Leadership theories serve as foundational frameworks that guide a leader’s perspective on leading and influencing others effectively. Throughout this essay, I will explore the development of my conceptualization of leadership, using cues from well-known leadership theories, including transformational, servant, and situational leadership. These theories have improved my understanding of leadership and given me the tools to better my leadership philosophies and alter my conduct in the ever-changing environments of healthcare companies and the wider world. By integrating these theories, I seek to articulate a comprehensive and adaptable leadership approach that aligns with the dynamic needs of contemporary organizations.
At the onset of the course, my understanding of leadership was grounded in traditional leadership models prevalent in many organizations. Effective leaders are those who display attributes like authority, demonstrate a clear direction, and make decisions quickly. They were viewed as leaders who could exert authority over their employees and make sure that work was done quickly and successfully. My first conception of leadership focused on a top-down strategy, where the authority of the leader was the key to the success of the team (Kezar, 2012, p. 760). This paradigm saw leadership as a collection of personal qualities and behaviors frequently linked to charisma and assertiveness. I firmly thought a leader’s power was in their capacity to motivate people through their character traits and incisive deeds. The importance of a leader’s personal skills was prioritized over collaboration and teamwork, and effective leadership was not recognized as primarily characterized by empathy.
My narrow focus on directive leadership approaches hampered my comprehension of the complex nature of leadership. I was unable to recognize the power of teamwork and the revolutionary influence of empathy in leadership. I undervalued the importance of developing solid bonds of trust and respect among team members. Consequently, rather than creating a motivating and encouraging work atmosphere for my team, my leadership style tended to be more transactional, focusing on task completion and goal attainment (Kezar, 2012).
However, as the course progressed, I was exposed to various leadership theories and perspectives that challenged my initial conceptualization. The readings for the leadership course have significantly impacted my leadership function and guiding principles. Before learning about transformational leadership theory, my leadership style was more directive and top-down, emphasizing task completion and effectiveness (Kezar, 2012). However, due to the understanding I have received from studying leadership, I now understand how crucial it is to inspire and motivate my team members with a compelling vision while supporting personal growth.
Setting a captivating vision is one of the fundamental transformational leadership principles that has struck a chord with me. I now recognize the need to develop a compelling vision consistent with the firm’s mission and core values. A compelling vision acts as a compass, inspiring the team to work enthusiastically and devotedly toward a shared objective (Schiuma et al., 2022, p. 1275). I have noticed a greater sense of purpose and dedication among team members as a result of sharing this vision with them and including them in the goal-setting process. The value of intellectual stimulation in empowering team members has also been stressed by transformational leadership theory. I now work to push and inspire my team members to think critically and creatively in my role as a leader. I provide them with chances to experiment with new concepts, express their viewpoints, and participate in problem-solving procedures. I have noticed an increase in originality and inventive problem-solving within my team as a result of promoting an intellectually stimulating culture.
My attention has switched from typical top-down commands to empowering team members to take responsibility for their work as a result of adopting transformational leadership. I am aware that effective leadership is about empowering team members with autonomy and trust rather than micromanaging or prescribing every last detail. I have seen a rise in team morale and production as a result of responsibility delegation and the provision of assistance and resources. Team members have more job satisfaction and are more inclined to take the initiative because they feel trusted and respected (Riedle, 2015). Additionally, I now consider creativity and cooperation to be essential components of my leadership style. I encourage teamwork and consult the team while making decisions rather than making all the decisions alone. This teamwork-based approach has produced more thorough and complete answers to problems and encouraged a sense of ownership and pride among team members.
