Clinical Leadership and Management Report - Assessment Results

This report presents an analysis of a student's leadership style assessment, focusing on the results obtained from the assessment and the implications for their leadership approach within a clinical setting. The student's assessment revealed strengths in areas such as ambassadorship, people moving, and experience as a guide, while also identifying areas for improvement, particularly in creative building and truth-seeking. The report then critiques the myth of heroic leadership in healthcare, arguing against the notion that a single, dominant leader can fix healthcare institutions. It provides three key reasons for this disagreement: the potential for conflict with healthcare professionals, the need to focus on system-wide coordination rather than leadership structure, and the importance of technological advancements in improving health outcomes. The report emphasizes the significance of teamwork and coordination among healthcare professionals, as well as the need to prioritize technology in the modern healthcare landscape. The report concludes by citing relevant academic sources to support the arguments presented.

Running head: CLINICAL LEADERSHIP AND MANAGEMENT
Clinical Leadership and Management
Institutional Affiliation
Student’s Name

CLINICAL LEADERSHIP AND MANAGEMENT 2
Clinical Leadership and Management
Leaders and managers share some qualities. Despite this, their roles are substantially
different. From the traits I exhibit, I believe I am a leader. The results are largely in line with
my expectations. The ability to handle various issues and situations with some natural grace
may well define why I scored 20 in the ambassador trait. When it comes to being an
advocate, I would describe myself as above average but not excellent. One great
characteristic of a great leader is the ability to be a people mover, something I do almost
effortlessly. The assessment has helped me learn great lessons about myself. For instance, I
have discovered that although I am excellent at moving people, being an ambassador and
being an experienced guide, there are some areas that I need to improve on to perfect the art
of leadership. One such area is being a creative builder. Extensive evidence suggests that one
of the unique traits of a leader is to be the vision bearer of his/ her followers. Leaders are not
only visionally but also innovative and creative. To become a better leader, it is important to
master these skills. In addition to the quality of being a creative builder, it is also important
that I work on the qualities of being an advocate and truth-seeking.
Healthcare Myth
I disagree with the myth that healthcare institutions as well as the overall leader can
be fixed through bringing in the heroic leader. The myth suggests that heroic leadership is the
solution to effective healthcare (Mintzberg, 2012). There are three main reasons why I
disagree with this myth. One of the reasons for disagreement is that a heroic leader may be
perceived to be a ‘little god’ by healthcare professionals. In other words, the professionals are
most likely to view the heroic leadership as a threat to the kind of professional leadership that
they command. It is important that the professional leadership be maintained so that the focus
can shift from power battles to patient centred care (Holloway & Galvin, 2016). On the basis

CLINICAL LEADERSHIP AND MANAGEMENT 3
of this kind of conflict that may arise between the heroic leader and the healthcare
professionals, I strongly disagree with the myth.
The second reason why I disagree with the myth is that it seems to concentrate mainly
on a leadership system rather than encouraging a system that is effective at delivering high
quality health care. Instead of focusing on the leadership system, it would be more important
to focus on the coordination of different members of the healthcare team. For high quality
care to be administered, it is very important that the different members of the health care
team (doctor, nurse, pharmacist, nutritionist, etc) work together. The coordination of the care
team is far more important than focusing on the leadership structure (Ginter, Duncan &
Swayne, 2018). There exists extensive evidence to show that when there is proper
coordination of the different members of the healthcare team are well coordinated, there is
improved health outcomes (Hollnagel & Braithwaite, 2019). Improving the health outcomes
should be at the heart of any patient centred facility. Therefore, since this myth is likely to
shift the focus of care from this kind of coordination, I strongly disagree with it.
Lastly, in the modern days, technology should be the main focus in as far as
increasing positive health outcome is concerned. It is estimated that the 4th industrial
revolution will affect every facet of our lives including health care (Evans & Stoddart, 2017).
It is also estimated that the next one decade will experience more technological
advancements than has ever been observed in history (Medical Technology, 2020). On the
basis of such findings, it is important to ensure that focus is mainly on technology rather than
heroic leadership.

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References
Evans, R. G., & Stoddart, G. L. (2017). Producing health, consuming health care. In Why are
some people healthy and others not? (pp. 27-64). Routledge.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health
care organizations. John Wiley & Sons.
Hollnagel, E., & Braithwaite, J. (2019). Resilient health care. CRC Press.
Holloway, I., & Galvin, K. (2016). Qualitative research in nursing and healthcare. John
Wiley & Sons.
Medical Technology. (2020). Retrieved 28 February 2020, from
http://www.healthcarebusinesstech.com/medical-technology/
Mintzberg, H. (2012). Managing the myths of health care. World Hospitals and Health
Services, 48(3), 4-7.