Interview with a leader in the healthcare profession

Abstract

This paper gives a summary of what I learned from an interview with a leader in the healthcare profession. It also connects concepts and theories learned in class from lessons learned in the meeting and how I will apply them in the future as a leader. I interviewed Dr. Andrews, not his real name, who is the head of the human resources department at the hospital he works. From the interview, I gathered that Dr. Andrews is a committed leader who employs several leadership styles, including transformational leadership. He believes in the power of communication and is always driven by the will to become a better leader. He has had leadership roles since he was young and is ambitious that he will one day become the president at the hospital. From the interview and the course, I learned that commitment and communication are the two most important leadership skills. Also, no style best suits all leaders, and therefore leaders should be ready to learn new things and become better. Finally, as a leader, I will also work on my followership skills since a good leader is also a follower, and these skills help when it comes to working with teams.

Leadership characteristics and relationship with colleagues

I interviewed Dr. Andrews, not his real name, who is the head of human resources at his hospital. The first question I asked Dr. Andrews during the interview was what value he possesses that makes him a successful leader. He said that integrity is a principal value and strength for any leader. He describes himself as an honest and trustworthy leader, and these qualities establish his credibility. His honesty makes it easy for his followers to follow him in the direction he wants. He describes his leadership style as one that focuses on communication. As the head of the human resources department, he is responsible for the maintenance of a good relationship among the employees. He encourages them to communicate with each other and also with those in leadership positions. Dr. Andrews explains that communication is crucial in avoiding conflict in the workplace. He emphasizes that his door is always open, and he does not turn away an employee who needs to speak to him.

When I asked him about his success as a leader, he did not hesitate to answer. His role as a leader is ensuring both customer and employee satisfaction, and he has achieved that. He introduced a system that rewarded employees who delivered the best care to the patients. This system helped motivate the employees towards providing competent care, and this led to better customer satisfaction. When patients are leaving the hospital, they are asked to fill in a survey aimed at collecting feedback, and most of the patients were very happy with the service offered at the hospital, and this is an excellent success for Dr. Andrews and his department. When I asked about his weakness as a leader, he said that he often has trouble delegating duties. However, after attending a leadership seminar, he has been learning to trust his subordinates more. Projects are completed on time, and they are done more efficiently after believing in his employees.

Dr. Andrews explained that a good relationship with his colleagues has helped him become a successful leader. He creates working relationships by respecting all his colleagues regardless of position. He listens to anyone with anything to say and does not shy off from offering to help. As the head of the human resources department, Dr. Andrews is sometimes faced with employee conflicts that he has to resolve. He trusts in a fair process and explains that he listens to both parties in a conflict before settling the dispute. He also pointed out that he has disagreed with colleagues before, and this taught him to compromise for a good relationship with his colleagues.

Career path and organizational information

Dr. Andrews believes that leaders are made and not born. He has always wanted to be a leader and started practicing leadership at a young age. He led group projects in school and never shied off from leadership positions. Even before he became the head of the human resources department at the hospital, he was always expressing his leadership skills, and this helped him get to this position. For Dr. Andrews, the sky is the limit, and he wants to study business administration so that he can climb up the ladder in the hospital administration. His goal is to become the hospital’s president and oversee the operations of the whole hospital. He attends mentorship programs and seminars for leaders since he believes that there is a lot he still has to learn from other leaders.

The Joint Commission accredits the hospital that Dr. Andrews works for on Accreditation of Healthcare Organizations. The hospital offers inpatient and outpatient services, emergency room, x-ray, and lab services. The hospital also provides general and specialized surgeries. The hospital’s vision is to provide quality care across all populations, and its mission is to promote and protect the health of individuals and the community. The hospital is run by a board of directors helped by executives who ensure the smooth running of the hospital daily. The department administrators are next in the hierarchy, and they manage different hospital departments with the help of deputy administrators. Next in line are patient care managers, and these are the individuals responsible for the provision of quality patient care. Finally, there are service providers like nurses and other staff who make sure that the patients’ stay at the hospital is as comfortable as possible. Based on this organizational structure, Dr. Andrews stated that the hospital has seven hundred and fifty-five employees with a three hundred bed capacity.

How the theories and concepts I have learned in this course relate to what I gained from the interview.