My leadership style and actions have significantly changed as a result of the Servant Leadership Theory, which has had a tremendous effect on how I engage with and manage my team. According to this belief, it’s crucial to put team members’ needs first and provide for them rather than expecting them to serve the leader (Selladurai, 2014, p. 2). Instead of concentrating exclusively on attaining corporate objectives, I have focused on developing a encouraging and empowering culture for my team. Active listening is one of the fundamental principles of servant leadership that I incorporate into my daily actions. I now consciously try to pay close attention to my team members’ worries, suggestions, and criticism. I show respect for their viewpoints and foster an inclusive environment where everyone’s opinion is respected by carefully listening to them. The team’s communication has improved thanks to this strategy, which has also increased mutual respect and trust. Supporting and motivating my team members has also undergone a substantial transformation as part of my leadership actions. I try to be personable and encouraging, providing help and direction when necessary. I promote a culture of trust and openness by genuinely caring about my team members’ well-being and professional development. As a result, team members are more open to discussing problems and asking for advice, which promotes increased cooperation and problem-solving. In addition, I have switched from a directive to an empowering and enabling leadership approach for my staff. I encourage team members to take responsibility for their work and make decisions independently rather than prescribing chores and procedures. The empowerment of team members encourages a sense of ownership and responsibility, inspiring them to perform at the top of their game.
My leadership style has also been greatly influenced by complexity leadership theory, particularly in the setting of healthcare organizations. According to this notion, leadership is diffused throughout the business and is not limited to a single person (Baltaci & Balcı, 2017, p. 42). Knowing that each team member contributes to the overall success and performance of the organization, I now admire the team’s collective intelligence and variety of opinions. My team has been able to more successfully navigate the dynamic and changing healthcare landscape thanks to the integration of complexity leadership principles. As a team leader, I promote open dialogue and cooperation among team members and consult with various people before making choices. This strategy has produced more thorough and inventive answers to difficult problems. I have also been inspired by complexity leadership theory to accept ambiguity and uncertainty because I know how the healthcare sector is constantly changing. I have developed as a leader by learning to be adaptable and flexible, responding to new trends and problems with resiliency and inventiveness.
Accordingly, I have incorporated elements from transformational, servant, and complexity leadership theories to come up with a hybrid leadership theory which has led to significant changes in my leadership behaviors. These changes have shifted my focus towards empowering my team, fostering a culture of trust, and embracing change and complexity as opportunities for growth and improvement. Firstly, inspired by transformational leadership, I prioritize empowering my team members to achieve their full potential (Shelton, 2012, p. 50). I understand the significance of setting a compelling vision and inspiring team members to work towards common goals. By articulating a clear and inspiring vision, I motivate my team to go beyond their current capabilities and strive for excellence. I also provide intellectual stimulation by encouraging creative thinking and innovation, fostering ownership and pride in their work. Empowering my team members not only increases their confidence and motivation but also enhances their job satisfaction and overall performance.
Secondly, servant leadership has influenced my leadership behaviors by encouraging me to focus on serving the needs of my team members (Jacoby, 2016). I have shifted away from a top-down approach and now actively listen to their concerns, feedback, and suggestions. By being approachable and supportive, I create an environment of trust and respect where team members feel valued and supported. I prioritize their well-being and professional growth, recognizing that by serving their needs, I can foster a strong and cohesive team that is more engaged and committed to the organization’s success.
Furthermore, complexity leadership has shaped my behaviors by encouraging me to embrace change and complexity as opportunities for growth and improvement. Instead of shying away from challenges and uncertainties, I now view them as chances to learn and adapt. I am more flexible and adaptive as a leader, ready to respond to emerging trends and challenges with creativity and resilience. I encourage open communication and collaboration among team members, recognizing that their diverse perspectives and collective intelligence are valuable assets in navigating complex situations. In addition to these changes, I have also embraced a more transparent and inclusive communication style. I share information openly with my team, keeping them informed about organizational changes, challenges, and successes. This transparency builds trust and makes team members more engaged in decision-making processes.
The hybrid leadership theory I developed aligns with the trends healthcare businesses need to succeed in the quickly evolving healthcare environment. Each element of the theory works together to produce a dynamic and adaptable leadership strategy that can successfully handle the opportunities and challenges presented by the changing healthcare environment. In healthcare companies, transformational leadership is especially important because it enables me to respond successfully to changing problems and opportunities (Riedle, 2015). Transformational leadership empowers me to inspire and drive my team to embrace change and innovation in the hectic and always-evolving healthcare sector. I can inspire my team members to think critically and proactively seek solutions to growing healthcare concerns by establishing a compelling vision and promoting intellectual stimulation. This improves the organization’s capacity to adapt to patients and the healthcare system’s changing demands and gives the team the tools they need to keep on top of developments in a cutthroat industry like healthcare.
