Health Care Law: Online Portfolio Report - Leadership in Healthcare

This report delves into the realm of leadership within the context of healthcare law, exploring various management theories such as classical, behavioral, and modern approaches. It provides a comprehensive overview of leadership qualities, including honesty, delegation, communication, confidence, and commitment, emphasizing their importance in effective healthcare management. The report examines the application of these theories and qualities, particularly focusing on the behavioral and situational theories, as observed during internships and job experiences. It also discusses the evolution of management theories, from the Industrial Revolution to contemporary models, and highlights the significance of adapting leadership styles to specific situations and environments. The report further emphasizes the importance of effective communication, delegation, and a positive attitude in fostering a productive and motivated work environment within the healthcare sector.

RUNNING HEAD: HEALTH CARE LAW
Draft of Online Portfolio
Name of the Student
Name of the University
Author note

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Theory of management
Industrial Revolution and mass production has produced new needs for management
of individuals and of the processes. When the organisations begins growing in levels and
market value – the directors and top level chairpersons starts needing new managers in order
to course their daily operations and manufacturing. Prior to ‘Industrial Revolution’, very less
number of organizations with army organisations needed the management theories.
Resultantly, ‘with increasing industry, the exercise of power by managerial units has become
coursed on different pathways – giving rise to different systems.
Certain theories in management has turned vital to contemporary business era. Three
of the chief theories of management (as classified) are Modern Management Theory,
Behavioural Theory of management and Classical Management Theory. The ‘groupings’
depicts ‘a divergent eras’ in the development of theories of management. All classification
additionally include the ‘multiple sub-theories’ that functions at different aspects. ‘Classical
Theory of management’ circles on correct implementation of processes and
manufacturing. Secondly, the ‘Behavioural Management Theory’ emphases on fundamental
basics of humans applied to workplace that is considered as socially dynamic
environment. ‘Modern Theory of management’ facts on two of the earlier hypotheses that
incorporates the contemporary scientific approaches to systems thinking.

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‘Classical Management Theory’ can be considered as the ‘oldest theory in
management’. ‘Classical Management Theory’ stresses in ‘processes leading to formation of
values that upsurge the manufacturing output. The Classical theory of Management applies
and measures motivating factors of the organisational workers. The ‘manager’ working
through Classical Theory of management must focus in the high production and should also
satisfy the overachievers with salaries and bonuses. The three main hypotheses within the
framework of Classical Theory of management are - 1. Scientific Theory of management –
‘Scientific Management Theory’ can be thought and considered as a ‘the fundamental
management theory’ devoted to minimalizing of spare time and focussing on production
times. The theory was established first by ‘Frederick Taylor’ who tried to apply scientific
interventions of operational improvement. Taylor’s theory highlights motivating the
workforce enactment along with decreasing of any “hit and trial” sort of practices.
‘Administrative Management Theory’ was devised by ‘Henri Fayol’, who is ‘the
founder of management theory’. This philosophy ‘considers the numerous activities that
businesses must conduct’. Management is a cardinal business activity according to this theory
that provides the full guidelines for the managers.
Bureaucracy Theory indorses and aim to nurture managerial decision making rather
than just provisioning for charismatic or the nepotism leadership. It was conceptualized by
sociologist ‘Max Weber’ who stresses on formal administration systems. A unison and also
authority within the organizational ladders are vital to Bureaucracy Theory.

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‘Progressively multifaceted organizations and industries has led to the elevated
interests within a workplace. The management theories started to comprise on ‘human related
fields of expertise in order to grow on the technological front. Social’ dynamics’, ‘behaviour’
and ‘sustaining relational implications of the employees has became very pivotal to the
organisation. A supervisor practicing ‘Behavioural Theory of management should motivate
collaboration amongst team members through development of a collaborative atmosphere.
The two chief theories are – ‘Human Relations Theory which reflects on the group as one
social entity. This theory identifies the fact that ‘Monetary benefits only is not sufficient to
please the employees. Moral is measured to be essential to the employee enactment. This
theory’s main drawback is making the several assumptions regarding behaviour.
‘Behavioural Science Theory’ is the theory that combines the psychology essentials,
the sociological and the anthropological principles in order to deliver the scientific
underpinnings. It inspects how the staffs can be interested by definite influences like
conflicts, community needs, social desires in addition to self-actualization and self-identity.
This philosophy identifies ‘individualism’ as prerequisite for the managers to become
amiable. And it must be understood that ‘Modern ‘administrations’ must circumnavigate
continuous change in organisational ladder complexities. The ‘scientific Technology’ is
cardinal component which can overturn the fortunes of any company fast. Modern Theory of
management pursues to include ‘these components’ with traditional and humanistic theories.
The manager working on ‘Modern Theory of management power the application of statistics
in order to assess the employee performance and to inspire the multi-level cooperation.

