Introduction
Effective leadership is vital for medical schools as it ensures the productivity and efficiency of employees, which then translates to quality healthcare. It takes time, experience, professionalism, and other competencies to run a higher education institution (Stawicki et al., 2019a). The interview response of a college president, Jason Brad, provides insightful information. As a leader in a medical college, he has learned to develop a vision that gives direction on goals and missions to aid in running daily activities. Although dealing with different personnel can be challenging, the leader can influence teamwork through proper orientation of employees, positive culture, evaluation, and motivation of workers.
Discussion
As earlier mentioned, the interviewee is the president of a medical college. His work includes the development of policy, vision, and mission, participation in recruitment, and evaluation. The interviewee has a wide range of experience within the medical education center. He has acquired strengths and competencies in working with people to do administrative work. For example, he said that when he encounters issues of indiscipline, he approaches it sensitively by first counseling, then writing a warning letter, and finally, a suspension. The strategy is effective because the first resolution of a manager is to assist the workers in achieving shared goals (Mwesigwa et al., 2020). Therefore, a leader has a mind that considers how the efforts of all people working together can aid in achieving the desired goal.
The topic of employee recruitment and section provided vital information on the first step of influencing the staff. The interviewee mentioned that he took his time to develop policies to guide the process of hiring people to join the team. Notably, if candidates are lazy, incompetent, or morally deficient, the work of the president becomes difficult (Swanwick et al., 2019b). There should be procedures that vet and approve the people ready to work under authority. Moreover, motivation through proper remuneration or the work enhances good performance. The information on policies is insightful and can be a benchmark for organizations that rely on job descriptions and qualifications in recruitment. The setting of the desired organization starts by working with like-minded people who have similar values and intentions.
Evaluation of educators is an important task given their responsibilities in producing competent students. Notably, teaching should be holistic, covering the syllabus and producing character in learners (Viera & Kramer, 2020). The college president said that the 2010 Education Reform Act provides the statutory requirements for non-tenured certification of employees. It contains a criterion for assessing the performance of teachers. The assessment should be innovative since time constraints and limited resources make it hard to achieve standardization (Chen, 2018). In a scenario where the institution wants to establish its own rules, it is vital to ensure that all the policies are consistent with the laws of the national government. It is important to adhere to the law to avoid any legal implications.
The aspect of the interview that was most insightful was about assisting the educators who are marginalized. One of the contemporary issues in medical education is globalization which brings together people from different backgrounds (Stawicki et al., 2019a). The interviewee said that there are strategies for helping the marginalized teachers to keep up with the others. His statement is consistent with those of Leal Filho et al. (2020) that such initiatives are relevant in achieving sustainability and enhancing market externalities. For example, in a scenario where the institution accepts new admissions, they should be fair and include more people from different multicultural backgrounds. Inclusivity and diversity, especially in a crisis, help to minimize conflict by encouraging the contentment of all people (Russell et al., 2021). Treating all people equitably, regardless of race, gender, nationality, or disability, helps cultivate a culture of respect.
Effective leadership is needed in medical institutions to produce competent students committed to improving healthcare. The responsibilities of the president in establishing a good culture start from the point of contact and consecutive selection of job applicants. The other consideration is prioritizing the well-being of employees before taking disciplinary actions if there are signs of poor performance. The payment of the workers should be fair and equitable in considering the competencies. What is most insightful and relevant is the issue of marginalization. It is important to encourage a culture of diversity and inclusivity. An effective leader should be team-oriented with a focus on group performance and not individual needs.
Moreover, a leader should reflect on all the qualities they desire before demanding his subjects act similarly. Competencies and experience like the interviewee are relevant in carrying out some technical duties within the station. A true leader must build trust and a caring relationship with the subjects to create an enabling culture for progress. Recruiting people who have the same vision and are willing to work to help the leader achieve the vision is vital. Next, to keep the employees motivated the leader should ensure they are rewarded for their services while caring for their wellness. It is also important to consider the needs of the minority populations since they are easily forgotten if the leader is not intentional.
Conclusion
Overall, leaders learn from others, and the interview responses provide essential information to improve medical education centers. The president has a lot of insights from a wide range of topics in leadership for medical educational centers. Thus, effective leadership is about continuously learning new practical ways to overcome the challenges of the contemporary world.
References
Chen, T. (2018). Medical leadership: An important and required competency for medical students.Tzu Chi Medical Journal, 30(2), 66. Web.
Leal Filho, W., Eustachio, J. H., Caldana, A. C., Will, M., Lange Salvia, A., Rampasso, I. S., Anholon, R., Platje, J., & Kovaleva, M. (2020). Sustainability leadership in higher education institutions: An overview of challenges. Sustainability, 12(9), 3761. Web.
Mwesigwa, R., Tusiime, I., & Ssekiziyivu, B. (2020). Leadership styles, job satisfaction and organizational commitment among academic staff in public universities.Journal of Management Development, 39(2), 253-268. Web.
Russell, J. A., Gonzales, L. D., & Barkhoff, H. (2021). Demonstrating equitable and inclusive crisis leadership in higher education.Kinesiology Review, 10(4), 383-389. Web.
Stawicki, S. P., Firstenberg, M. S., Orlando, J. P., & Papadimos, T. (2019). Contemporary topics in graduate medical education. BoD – Books on Demand.
Swanwick, T., Forrest, K., & O’Brien, B. C. (2019). Understanding medical education: Evidence, theory, and practice. John Wiley & Sons.
Viera, A. J., & Kramer, R. (2020). Management and leadership skills for medical faculty and healthcare executives: A practical handbook. Springer Nature.