Introduction
Leadership attributes are important for healthcare providers since they help improve clinical performances and patient outcomes. Every medical worker, be it a nurse or a physician, should possess at least several characteristics of a leader. As a healthcare professional, I am careful with the prevention, I enjoy teaching students, I am an attentive and cautious health provider, and I often organize personal training courses. Thus, I possess more communal qualities related to communication and developing others than agentic traits, such as ambition and assertiveness (Griffiths et al., 2019, p. 35). These attributes help me maintain and develop my professional skills and preserve good relationships with my patients and students. Although these attributes are effective, I need to develop other leadership qualities to succeed in my career and attain better results in medical leadership.
My Leadership Attributes
I often apply the identified attributes to my workplace situations. For example, as a social leader, I use my strong communication and collaboration skills to reveal to my patients the importance of disease prevention (van de Riet et al., 2019, p. 1). I think that these attributes are effective because I can always find the necessary words and personal approach for every patient. I am also attentive and careful with my patients, and these features are essential for effective health leadership. According to Figueroa et al. (2019), effective health leadership helps health systems provide “high-quality care that is effective, efficient, accessible, patient-centered, equitable, and safe” (p. 2). The attributes I apply to my patients align with trait leadership theory. This theory claims that more than 1000 leadership traits, including empathy and integrity, are helpful when leading others (Price-Dowd, 2020, p. 165). At the same time, these qualities are not enough to be an effective medical leader. I would develop other physical and mental traits, such as being energetic, expressing emotional stability, and raising intelligence.
While teaching students and organizing personal training courses, I use a democratic leadership style, allowing all my followers to express their concerns freely. This approach helps me motivate my students to learn and perform better because their views are valued (Khajeh, 2018, p. 4). For example, when I teach students within the clinical setting, I share with them my professional values and offer them to participate in clinical activities and develop their communication skills (Burgess et al., 2020, p. 1). I observe students’ behavior and actions and, when it is inappropriate, I give them a chance to justify it or determine their mistakes. These features align with the behavioral theory of leadership that includes relationship behaviors (Asrar-ul-Haq & Anwar, 2018, p. 181). These attributes are effective because they help me develop positive and trusting relationships with my students, motivating them to improve their skills and develop critical thinking. However, I would add more charisma to my leadership style since it involves innovation and creativity, encouraging the followers to execute their leader’s vision.
At the same time, when I develop personal training courses, I change my approach to every person depending on the situation. For instance, when I work with a mild and shy person, I try to be gentle and consistent. However, when I work with a person with a choleric temperament, I use a different approach, demonstrating my confidence and leadership. All these attributes align with the contingency theory of leadership. They are effective because they help adjust to any situation and choose a leadership style to fit that particular situation (Asrar-ul-Haq & Anwar, 2018, p. 181). Nevertheless, I would have changed this approach because it does not always allow me to assess the subordinates’ skills and attitudes before getting to know them better. I would have added more assertiveness and integrity to my leadership style to create an image of a strong and confident leader and make my followers trust me.
Conclusion
In my healthcare practice, I often use leadership attributes to deal with my patients, students, and subordinates. Most of these attributes are effective and align with different leadership theories. For example, good social and communication skills align with the trait leadership theory and help me build trusting relationships with my patients. Democratic leadership style allows me to teach my students, develop their critical thinking skills, and make them look for appropriate decisions independently. Such attributes as gentleness, consistency, and confidence align with the contingency theory and can be used effectively in different situations.
At the same time, I would have changed some attributes in several situations. When I develop personal training courses, I need to be more assertive and integrative to prove my authority and build trust in my followers. While teaching students, I need to be more charismatic and innovative, inspiring them to learn new information and follow my vision. Finally, when I communicate with my subordinates, I need to be more energetic and enthusiastic because these traits are contagious and inspirational, stimulating people to act. In conclusion, a good leader is a many-sided person with well-developed personal and professional characteristics and a strong desire to improve and guide others. If I am more determined and assertive in self-development, I will become an effective leader in the future.
References
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Griffiths, O., Roberts, L., & Price, J. (2019). Desirable leadership attributes are preferably associated with women: A quantitative study of gender and leadership roles in the Australian workforce.Australian Journal of Management, 44(1), 32-49. Web.
Khajeh, E. H. A. (2018). Impact of leadership styles on organizational performance.Journal of Human Resources Management Research, 2018, 1-10. Web.
Price-Dowd, C. F. J. (2020). Your leadership style: Why understanding yourself matters.BMJ Leader, 4, 165-167. Web.
van de Riet, M. C. P., Berghout, M. A., Buljac-Samardžić, M., van Exel, J., & Hilders, C. G. (2019). What makes an ideal hospital-based medical leader? Three views of healthcare professionals and managers: A case study.PLoS ONE, 14(6), 1-18. Web.