Based on the theories and concepts learned during this course, I was able to identify several leadership styles that suit Dr. Andrews’ leadership style. First, Dr. Andrews is a transformational leader. Transformational leaders are known to have a personal connection with their employees, and this is what Dr. Andrews bases his leadership (Zineldin, 2017). The personal relationship with the employees enables him to motivate the employees and raise their morale to ensure quality and effectiveness from all employees (Fiaz, Su & Saqib, 2017). During the interview, Dr. Andrews admitted that he helps the employees even with personal problems, and this is a characteristic of a transformational leader. Transformational leaders are known to have individualized concern for their employees, and they are willing to help even in personal matters (Northouse, 2018). Lastly, Dr. Andrews came up with a strategy to motivate other employees to work harder and provide better services. The ability to motivate others and his love for open communication have made Dr. Andrews a successful transformational leader.

I was also able to identify some leadership skills learned in class in Dr. Andrews during the interview. Dr. Andrews has put a lot of emphasis on communication, and this makes him a better leader. Leaders should be able to communicate clearly with their followers to make them understand the organization’s goals and objectives (Cohrs et al., 2019). Communication also involves listening, which is another skill that Dr. Andrews possesses since he explained that he is always ready to listen to what his subordinates have to say. Another skill that Dr. Andrews has is the ability to motivate. Leaders have to know what motivates each member of the team and use this to encourage productivity. According to Dr. Andrews, after being able to motivate the employees, patients were more satisfied with the services they received. Lastly, Dr. Andrews expressed the desire to continue learning management and administration. He also attends leadership seminars and workshops, which shows his commitment to leading. Committed leaders lead by example and can inspire engagement in their subordinates too.

How to apply what I have learned from the interview and the course in my leadership endeavors

Both from the course and the interview with Dr. Andrews, I have learned that a leader uses different leadership styles based on various circumstances. In the interview with Dr Andrews, he explained that he attends mentorship programs on leadership since he wants to learn from other leaders. A leadership style that works with one leader may be a bad idea with another leader, and the best thing to do is to learn different leadership styles (Kaplan & Swensen, 2019). In my aspirations to become a leader, I will always be ready to learn from other leaders and even my subordinates since everything has a leadership skill I can borrow. Besides learning from other leaders, I will also strive to improve my people skills as there are crucial in leadership. One of Dr. Andrews’ strengths is his communication skills, and this helps him lead his team, avoiding conflict, and inspiring them. The art of communication also includes listening, and this helps a leader understand each member of the team.

Another great concept I have learned in this course that I will apply when I become a leader is a followership. The most successful leaders have mastered both leadership and followership skills, and I plan to follow in their footsteps. Followership means that as a leader, I will be a follower and a teammate to those I am leading. Followership complements the democratic style of leadership, where the leader is interested in the contribution of everybody on the team (Uhl-Bien & Carsten, 2018). Followership skills also help create a personal connection between a leader and the followers, and healthy relationships lead to better results. The final take away from my course and interview with Dr. Andrews is that a leader should always be committed. In my leadership endeavors, I will yearn for knowledge and will not shy away from learning new things about leadership regardless of the leadership role I will be holding. Committed leaders can inspire the same commitment in their followers, and needless to say, this leads to efficiency and improved quality from the employees (Yahaya & Ebrahim, 2016). Learning the art of leadership does not end with this course, and striving to be a better leader each day will be my goal in my leadership endeavors.

References

Fiaz, M., Su, Q., & Saqib, A. (2017). Leadership styles and employees’ motivation: Perspective from an emerging economy. The Journal of Developing Areas, 51(4), 143-156.

Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: literature review. Journal of Management Development.

Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Thousand Oaks, CA: Sage.

Zineldin, M. (2017). Transformational leadership behavior, emotions, and outcomes: Health psychology perspective in the workplace. Journal of Workplace Behavioral Health, 32(1), 14-25.

Kaplan, G. S., & Swensen, S. (2019). Leadership Survey: Leadership Skills Are Teachable and Vital. NEJM Catalyst, 5(6).

Cohrs, C., Bormann, K. C., Diebig, M., Millhoff, C., Pachocki, K., & Rowold, J. (2019). Transformational leadership and communication. Leadership & Organization Development Journal.

Uhl-Bien, M., & Carsten, M. (2018). Reversing the lens in leadership: positioning followership in the leadership construct. Leadership Now: Reflections on the Legacy of Boas Shamir (Monographs in Leadership and Management), 9, 195-222.

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