Professional Development Needs Assessment
Leadership and Management
The discussion of what is the difference between management and leadership has become common among scholars and practitioners. While there are similarities between a manager and a leader, it is evident that not all managers are leaders. However, the biggest difference between the two lies in the way they motivate their subordinates and followers. Indeed, many people are both. They have management tasks but are aware that one cannot buy hearts and make them follow especially through a difficult route. They, therefore, play the role of leaders too (Nahavandi, 2016).
The manager in an organization is an individual tasked with the responsibility of carrying out the four functions of management which include leadership, planning, controlling and organizing. Theoretically given that leading is one function of management, one would expect that all managers should be leaders. This can only be true if all managers were able to perform their leadership responsibilities of communication, motivation, inspiration and encouragement to employees to achieve high levels of productivity (Nahavandi, 2016). A manager is a manager by virtue of the position they hold and subordinates follow the instructions of managers because they are demanded so. The manager’s primary concern is to accomplish the goals of the organization. Management is concerned more with effectiveness, and obtaining results through controls, systems, and structures (Kallas, 2014).
Leadership differs with management on the ground that a leader does not necessarily require a management position to exhibit their qualities. Leadership is more of individual attributes of a leader. The managers have subordinates that follow their commands because they have to while leaders have followers who do the action of following voluntarily. Effectiveness obtained from leadership is based on trust and inspiration. The leaders challenge the very thing that managers struggle to uphold: status quo (Huber, 2013).
Concepts that Facilitate Collaboration and Support Interprofessional Teams
Among the critical factors that determine the positive outcome of health care provision to the customers of the entire healthcare system is the collaborative relationship developed between the various groups. With strong partnerships, a team spirit is created which is an essential component in meeting the challenges of providing quality health care in the modern society. Being proactive and having emotional maturity are fundamental requirements in the efforts to achieve this goal (Kallas, 2014). Achieving emotional maturity demands that the members of the partnership stay vigilant and identify the latest best practices while improving their skill sets from time to time (Jeffreys, 2015).
Interdisciplinary collaborations achieve their set goals if the parties are confident, humble, take responsibilities for both failures and achievements. A perfectionist mind must be dropped and in its place, a mindset of continuous improvement is adopted (Jeffreys, 2015). I hold that true leadership is more of a character, the ability to adapt to the changing healthcare environment as opposed to striving to complete a set of tasks. Proper communications are of immense importance in leading a group with many professionals. The professional socializations are a challenge to many groups but exercising emotional maturity and proper communication, this barrier is easily overcome (Huber, 2013).
Personal Leadership and Communication Style
I believe that leadership is primarily a communication base activity. Leaders use most of their time creating customized messages that are relayed to followers and stakeholders. Indeed, with more leadership responsibilities, the more communication one is required to undertake. It is, therefore easy to determine the leadership style of a person from the communication style they use (Hackman & Johnson, 2013). My background in nursing has been based on effective communication between various stakeholders. I always research on the type of audience, I am flexible, I realize the power of categorization, and focus more on the “we” as opposed to “me.” These factors have helped me choose the appropriate communication technique for a specific audience and function. I am able, therefore, to change the communication technique between intuitive, functional, analytical and personal to suit the setting and audience in question (Huber, 2013).
Over the course of my training and work experience, I have relied on communication to meet my personal goals and those of the organizations that I have worked with. The ability to have a vision and motivate myself and my colleagues to efficiently meet goals of the team while focusing on the bigger picture and delegating smaller tasks to group heads sets me in the category of transformational leaders (Hackman & Johnson, 2013).
Areas for Future Professional Development
To be successful in the new role, I believe I will need to equip myself with certain skill sets. Notably, most of my work before this new assignment has been within one department. However, I am aware that I will need to work in collaborations, which requires that I develop the interdisciplinary skills to allow me positively impact the work of the partnerships. Besides, I will need to further enhance my skills in strategic planning as well as management of human, fiscal among other resources in the disposal of the organization. I will need to improve on the business skills which will enhance my leadership competencies. Such business management aspects include financial management, managing human resources, managing technology, and improving performance. I believe with these skills; my work will be well cut out. I am so eager to get started (Huber, 2013).
Professional Development Needs Assessment
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