Leadership succeed, maturity and expertise in their area
Leadership Traits for Successfully Managing
in the Clinical Arena.
1 Jan 2018
There are many leadership traits that
a person must possess to be successful, when managing a clinical arena. Some of these traits include: intelligence,
decisiveness, communication skills, critical thinking ability and most
importantly self-confidence. These
skills alone can’t make someone an effective leader or manager, the person needs
to develop their own leadership styles.
The three types of leadership style that
most people will become familiar with are the authoritarian, democratic, and
laissez-faire leadership style.
Authoritarian leadership style is more predictable and gives members of
the team a sense of security. The
manager has strong control over the group, individuals are motivated by
coercion and communication flows downward.
Democratic leader exhibits less control and communications flows up and
down. Decision making involves the staff and with an emphasis on teamwork
instead of individual accomplishments (Marquis & Huston, 2017, p. 47). Laissez-faire leaders have less control than
the other two leadership style. The
leader provides little to no direction, but when the team is motivated the
results can be creative (Marquis & Huston, 2017).
Leadership styles can be learned by
watching others or strong leader mentoring someone to become a leader. Strong leaders have skills and traits such as
self-confidence, the drive to succeed, maturity and expertise in their area of
specialty. Strong leaders have the
confidence to motivate others, promote teamwork and possess the critical
thinking skills to solve problems (Vojta, n.d).
The phrase, “he is a born leader,” is right to a certain degree. An individual may possess these leadership
traits, but it does not mean that he is a good leader. A good leader can be taught to refine their
skills which in turn will make them an effective or great leader. When in a leadership position, communication
is very important. Good communication
between the nurse, doctors, and other medical staff can increase the efficiency
of the clinic. Poor communication can
hinder patient care and can lead to mistakes that can potentially harm the patient. Verbal communication must be clear and
concise, it’s the nonverbal communication that can lead to the wrong
interpretation by the receiver (Marquis & Huston, 2017, p. 493). When communicating with your staff about
changes or tasking, instructions need to be “clear, simple, and precise
(Marquis & Huston, 2017, p. 495)”.
Complex instructions can lead to misunderstanding. It can also lead to
deviation from the task or create mistakes that can potentially harm someone
when dealing with patients care.
Management, and Organizations in Relation to Healthcare Agencies.
Per the article published by the
McGill Journal of Medicine, it states that leadership is not tangible and not
measurable in the conventional sense (Collins-Nakai, 2006). Leadership is not like management, but both
are essential for the success of any institution. Good leaders can become good managers, but
good managers will usually have problems with leading a workforce. Managers
tend to focus on the goal of the workplace and leaders tend to get the job done
right without causing any conflicts between the staff and the managers. In the health care setting, leadership roles
are usually reserve for those with higher education specifically doctors. Physicians often find themselves in leadership
roles due to circumstances and many of them feel that they do not possessed the
skills to be an effective leader in the complex health care environment (Collins-Nakai,
There are individuals that possess
the skills of a leader, but the truth is that leaders learn from through trial
and errors. An example of an effective
leader would be the nurse that I had interviewed. Viet Phan is a 30-year-old nurse who has been
an RN for approximately seven years and a nurse supervisor for five years. He described his leadership style as a
democratic leadership style. He likes to
talk to his staff and get to know what they are going through each day. He likes the clinic to be organized. Communication during the morning meeting is
more of a passive-aggressive form of communication with his staff. Morning meeting allows him an insight on things
can potentially interfere patient care flow such as appointments that the staff
may have or if someone is not feeling well that morning. It also gives him an insight on problems or
conflicts that his nurses may be going through. The morning meetings also gives him a chance
to get feedback from his staff on what works and what does not with any recent
changes in the workplace.
Theory, Change Management and Conflict Resolution
Per Viet, changes should be first discussed among the senior staff prior to
the idea being introduced to the rest of the staff. New changes in the workplace should be
introduced gradually and if there are more than one changes, it should be
introduced one at a time. Otherwise
there will be resistance to the new changes among the staff. With any new changes, the staff may feel a
little lost sometimes because of the deviation from their daily routine. Giving the staffs a heads up prior to
introducing any new ideas or process improvement plans will lessen the number
Being in a leadership role, you are
responsible for everything that occurs in the clinic to include conflicts
between the staff. When there are conflicts
in the workplace, it is the job of the supervisor to be the mediator if the party
cannot resolve the conflict.
Communication should not be a one-way channel, as a leader you must
listen to all sides of the story before any interventions should occur (Phan, 2017). If conflicts are not between staff members,
it is the job of the leader to try and resolve the conflict. Keep in mind that when trying to resolve a
problem, the leader need to come up with a solution where both party can agree
on (Marquis & Huston, 2017, p. 558). There are many ways to resolve conflicts, but collaborating
is an assertive and cooperative way of resolving a conflict that results in
both party coming to an agreement. It is
a win-win situation for both parties involved (Marquis & Huston, 2017, p.
When it comes to leadership and
management, Peter Drucker stated, “Management is doing things right; leadership
is doing the right things.” Leadership
can be learned, but the person will not get the concept of leadership until
they are placed in that position. Always
lead by example, and do not expect your staff to do something you are not
willing to do yourself. When making
changes, keep your staff in mind and how it will affect them. Be good to your
staff because they can make your life hell if they are not happy. Keep in mind that you were in their shoes at
one point. We can read about all the
different style of leadership and how-to mange a conflict, but the individual will
not know what to do until they are faced with having to make the decision to
resolve the conflict. Experience is the
only thing that will make someone a good and effective leader. Besides experience, a good leader need to
possess certain qualities such as compassion, understanding and sometimes
patients when dealing with difficult staff members. Leading through intimidation will only build
a wall between the leader and the follower.
As a leader, taking care of your staff is essential to a healthy working
(2006, January). McGill Journal of
Medicine: Leadership in medicine.
Retrieved January 02, 2018, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2687901/
Drucker, P. (n.d).
Peter Drucker Quotes. Retrieved
January 06, 2018, from https://www.brainyquote.com/authors/peter_drucker
Marquis, B. L.,
& Huston, C. J. (2017). Leadership
roles and management functions in nursing: theory and application. Philadelphia:
Wolters Kluwer Health.
Phan, Viet. (2017,
November 19). Personal interview.
Vojta, M. (n.d). Characteristic of an effective leader.
Retrieved on January 5, 2018, from http://www.tnstate.edu/servicelearning/documents/Leadership%20Characteristics.pdf