improvement, it is possible to develop an action plan to strengthen weaker areas and highlight strengths. A good action plan should contain specific strategies as well as a way to measure success.

Demonstration of Proficiency
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 2: Assess personal leadership competencies relative to the organizational need. (L2.4, L14.4, L22.4, L19.2, L7.2, L10.5)
Summarize relevant critical success leadership competencies required by healthcare organizations.
Compare personal leadership competencies to the critical success leadership competencies needed within the healthcare industry.
Construct an individual leadership development plan that contains specific action steps, a timeline, and performance indicators and measures.
Explain how an individual leadership development plan aligns with industry and organizational needs.
Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration. (L6.1, L6.2, L6.3, and L6.4)
Write coherently, concisely, logically, and with strong support from relevant professional resources, in an appropriate format, with correct grammar, usage, and mechanics as expected of a health care administration professional.
Preparation
Before you create and submit your assessment, it is recommended that you complete the following:

Review materials related to the National Center for Health Care Leadership’s Healthcare Leadership Competency Model:
National Center for Healthcare Leadership (NCHL). (2017). Health leadership competency model 3.0. https://www.oha.com/Documents/NCHL%20Health%20Leadership%20Competency%20Model.pdf?utm_medium=email&utm_campaign=October%202%20-%20HR%20Leadership%20Program&utm_content=October%202%20-%20HR%20Leadership%20Program+Preview+CID_8723ddd7c9948150198964a92e7f520a&utm_source=CampaignMonitor
National Center for Healthcare Leadership (NCHL). (2010). Health leadership competency model summary. https://jsmitheportfolio.files.wordpress.com/2014/10/nchl-competency_model-summary.pdf
Consider the needs of your health care organization that you identified in Assessment 1. Consider how you add value to the organization by contributing to the achievement of the internal benchmarks within your department and specific to your position of employment.
Conduct a candid self-assessment of your health care leadership competencies, using the Star Format Competency Rating Table [DOC]​. Once you have a clear picture of your strengths and weaknesses, you will construct an individual leadership development plan to focus upon development of critical success competencies that can help you take your organization into the future.
Search for professional, scholarly journal articles on the leadership skills and competencies needed in health care organizations today and into the future. You will need a minimum of five resources to use as support for your assessment
Instructions
This assessment has three distinct parts.

Part 1: Critical Leadership Competencies for Health Care Organizations.
In Part 1, based on the information from your resources, provide an overview of the leadership competencies required to lead health care organizations into the future.
Part 2: Personal Leadership Gap Analysis.
In Part 2, compare the competencies most needed by your organization (from your work in Assessment 1) to the skills you already possess (using the results from your STAR analysis).
Part 3: Individual Leadership Development Plan (ILDP).
In Part 3, use the information from your resources, your self-assessment, and your work in Assessment 1 to put together a cohesive individual leadership development plan (ILDP).
Read the requirements for each part carefully.

Part 1: Critical Leadership Competencies for Health Care Organizations
Related Scoring Guide Criteria

Summarize relevant critical success leadership competencies required by health care organizations.
Write coherently, concisely, logically, and with strong support from relevant professional resources, in an appropriate format, with correct grammar, usage, and mechanics as expected of a health care administration professional.
Based on the resources you located, identify the top five leadership competencies needed within health care administration in order to ensure the success of health care organizations today and in the future.

Explain why each competency is critical to organizational success.

Part 2: Personal Leadership Gap Analysis
Related Scoring Guide Criteria

Compare personal leadership competencies to the critical success leadership competencies needed within the health care industry.
Write coherently, concisely, logically, and with strong support from relevant professional resources, in an appropriate format, with correct grammar, usage, and mechanics as expected of a health care administration professional.
Following completion of the STAR assessment (using the Star Format Competency Rating Table [DOC]), consider your strengths versus those areas which require additional development. Provide a gap analysis that compares industry needs (as identified in Part 1), the needs of your organization (from your organization’s strategic direction), and the results of your STAR assessment. You may wish to use the Personal Leadership Gap Analysis Template [DOC]​ to help organize your analysis narrative.

In a brief narrative, explain any discrepancies between industry needs and organizational needs. Explain how your areas of strength can offer you additional opportunities for career advancement. You may include your Gap Analysis Template as an appendix to help support you narrative, but are not required to do so.

Part 3: Individual Leadership Development Plan (ILDP)
Related Scoring Guide Criteria

Construct an individual leadership development plan that contains specific action steps, a timeline, and performance indicators and measures.
Explain how an individual leadership development plan aligns with industry and organizational needs.
Write coherently, concisely, logically, and with strong support from relevant professional resources, in an appropriate format, with correct grammar, usage, and mechanics as expected of a health care administration professional.
When constructing your individual leadership development plan (ILDP) make sure you are identifying at least three specific areas of weakness you need to focus on in order to meet industry and organizational needs.

For your explanation regarding the alignment of your ILDP to industry and organizational needs address the following:

Explain the action steps you need to take to increase your competency in those areas. Be sure your action steps are specific, include a timeline, and align with the overall goal of meeting industry and organizational needs.
Create specific performance indicators and measures for each action step to clearly illustrate how you will know that you are making progress on your plan.
If it helps you organize your thoughts, you may use a table format for your ILDP, such as the Individual Leadership Development Plan Template​ [DOC]. Just be sure to provide enough detail in each section, relative to the expectations laid out in the scoring guide. You are not required to use a table format; if you prefer, you may simply write this section as a narrative.

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