Ethical and Effective Healthcare Leadership

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Ethical and Effective Healthcare Leadership Introduction Effective and ethical healthcare leadership is vital for ensuring the delivery of highquality and compassionate care to patients while promoting the well-being of healthcare professionals. Effective healthcare leadership entails strong management skills, a clear vision, the promotion of a culture of collaboration and innovation, and a deep understanding of the ethical responsibilities inherent in healthcare delivery. An ethical healthcare leader must uphold integrity, fairness, and respect for the rights and dignity of patients, staff, and other stakeholders.

My Leadership Styles.

My first leadership style is democratic leadership. I like considering everyone’s opinions while making decisions. However, I tend to give more weight to my opinions, and thus I prefer formulating ideas alone and seeking input, opinions, and recommendations from others rather than involving everyone from the very beginning. Nevertheless, I value the elements of democratic leadership, like open communication, openness to diverse viewpoints, collaboration and empowerment, and consensus building.

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2 I am also a visionary leader. A visionary leader is a leader who can come up with a compelling and inspiring vision for the team and is able to articulate and communicate that vision to team members (Van der Voet & Steijin, 2021). Visionary leaders prioritize innovation and the achievement of the team's objectives. They always articulate the group's direction but do not dictate every step that must be taken to reach the goal. This approach always leaves the team members free to innovate and experiment. As a visionary leader, I believe that one of the most important roles of a leader is to make team members understand the team's goals and objectives and what they need to contribute for the goal to be achieved. I strongly believe that leaders should have a future-oriented mindset and possess the ability to anticipate trends, identify opportunities, and envision what could be done to utilize those opportunities.

My Weakness One of the greatest weaknesses I have is overconfidence bias. I feel more confident in my ability to make decisions, and this is why I prefer generating ideas and having them act as a framework for discussions over starting discussions from scratch. According to ul Abdin et al.

(2022), this trait can impair one’s ability to consider other perspectives or plan for unanticipated future events.

My other weakness is perfectionism, which I believe is partly due to my preference for visionary leadership. I always have a strong drive for perfection and have high standards for myself and those around me. Even though being a perfectionist can help ensure high standards and attention to detail, it can also have severe negative impacts on leadership. For instance, I would find it difficult to keep calm when a team member causes some damage due to failure to follow instructions. Perfectionism may also lead to micromanagement as one would be trying to control every aspect of team processes. Another negative effect of perfectionism, which I must

3 admit I am struggling with, is fear of failure. This fear is sometimes making me avoid taking risks, and I feel this can hamper innovation.

How I Plan to Improve My Skills.

I am planning to focus my efforts and attention on further education and gaining experience. I believe that these are the most effective ways to improve one's experience in healthcare. Education will equip me with theoretical knowledge, which will inform my decisions, while experience will give me a deeper understanding of the healthcare environment.

These two steps will enable me to understand all the ethical issues in healthcare and to know what it takes to be an effective healthcare leader. This is why I cannot easily accept a volunteer or job opportunity in any field besides healthcare because such an opportunity will deprive me of the chance to gain more experience in healthcare.

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References Van der Voet, J., & Steijn, B. (2021). Team innovation through collaboration: How visionary leadership spurs innovation via team cohesion. Public Management Review, 23(9), 12751294. https://doi.org/10.1080/14719037.2020.1743344 ul Abdin, S. Z., Qureshi, F., Iqbal, J., & Sultana, S. (2022). Overconfidence bias and investment performance: A mediating effect of risk propensity. Borsa Istanbul Review, 22(4), 780793. https://doi.org/10.1016/j.bir.2022.03.001