Professional Leadership Journal – Proactivity

This journal discusses the importance of proactivity in professional leadership and the role of internal locus of control. It emphasizes the need for taking responsibility, making tough decisions, and embracing change. The journal also highlights the significance of confidence, self-efficacy, and effective communication in leadership.

Assignment: Professional Leadership Journal – "Proactivity"
The locus of control govern the degree of confidence people have in their fate. The
“Proactivity” assessment that I undertook revealed that I am proactive and possess an internal
locus of control. I take control of the situation I am in and possess a “can do” approach to
life. The field of healthcare is highly unpredictable and a practitioner requires to work in
adverse situation. As an internal-oriented person, I am highly motivated in my life, and the
adverse situation in the external environment will not hinder my enthusiasm. As a health
practitioner, I will have to make some spontaneous decisions based on the criticality of the
patient. The result reveals that I believe that I am responsible for who I am and the choices I
make will govern the outcome. Hence, I will not deter from taking some tough actions. Rotter
(1990) has claimed that the outcome of any situation is based on the conduct of the person.
Thus, as a proactive person, I take the responsibility of my actions or behaviour and do my
job with full conviction. I am good at my job and perform every task efficiently, leaving no
stone unturned to accomplish the desired goal. I identify opportunity in any situation and do
not detest any change. In fact, I see a change as an opportunity (Neill, 2006).
The assessment has given me great insights about the role of a leader in managing the
team and accomplishing the objectives of the department or organisation. As a leader, I am in
advantageous situation that I have internal locus of control. As per a research conducted by
Dine, Kahn, Abella, Asch and Shea (2011), a leader in the field of public healthcare should
have the capability to rapidly adjust to any new circumstances and in a completely different
department, where they do not have prior experience. Being an internal-oriented leader, I
have the capability to not only adjust to an adverse situation and but also have the power to
change it to favourable. (Dubrin, 2010) As a proactive leader, I will take new initiatives and
motivate people to participate in the decision-making process or exhibit autonomy in their
sphere of work.
As a proactive person, I am bound to exhibit confidence and self-efficacy in my work
and not shy away from commencing actions and taking new steps to overcome difficulties,
and take the onus of failures (Yukl, 2006, pp. 185-186). This implies that I will not turn away
from my duty in my future role as a health practitioner and fulfil my obligations to the best if
my ability in the serving of mankind. However, being self-confident might also create a
perception about me being an arrogant person. I will be cautious to not form this belief about
myself and make effort to keep communication channel open and be approachable to people.

Further, while implementing any decisions I would take the suggestion of my team mates, so
that they do not feel left-out.

References
Dine, C., Kahn, J., Abella, B., Asch, D., & Shea, J. (2011). Key Elements of Clinical
Physician Leadership at an Academic Medical Center. Journal Of Graduate Medical
Education, 3(1), 31-36. doi: 10.4300/jgme-d-10-00017.1
Dubrin, A. J. (2010). Leadership: Research findings, practice and skills (6th ed.). Mason, OH:
South-Western/Cengage Learning
Rotter, J. B. (1966). Generalized expectancies for internal versus external control of
reinforcement: Psychological Monographs: General & Applied 80(1) 1966, 1-28.
Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ:
Pearson/Prentice Hall