Post- Arleigh- Leadership

Post- Arleigh- Leadership

The leadership of any given workplace sets the tone for the entire operation. One key factor of this was presented by Anyati, Sudiro, Hadiwidjaja and Noermijati in their article addressing ethical leadership and its effect on the workplace. Their study found that an ethical leaderships system results in an ethical climate and prevents what they describe as “deviant behavior’ in the workplace” (2018). Leaders that use unethical means to enforce their policies will likely be met with undesirable actions from their employees. Leaders that create an ethical work environment and preform under their own ethical scrutiny are, likewise, met with ethical and pleasing behavoir in the workplace.

An example of this in my workplace from our Chief Operations Officer at Grand Peaks Medical. She conducts herself in an ethical way in all instances. When she has a child that needs to be seen for an illness, she calls and makes an appointment, sits in the waiting room and insists that regular operations and flow continue despite the fact that she is our boss, she could easily have her child seen first. This in turn has created an atmosphere of ethics in our office. We all have followed suit with scheduling ourselves and our family members. It has also deterred staff and doctors from giving important members of the community preferential treatment over another patient because of their social status. Our patients are all treated ethically regardless of financial, insurance or social status. We also all feel that we can go to her with concerns, because we know that she will handle them ethically, maintaining confidentiality, and will get back to us will answers in a timely manner.

A type of Transformational Leadership, known as inspirational, has been shown to be the one of the most effective in producing outcomes and a happy and healthy work environment. The Inspirational leader sets organizational goals and although he or she has high expectations of his or her employees, the leader is supportive and positive (Zindeldin, 2017). I found this type of leadership a key factor in good leadership because I feel it makes the organization feel like they are working as a team to achieve the same goal.

An example of this was my manager when I worked on Labor and Delivery. Our Nurse Manager was this type of manager and ran a very effective team. Each nurse meeting was organized to develop a team goal to improve patient safety. Sometimes this meant improving medication error rates or decreasing the call to cut time for a cesarean section. Not only did she give us helpful ideas on how to improve, she would spend time on the floor, working with us, taking care of patients. This gave her to opportunity to see what was hindering the goal, and to see what could be improved in way of policy that would help us meet that goal. We felt supported and felt that our manager truly cared for each of us.

Both of these leaders made a decision, as descried in chapter 7 of the course text, to be influential leaders. They both genuinely care about the staff and maintain a level of credibility among staff that provides them with a high level of respect from their employees. Being a leader is a selfless endeavor, and the best leaders aim to improve the lives of others not to improve their own status (Mashall & Broome, 2017).

References

Aryati, A. S., Sudiro, A., Hadiwidjaja, D., & Noermijati, N. (2018). The influence of ethical leadership to deviant workplace behavior mediated by ethical climate and organizational commitment. International Journal of Law & Management, 60(2), 233–249. https://doi-org.ezp.waldenulibrary.org/10.1108/IJLMA-03-2017-0053

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.

Zineldin, M. (2017). Transformational leadership behavior, emotions, and outcomes: Health psychology perspective in the workplace. Journal of Workplace Behavioral Health, 32(1), 14–25. https://doi-org.ezp.waldenulibrary.org/10.1080/15555240.2016.1273782

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