Abstract
In the current healthcare environment that is rapidly evolving and becoming more complex, our organization has recently purchased several facilities. The increase in size that this expansion has yielded has brought new challenges with employees voicing concerns about a perceived ‘lack of time’ and ‘lack of transparency from leadership’ The response to these organizational issues suggested by this paper is the implementation of a values-based leadership training. The foundation of such a kind of leadership model is the three A qualities–authenticity, altruism, and accountability (Eva et al., 2019). Applying the ethos persuasion type, leaders can increase their credibility by demonstrating authenticity, creating altruistic values, and promoting accountability. The suggested values-based leadership training program doesn’t position itself merely as a strategic response to the current challenges but as a transformational approach to transforming the workplace during this critical period of organizational change. The organization seeks to solve more than just immediate problems as it creates a culture within the workplace based on shared values that support resilience and positivity. This abstract captures the essence of the argument about the application of values-based principles of leadership and the value of ethos in convincing the senior management of the suitability of regard to its potential to improve employee engagement and organizational success during the acquisition and integration of new facilities.
Applicability of Three “A” Qualities in Values-Based Leadership
The principle of authenticity proves to be the foundation for values-based leadership, where the leader acts according to what they believe. Given the situation of our healthcare organization authenticity implies leaders’ actions showing openness and honesty in communication. If leaders admit that they are the true challenges that the organization faces and talk about the strengths that they see in the recent acquisitions, employees are likely to trust their leadership. Authenticity considers the issues that employees address, acknowledges them, responds to them, and develops a well-defined outline of a way forward (James et al., 2021). With the ethos persuasion type, leaders can earn credibility because of their consistently embracing authenticity, the employees’ trust-building, and the reinforcement belief that the organization’s leadership is honestly geared towards their well-being and success.
The second “A” characteristic of values-based leadership is altruism, focusing on a leader’s dedication to serve the interest of their followership. In the health care system, where the workforce plays a major role in determining quality patient care, altruistic leaders can improve the morale of the employees. By focusing on support structures, creating a culture of collaboration, and proactively addressing the issues of shoe climbers, leaders can manifest their solicitude to the greater good of the organization. Leaders can increase their legitimacy via ethos in that they demonstrate real concern for the workers, enabling an environment in which individuals are treated as valuable members of the organization. Zhang’s altruistic leaders build strong bonds with the teams that inspire loyalty and a common mission which are necessary components for coping with the obstacles created by the latest acquisitions.
Accountability is the third “A” quality that is an essential element in dealing with issues about the alleged lack of transparency as it comes from leadership. Challenging leaders who practice accountability take responsibility for their decisions and actions; this starts a trend of transparent culture and trust. For the ethos type of persuasion, responsibility is a key building block to strengthen the trustworthiness of leadership. By being responsible for the aftermath of the recent acquisitions, and conveying the reasoning for strategic decisions, leaders present themselves as trustful individuals who are ready to answer for their actions. Employees are also much more likely to endorse organizational changes positively if they believe that leadership is motivated to admit errors, learn the lessons, and continually improve (Eva et al., 2019). Ethos-driven accountability can break the barriers to transparency and promote a conducive environment in which employees are reassured and made aware of the direction that the organization is moving in.
Overall, the adoption of a values-based training program guided by the concepts of authenticity, altruism, and accountability presents a revolutionary remedy to overcome the pertaining challenges in our healthcare institution. From the perspective of the Aristotle ethos persuasion type this methodology becomes especially important as it affects the image of credibility and trustworthiness of leadership. Leaders reinforce their credibility by continuously practicing authenticity, which creates employees’ trust, guaranteeing them that leaders are educated on open communication and true engagement. Altruism is shown in a selfless concern for worker well-being and this has a positive effect on the workplace culture and staff-in-leader relations. The last “A” quality, which is accountability, promotes leadership credibility based on accepting responsibility for decisions and activities and, consequently, collapsing boundaries of transparency. The ethos-driven values-based leadership not only addresses issues regarding the current situation but also creates a platform for a strong, empowered, and cohesive workforce ready to tackle new challenges with a positive attitude.
Four Stages of Learning and Mastery
Finance
Within the finance department, professionals can travel through the four phases of learning and mastery. Newcomers to financial positions find themselves in the conscious incompetence phase, realizing their incompetence in certain areas of finance. Via extensive training and mentorship, they move on to the “conscious competence” level, gaining the abilities necessary for successful financial management. Experienced finance professionals are often in the unconscious competence stage where their financial knowledge is an instinct (Stofkova & Sukalova, 2020). On the other hand, adjustments to financial regulation or changing economic terrain could momentarily push even experienced professionals to the level of “conscious incompetence.” Continuous learning and changing strategies are imperative in the dynamic market of finance, underlining the significance of identification and addressing these phases.
Human Resources (HR)
In the context of HR, learners exhibit different learning levels and completion. Old or experienced HR practitioners living in the world of unconscious competence can unquestionably apply the skills that have been honed throughout years of experience. However, the introduction of new HR policies may result in a short period of unconscious incompetence as the learning population adjusts to change. Mostly, new hires seek to start in HR land in the conscious incompetence category before moving towards conscious competence through consciously applied training and mentorship (Mogea, 2023). Rewording, and identifying these stages within HR is critical in tailoring training programs based on needs as to ensure a harmonized and skilled HR workforce for coping with organizational problems.
Written Communications
Teams involved in to written communications can present different stages of learning and mastery. Writers may easily get settled in the unconscious competence level where they do not need any special efforts to create efficient materials for communication. However, changes in communication approaches or style initiate a transition to the “conscious incompetence” stage, demanding a deliberate attempt to adjust. Initiates in the written messaging cycle begin as “consciously incompetent” from where they move towards “conscious competence” with exercises and guidance (Stofkova & Sukalova, 2020). The identification of these phases within the written communication domain is also essential for promoting sustained change and responsiveness to adapt to emerging communication requirements.
Organization
Recent merger brings changes, that imply, that employees must pass through several stages of learning and mastering. People dealing with the new model can start from conscious incompetence. They are led towards the conscious competence stage through clear communication and well-defined training programs making the transition flow without a hitch. Experienced personnel may already work in either the ‘conscious competence’ or ‘unconscious competence’ states depending upon acquaintance with the changing dynamics of the evolving systems within an organizational setup. To ensure the success of targeted interventions, the stages must be recognized and addressed so that there can be one coherent organizational culture that can thrive in a complex environment that is characterized by change (Mogea, 2023). In total, recognizing the various stages of learning and mastery in different employment fields is vital in creating appropriate intervention programs, and encouraging continuous improvement and adaptability of an organization to challenges.
References
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant Leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111–132. ScienceDirect. https://doi.org/10.1016/j.leaqua.2018.07.004
James, A., Louise Bennett, C., Blanchard, D., & Stanley, D. (2021). Nursing and Values‐Based Leadership: A literature review. Journal of Nursing Management, 29(5). https://doi.org/10.1111/jonm.13273
Mogea, T. (2023). The Importance Of Human Resources Training To Improve Organizational Performance. CENDEKIA: Jurnal Ilmu Sosial, Bahasa Dan Pendidikan, 3(2), 58–72. https://doi.org/10.55606/cendikia.v3i2.954
Stofkova, Z., & Sukalova, V. (2020). Sustainable Development of Human Resources in Globalization Period. Sustainability, 12(18), 7681. https://doi.org/10.3390/su12187681
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