Healthcare Leadership Development Plan: A Personal Development Plan

This report outlines a healthcare leadership development plan, focusing on the author's personal growth as a leader within a healthcare setting. The plan explores various leadership styles, including autocratic, democratic, and bureaucratic approaches, analyzing their effectiveness and limitations. The author aims to enhance strengths and mitigate weaknesses by developing skills in areas such as communication, teamwork, and charisma. The plan is structured over different timeframes (half a month to three years), detailing specific actions, benchmarks, and strategies for skill improvement. The author intends to build leadership skills by collaborating with other healthcare leaders, implementing theoretical developments, and focusing on teamwork and organizational skills. The report also emphasizes the adoption of a transformational leadership style to foster support and unity among team members. The conclusion highlights the importance of a practical leadership plan that promotes teamwork, resource sharing, and effective communication to improve service quality within healthcare facilities.

Running Head: HEALTHCARE LEADERSHIP DEVELOPMENT PLAN 1
Healthcare Leadership Development Plan
Student Name
Institution
Course
Date

HEALTHCARE LEADERSHIP DEVELOPMENT PLAN 3
Healthcare Leadership Development Plan
Leadership plays an integral role in the provision of healthcare; healthcare efficiency and
development. Efficient and successful provision of healthcare is greatly dependent on the
strengths of those occupying managerial positions in the healthcare facilities which may be
attributed to their leadership style as well as their personality. I, as a leader, would like to focus
on eliminating my weaknesses and enhancing my strengths which are the central element of my
leadership development plan as “…leadership development programs are associated with
significantly increased self-assessed knowledge and expertise.” Frich, Brewster, Cherlin, & Brad,
2015)
As a leader, I have been focusing on providing high-quality care to our clients who
should be: safe, effective, reliable, client-centered, efficient, and equitable. In order to achieve
these objectives, I have been adopting different leadership styles. I have tried to be autocratic,
democratic and even bureaucratic.
Democracy as a model of leadership has been working miracles for me as the one in
charge of a health facility (Taylor-Ford & Abell, 2015). Whenever I face a challenge, I usually
consult my junior staff. They have helped me to solve some of the problems that I could not have
solved had I relied on my own knowledge. I have learned that democracy only works well when
all agree on a certain issue unanimously, where some members had divergent and contradicting
options it was quite challenging to decide on which option to adopt as this will, without doubt,
affect the relationship of staff members and consequently have a negative impact on our delivery
best quality services to our clients. At times I would integrate aspects of the two opposing
options and it worked very well.

HEALTHCARE LEADERSHIP DEVELOPMENT PLAN 4
Sometimes become autocratic in order to get things done. This has been the case where
some of the employees hold on to opinions that may jeopardize the delivery of quality healthcare
to our clients (Weberg, 2010). I have come to note that autocratic leadership may do more harm
than good, especially in the long run. It calls for resentment and resistance from juniors since it
denies them an opportunity to have a sense of belonging as their opinions are not sought for and
incorporated in the management of institutions. Its continuous use may negatively impact the
delivery of quality healthcare.
In the course of my leadership in healthcare facilities, I have used the bureaucratic
leadership style. In this case, I would incorporate ideas from my juniors that were in line with
our objectives of providing healthcare. However, those suggestions that seemed to contradict our
objectives were outrightly turned down. In my opinion, this is a good leadership style since a
leader seeks opinions of juniors. Nevertheless, I have keenly noted that this style only aims at
maintaining the status quo which should not be the case in contemporary world-which is highly
dynamic (Frich, Brewster, Cherlin & Bradley, 2015)
Leadership development plan
Firstly, I would like to work towards building my own leadership skills and abilities by
working hand in hand with leaders of other healthcare facilities to reach consensus on how to
share professionals that we have a shortage in so that we can offer best healthcare service to our
clients.
Secondly, in a period of half a month to one year, my focus will be on implementing my
theoretical developments in the real world environment. I will first identify areas that need to be
improved.