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Modern Theory of management encompasses the – 1. ‘Quantitative Management
Theory tries to understand the decision-making efficiency at World War II times. This had
been settled using specialists and professionals of numerous study fields in order to sort
‘issues’ in and around the organisational hierarchy consisting of technology, system and
humans. The philosophy was established chiefly to mend and provision the decision-making
policies in militaries and skills. 2. ‘Systems Theory sights managerial abilities being a series
of interrelated constituents in an institution. The organisation can be viewed as each
department connected to each other as a loop creating the whole system rather than watching
it just as a system. The organisational management must provision the process and goals that
help the all-inclusive performance of organisation. Thirdly, the Contingency Theory of
management was developed by the Joan Woodward (a sociologist) after examining why few
companies functions efficiently as compared to others. Joan also revealed that ‘high-acting’
administrations provide improved application of technological front while their human
components take recovering choices in the social frameworks. The model identifies that
active leaders should be rapid and very flexible to exceptional situations and demanding
environments.
Every 'management theory' provides profitable knowledge into managerial
necessities. There exists no solitary model or any hypothesis that shall work for every
association. Many cutting edge relations and technological frameworks relate to a ‘mixture of
hypotheses to recognise the managerial achievement’. This has prompted making of the more
up to ‘date hierarchical models with less organized pecking orders. Successful administration
framework is the basis of any able business. It is essential to ‘know that a few elements while
choosing which hypotheses are more or ideally perfect for an independent company’.
Regularly, independent ventures are less inflexibly progressive and must work with

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insignificant staff. It is essential to choose the ‘board conjectures and practices that are
wieldy, chiefly if business possessions are constrained’
.
Leadership theory
The cardinal leadership theories are of many types - 1. ‘Great Man Theory’ – As per
this Theory (that must be called as ‘Great Person Theory’) – the leaders are already born with
‘right traits’ and aptitudes for leading from the front – intellectual capacities, charisma, trust,
social, communication skills. The theory proposes that the leadership ability is characteristic
of problem solving, rational thinking and critical decision making. It typifies the leaders to be
brave, allegorical and they must have the ability to latch onto their responsibilities at any
given point of time. This theory is vital to leadership conceptions and have been a pillar since
the beginning. 2. ‘Trait Theory’- The theory is very similar to the Great Man Theory’. Its
basic function to identify the leadership attributes - both the effective and ineffective traits.
The theory is used to comprehend viable authority styles. For the most part, the distinguished
qualities are contrasted with those of ‘potential leaders’ to decide their probability of driving
adequately. Researchers looking into the quality hypothesis attempt to differentiate authority
qualities from alternative viewpoints. They middle around the physical qualities, for example,
weight, appearance and stature; economics, as for example, training, age and household
foundation along with insight, that incorporates judgment, conclusiveness and learning. 3.
‘Contingency Theory’ – ‘The Contingency Theory works on various variables that decides
management style as being best matched for the supposed situation’. It is established in the
times when different workforce were thought to be managed by different leaders. Famous
initiative ‘experts’ accept that the finest type of authority seeks to find an ‘idyllic harmony’