To further ensure that patient-centered care is prioritized at all times, I incorporate servant leadership into my hybrid leadership style. I can establish a culture of compassionate care across the organization by placing the needs of the patients first and concentrating on meeting those requirements. Delivering more individualized and patient-centered care is made possible by actively listening to patients and learning about their needs and preferences. Additionally, servant leadership includes working with coworkers from different backgrounds since it strengthens bonds and promotes an inclusive and collaborative workplace via empathy and knowledge of individual needs (Selladurai, 2014).
Due to the complexity and interdependencies in healthcare systems, complexity leadership is especially pertinent in this setting (Baltaci & Balcı, 2017, p. 30). I can draw on the group’s collective intelligence and wide range of perspectives because I understand that leadership is diffused throughout the organization and develops via interactions among team members. With this strategy’s help, I can work effectively in teams, manage the complexity of healthcare systems, and adapt quickly to the industry’s constant change.
Additionally, the international nature of healthcare necessitates a leadership style that values cultural diversity and sensitivity (Rowitz, 2013). When working with coworkers and patients from different cultural backgrounds, servant leadership’s emphasis on empathy and understanding individual needs is extremely helpful. I can encourage a sense of belonging and improve teamwork by building a culture of respect and inclusion. Additionally, complexity leadership’s recognition of the value of various viewpoints makes it possible for the company to create novel solutions that successfully solve the issues associated with global healthcare.
My hybrid leadership theory’s inclusion of transactional leadership components enables a balanced approach to task management and short-term goals. Transactional leadership supports transformational leadership by bringing structure and efficiency to daily operations, while transformational leadership inspires long-term vision and change (Kumar & Khiljee, 2016, p. 64). Instilling a feeling of accountability and responsibility within the team through establishing clear expectations, providing rewards, and providing constructive criticism improves performance and productivity as a whole.
In conclusion, my hybrid leadership philosophy has evolved through a transformative process influenced by reflective learning and exposure to many leadership theories. I have developed a complete and flexible leadership strategy that is in line with the changing requirements of healthcare organizations and the larger context by fusing components of transformational, servant, and complex leadership. In order to create worthwhile and long-lasting results, my hybrid theory strongly emphasizes empowering and supporting team members, accepting change and complexity, and encouraging collaborative efforts. My hybrid theory will be improved and adjusted as I develop as a leader, keeping abreast of the opportunities and difficulties that the field of leadership within businesses is always presenting.
References
Baltaci, A., & Balcı, A. (2017). Complexity leadership: A theoretical perspective. International Journal of Educational Leadership and Management, 30-58.
Jacoby, B. (2014). Service-learning essentials: Questions, answers, and lessons learned. John Wiley & Sons.
Kezar, A. (2012). Bottom-up/top-down leadership: Contradiction or hidden phenomenon. The Journal of Higher Education, 83(5), 725–760.
Kumar, R. D., & Khiljee, N. (2016). Leadership in healthcare. Anaesthesia & Intensive Care Medicine, 17(1), 63-65.
Riedle, D. (2015). Transformational vs. transactional leaders: How different leadership behaviors and communication styles affect levels of employee motivation in the financial industry (Doctoral dissertation, Southern Illinois University at Edwardsville).
Rowitz, L. (2014). Public health leadership: Putting principles into practice. Jones & Bartlett Publishers.
Schiuma, G., Schettini, E., Santarsiero, F., & Carlucci, D. (2022). The transformative leadership compass: six competencies for digital transformation entrepreneurship. International Journal of Entrepreneurial Behavior & Research, 28(5), 1273-1291.
Selladurai, R. (Ed.). (2014). Servant Leadership: Research and Practice: Research and Practice. IGI Global.
Shelton, E. J. (2012). Transformational leadership: Trust, motivation, and engagement. Trafford Publishing.
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