HEALTHCARE LEADERSHIP DEVELOPMENT PLAN 5
Thirdly, in a 1-3 year period, I will implement my practical leadership skills emphasizing
on teamwork, organizational skills, leadership skills, and other essential skills.
The improvement of communication skills will involve the broader communication and
elaboration of new communication styles.
I will draw a detailed scheme of work showing what ought to be done every day, week
and a month.
I will try to be a flexible leader by making myself familiar with various leadership styles.
In addition, I incorporate different approaches when interacting with other people.
The low charisma level is a serious challenge and this problem cannot be resolved in a
six-month timeline (Al-Sawai, 2013). Nevertheless, I am going to learn cases of outstanding
leaders and try following their models of behavior and key leadership strategies
The lack of experience of teamwork is a big challenge to me at the moment. In the six
month period, I will improve on my teamwork skills through learning theoretical developments
in this field. I will also benchmark in best-managed healthcare to gain insight of coordinating
employees in order to improve our services which is research-based, ‘’theory‐ and competency‐
based leadership development programs can contribute to the performance and success of
individuals as well as health services organizations.’’ Borkowski, Deckard, Web, Padron, &
Luongo, (2011).
Twelve months

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I will work on developing good communication skills. I will try my level best to practice
on charisma. The development of organizational skills will include the development of a long-
run plan of my professional development oriented on the creation of a 1-5 year plan.
I will try a flexible leadership style different leadership styles that I have not tried before.
I will resolve the problem of the low charisma.
The challenge of lack of experience of the teamwork will be resolved through actively
involving teamwork, during which I can implement on the ground of the information learned
about my teamwork in the past.
Three years
To furnish the speech skills I work on the identification of the most efficient speech
norms that matches my inclinations, my treats of character and my audience, including clients
and colleagues.
I will practically implement a five-year plan elaborated at the previous stage of my
leadership development.
The flexibility of my leadership style involves the adaptation of the transformational
leadership style as an efficient and flexible leadership style that allows me to adapt to my
subordinates and lead them toward the achievement of the goals, which I, as a leader, set
The resolution of the problem of the low charisma level will be done within a period of
not more than three years. This will help me in convincing organizations and government
departments to give us donations such as drugs and other facilities which we may have a
shortage of.

HEALTHCARE LEADERSHIP DEVELOPMENT PLAN 7
The lack of experience of the teamwork will be eliminated because, during the three year
period, I am going to benchmark on the creation of teams. As I form organizational teams, I will
guide them in order to achieve our objectives. As a result, I will acquire essential experience of
effective and successful team leadership
Conclusion
In conclusion, coming up with a practical leadership plan that will bear fruits if adopted
in an organizational set up is quite challenging. I plan to actualize my ideas about leadership by
creating a spirit of teamwork which will enhance the unity among workers and improve on the
services we offer.
I will also come up with strategies of liaising with other organization to come up with
strategies of sharing manpower and other resources in areas where we have shortages in. I will
also use my communication skills to convince well-wishers to give us donations in a specific
field. In so doing, we will improve the quality of services offered to our clients.
Finally, I will adopt transformational leadership so that I gain the support of my juniors.
Studies conducted show that ‘’nurses…more satisfied with leaders who demonstrated
transformational leadership styles.’’( Abualrub & Alghamdi, (2012).

HEALTHCARE LEADERSHIP DEVELOPMENT PLAN 8
References
Abualrub, R. F., & Alghamdi, M. G. (2012). The impact of leadership styles on nurses’
satisfaction and intention to stay among Saudi nurses. Journal of nursing
management, 20(5), 668-678.
Al-Sawai, A. (2013). Leadership of healthcare professionals: where do we stand?. Oman medical
journal, 28(4), 285.
Borkowski, N., Deckard, G., Weber, M., Padron, L. A., & Luongo, S. (2011). Leadership
development initiatives underlie individual and system performance in a US public
healthcare delivery system. Leadership in health services, 24(4), 268-280.
Frich, J. C., Brewster, A. L., Cherlin, E. J., & Bradley, E. H. (2015). Leadership development
programs for physicians: a systematic review. Journal of general internal
medicine, 30(5), 656-674.
Taylor-Ford, R. L., & Abell, D. (2015). The leadership practice circle program: an evidence-
based approach to leadership development in healthcare. Nurse Leader, 13(2), 63-68.
Weberg, D. (2010). Transformational leadership and staff retention: an evidence review with
implications for healthcare systems. Nursing Administration Quarterly, 34(3), 246-258.