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between ‘performances, the desires, and the social situations’. Pronounced ‘leaders’ shows
the right characteristics for they assess readily - the importance of finding a voice from their
supporters and from present circumstance. In plan, the possibility of hypothesis recommends
that extraordinary administration is a merger of numerous key factors.4. ‘Situational
Theory’ – like Contingency management Theory as it likewise proposes that 'governance’
relies upon the current condition. Put essentially, pioneers must consistently connect their
expertise to the individualistic situation by evaluation of positive factors – that is the sort of
assignment, moral of 'followers', and that's merely the ‘tip of iceberg’. As recommended by
United states educationist named 'Paul Hersey' and the administrator named as Ken
Blanchard, the conditional theory blends up to two key components: the authority grace and
the followers' at development levels. 5. ‘Behavioural Theory’ – the emphasis is on exact
activities and activities of managers rather than characters or the features.’ The hypothesis
recommends that successful management areas is the aftereffect of expert abilities. People
want three indispensable skills to guide their team members in terms of human, specialized
and the applied talents. Particular abilities refer to a 'leader's' learning of process or plan;
employee aptitudes suggests that one should communicate with diverse communities; while
theoretic aptitudes authorise the pioneer to think the thoughts for successively leading the
association or the society easily.
Throughout my internship and job life – behavioural theory and situational theory has
been the most useful leadership theories that have helped me throughout my initial days till
now. It assisted to manage my behaviour, my colleague’s behaviour in a productive way.
Situational theory has helped me develop situational analysis skills as a business professional
and manage the same to great effect.

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Leadership qualities
Honesty - One of many ‘leadership qualities’ which is vital – is honesty. It is
important to be one-minded while in a managerial position. ‘The employees and the company
are reflection of one’s self and if one make their ‘ethical and honest behaviour’ as cardinal
value, the team shall follow.’ Delegate - Regardless of condition and ‘position’ you are
working at, help of the colleagues and executives are required. Good leaders ‘recognise’
delegation can do more projects and tasks in an effective time. ‘It is credulous and trusting
that the employees are can handle the task provided to them’. In the ‘daily work life’,
‘Delegating tasks to other members shows that one have ‘sureness’ in the ‘capabilities’, and
this shall uplift the optimistic morale of the workplace. The followers must realise that they
are ‘valued and also trusted’. Hence by providing them some ‘task’, they would ‘usually feel
honoured’ when they get ‘selected’ and the vitality of being part in team, is perceived as well.
Communication - 'Communication' or rather ‘effective communication’ is the way to
progress. Without clear correspondence, your representatives will experience difficulty to
comprehend your main goal, objectives, and vision. 'Great communication skill' is an
initiative property for various reasons. ‘Communication must be consistent when it derives to
founding the work requirements or while giving a constructive feedback. With the great
communication, the employees shall have a comprehensive understanding to what ends they
have been working for’. Confidence – is another ‘true leadership characteristics’, is having
‘certainty’. Let it be known, there might be days where the fate of your image is cloudy or the
month to month deals don't look encouraging. ‘Any business or trades must have gone in
through the issues prior; so it is not somewhat new. As a front-runner, it is your
accountability to uphold the team’s moral and keep with pace while moving forward’.
Commitment - Commitment to rest of employees is as important and most difficult task as a
manager. I focus on being committed to my team members and senior managers as well. ‘By

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showing your promise to the company and especially your team, one earns not only respect of
the team, but will also instil hardworking drive amongs your staff.’ Positive attitude - One
desires to keep the team motivated ‘towards’ the sustained success of concerned company
and in keeping energy and interest levels up. It can mean providing ‘snacks relationship
advice’, or ‘fun Fridays’ in the ‘office’. Positive attitude come from humanistic and fellow
feelings. ‘Keeping the office mood is about maintaining a fine balance between output and
playfulness’. Creativity - As a decent leader, one must look up to team members for
solutions. Thinking out of the box is vital to various operational and business functions.
Inspire - Another quality that typifies a decent 'leader' is the acts of motivating. Having
option to inspire your group is great for intent on organization's objectives and visions,
however it is additionally significant for the group during their present ventures. ‘When your
team is having a lot of workload and their morale is truncated, the leader is required to be
inspiring’. Empathy - Having empathy and not sympathy as far as the ‘leader’ goes, is a
great gift. ‘Empathy’ is the ability to realize or sense what other individuals are meeting. 'At
the finish hours of the day, the managers put themselves in other individuals' place before
taking decisions. Great leaders approves and solve problems in privacy. Leaders need to take
care of their team‘s own feelings. The “best leaders” monitor employees through tests and
lookout for answers and start discovering ways to stimulate the team’. Accountability - A
decent leader is the one who take ‘accountability for every employee’s performance’ plus
their own. ‘However when glitches arise, they classify them quickly, seek explanations, and
get team back on the track’. Enthusiastic- A decent leader should be excited about the ‘work
and cause’ and highlight their part as a leader. ‘People will reply more amenably to the
person of urge and dedication. Front-runners should be the source of stimulus and be the
persuader towards the obligatory action or reason.’ Focus and drive - A ‘virtuous leader’ is
‘usually determined’ and are capable of thinking ‘logically’. A ‘good leader’ see the

