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Successful leaders always focus on the changing expectations of their workers or followers. Different theories of leadership present powerful concepts and practices that can produce the best results. However, some leadership theories are biased and inappropriate such as the narcissistic model. This discussion highlights some of the lessons gained after completing the “Narcissism Assessment”. The essay also gives appropriate insights that can support the needs of many public health leaders.
My Perspective on Narcissism
The completed assessment has equipped me with new ideas regarding the inappropriateness of narcissism. This leadership theory is “characterized by negative aspects such as arrogance, hostility, dominance, and egoism” (Nahavandi, 2014, p. 138). That being the case, the leadership approach is extremely destructive and inapplicable in different settings. A narcissistic leader may not consider the needs of his followers. The person’s main goal is “to consolidate power and satisfy his or her desires” (Nahavandi, 2014, p. 129). Public health practitioners should therefore avoid this kind of leadership because it will affect the experiences of different populations. Experts argue that this leadership model has the potential to deliver the best results. However, it reduces the level of motivation. It also affects the well-being of every follower. The leadership approach can therefore affect the health outcomes of many underserved communities.
New Insights Gained from the Assessment
The results of the “Narcissism Assessment” encourage public health leaders to focus on the best practices to achieve their objectives. A narcissistic leader is usually authoritative and emotional. The strategy promotes unhealthy behaviors thus producing negative goals (Sarin & O’Connor, 2009). The assessment also explains how a healthy narcissistic approach can deliver positive outcomes. That being the case, public health professionals should borrow the best ideas and behaviors to achieve their objectives. It is also appropriate to have positive values and goals (Laureate Education, 2012). Public health leaders should also empower their communities in an attempt to improve their health outcomes.
My Future Role as a Public Health Leader
The above insights will impact my role as a future public health leader. To begin with, the assessment has highlighted the best behaviors that can make every leader successful. This can be achieved by avoiding various malpractices that discourage people from realizing their potential. A public health leader should embrace the most appropriate principles and behaviors. Such practices will deliver the best goals. For instance, public health leaders should be ready to empower their people. They should not be emotional. They should always “embrace various behaviors to support the changing needs of different community members” (Luna, 2009, p. 21). The assessment also encourages me to embrace different leadership models to get the best results. Public health leaders should avoid specific malpractices such as prejudice, egoism, arrogance, and hostility (Luna, 2009). I will therefore embrace the best concepts to achieve my goals as a future health leader. This strategy will make it easier for me to address the needs of my people.
Narcissistic leadership can be disastrous when the manager focuses on his or her gains. Chances are very high that “the leadership model will affect the quality of services availed to the targeted people” (McLean, 2012, p. 52). That being the case, public health leaders should embrace the best principles and values whenever supporting the needs of their communities. A proper leadership approach should be characterized by powerful values such as commitment, dedication, and agility. This approach will ensure more people realize their health potential.
Laureate Education. (2012). Leadership Theory: Path-Goal Theory. Baltimore, MB: Author.
Luna, B. (2009). An analysis of the nuances and practical applications of situational leadership in the management and administration of international healthcare organizations. International Journal of e-Business Management, 3(5), 18-24.
McLean, G. (2012). Organization Development: Principles, Processes, and Performance. New York, NY: Berrett-Koehler Publishers.
Nahavandi, A. (2014). The Art and Science of Leadership. Upper-Saddle River, NJ: Pearson.
Sarin, S., & O’Connor, G. (2009). First among equals: the effect of team leader characteristics on the internal dynamics of cross-functional product development teams. Journal of Product Innovation Management, 26(2), 188-205.