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condition fully from different perspectives. The work of a ‘respectable leader’ is to narrow
down the complicacies to find out the right possibilities. I believe that to be ‘good leader’,
one must be self-motivated, and driven that way. ‘They are dynamic force within team and
that someone who is looked up to by the team in times of distress and also encourage the
others to work together.’ Responsible – ‘The most cardinal quality defining a good front-
runner is responsibility. Good leader wakes up when the company is in tough situation and
they also need to take individual responsibility for any failure occurred.’
Personal skill assessment
In this section, the SWOT analysis had been done based on my previous experiences of work
and career.
Strength Weakness
Good Verbal and non-verbal communication,
introspective and big picture thinking,
compassionate and helpful, good problem
solving and analytical skills.
Lack of Decision making in a critical
question situation, lack of skills to manage
multiple task, anxiety and confusion in high
stress situations, general anxiety and lack of
goal setting skills.
Opportunity Threat
I loved to read books and write poems and
stories since my childhood. This hobby of
mine has definitely helped me till now, to
improve and manage my communication
skills and hopefully, my speaking and writing
skills will be improved further in future,
given my practise. By being with my team
 I have general anxiety issues.
 In my hospitality industry, the
competition is very high and the
attrition rate is high too. Hospitality
requires a lot of concentration,
patience and behavioural control over
one’s mood and temper, for a very

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mates more often and listening to their work
issues, actively and by trying to solve their
problems in a rational way, I can up-skill
myself too, in regards to active listening and
problem solving.
long period of time. This has caused
stress and insomnia in me.
 Stress and insomnia leads to
emotional problems.
As found in the SWOT analysis, my strengths are ‘Good Verbal and non-verbal
communication, introspective and big picture thinking, compassionate and helpful, good
problem solving and analytical skills’ and this I found out while doing my first two
internships at ‘St Regis California for 6months in 2016 for food and beverage’
and ‘JW Marriott Indianapolis (above 1000 rooms) for 1 year in 2017-2018 for front office’,
respectively. During my second internship at ‘JW Marriott Indianapolis’ and third internship
at ‘CenterHotels, Iceland for 6 months in food and beverage in 2018-2019’ – the work
pressure felt higher as compared to my first internship at St Regis and this inoculated me with
a lot stress, anxiety and I felt anxious around the clients and managers, while working long
hours in a day. This lead to confusion while decision making which were not appropriate for
the situations. This got me into more stress and more anxiety, leading to sleep issues and
behavioral problems. In last days of my third internship, I started to take meditation and self-
awareness classes and started to balance my work-life equation. I started giving more time to
improve my strengths and diminish my weak areas, for a considerable amount of time when I
got a job ‘American Express’ as “Lifestyle Consultant” for ‘platinum centaurian card
members’, that was quite different from the work profile I have served previously. But in
order to improve my skills as in strengths and upscale my field of expertise, I joined the
company as a consultant. I believe learning has no limit and every bit of thing learned serves
a future purpose in our lives. Hence, I would like to take up the opportunities as mentioned
in ‘SWOT’ and improve my skills so that when in the future, I start a restaurant (which is my

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dream) – I must be able to apply all my experiences and all my learning into my future
industry, where I want to return and work.
Personal development plan
Skills to improve Procedure Measure Time span
Decision making By taking part in
critical tasks, more
and more. I need to
take part in board
meeting more
actively and put up
my opinions and
solutions.
Feedback from my
senior managers.
2 months
Multiple tasking I need to learn how
to handle my
business
spreadsheets, IT
tasks as well as my
interpersonal skills.
Self-monitoring and
peer feedback
3months
Communication Enhance my written
communication
skills. By joining
creative writing
classes.
Self-monitoring and
peer feedback.
5months

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Team and Self-
management
Meditation, breathing
and self-awareness,
empathy and
compassion practice.
6 months