MHA FPX 5012 Asessment 4 Personal Leadership Model

Student Name

Capella University

MHA-FPX 5012 Organizational Leadership and Governance

Prof. Name

Date

Personal Leadership Model

Emotional Intelligence

Emotional intelligence encompasses the capability to recognize and comprehend one’s own emotions as well as those of others. Historically, the expression of emotions in professional settings was often considered a distraction and an impediment to productivity (Goleman, Boyatzis, & McKee, 2013). However, those proficient in emotional intelligence are adept at understanding their emotions, the rationale behind them, and their implications, along with their impact on others. Conversely, individuals who lack this understanding tend to experience elevated stress levels, which can lead to negative behaviors toward colleagues, such as passive aggression, yelling, and blaming others (Zeider, Matthews, & Roberts, 2012). This can create a workplace atmosphere where employees feel uncomfortable and less committed to the organization. Furthermore, insufficient emotional intelligence can hamper collaboration, as team members may hesitate to share ideas with a leader who cannot manage their emotions effectively.

Emotional intelligence goes beyond merely avoiding negative behaviors; it also involves identifying and resolving conflicts efficiently. Leaders with high emotional intelligence cultivate a productive working environment where employees feel secure in expressing their opinions without fear of retaliation. Such leaders do not take things personally and can progress with implementing plans seamlessly. The development and quality of a leader’s emotional intelligence extend beyond themselves, significantly affecting their management of teams and interactions with coworkers (Ryback, 2012).

Personal Leadership Assessment

During my tenure at Accordius Health of Brevard, our reliance on agency-contracted positions through Fusion Medical Staffing and National Healthcare Staffing was substantial. The process entailed the agency compensating their employees and being reimbursed by the healthcare organization at a predetermined rate. In July 2018, I received urgent calls from both Fusion and National, informing me that invoices for Accordius had been unpaid since March 2018. They warned that if at least fifty percent of the outstanding balance was not settled within forty-eight hours, they would withdraw their staff from our facility. As the scheduler, I promptly alerted our Administrator and prepared for a potential staffing crisis. With approximately sixty percent of our staff being contracted through these agencies, their withdrawal would severely impair our ability to provide essential care per resident. I reached out to all our per-diem agencies, striving to secure as many replacements as possible. This predicament put me at risk of overstaffing, exceeding our budgeted levels if the crisis was averted. Being new to the position, I experienced immense stress and uncertainty about managing the situation with our limited resources.

Reflecting on the situation, I realize I could have handled it more effectively by awaiting corporate guidance, explaining the circumstances to Accordius staff and seeking their support, or requesting temporary approval for higher bonuses to incentivize staff. These strategies could have minimized the risk of overstaffing and financial waste. Understanding one’s strengths and weaknesses and how to manage situations is vital for personal leadership development (Daft, 2014). Identifying areas for improvement provides a foundation for growth. By seeking new information and enhancing existing skills, I can better navigate stressful situations. Insights into my personal skills help shift my perspective on such scenarios, leading to more effective responses.

Personal Leadership Model

Crafting a personal leadership brand involves identifying crucial leadership values and consistently delivering on them. Based on my STAR assessment, personal leadership situational assessment, and emotional intelligence evaluation, my personal leadership brand is “Encouraging Achievement-Centered Collaboration.” Leading effective teams requires time, development, and complete commitment. Key leadership strategies derived from my strengths, emotional intelligence, and personal leadership brand include fostering trust and cooperation, promoting team-building, enhancing listening skills, brainstorming, delegating tasks for learning, providing clear direction and communication, and creating an organizational environment that nurtures harmony.

MHA FPX 5012 Asessment 4 Personal Leadership Model

Financial forecasting plays a crucial role in leadership development by predicting potential financial changes. Understanding financial stability and economic shifts allows leaders to plan and adapt efficiently (Ruben & Patel, 2017). Financial forecasting enables leaders to determine how to serve consumers more effectively, developing insightful leadership skills integral to a leader’s personal brand. Combining my strengths, emotional intelligence, and leadership brand, I aim to instill a commitment to quality care in those I manage. The ultimate goal for any healthcare agency is to improve the lives of those they serve. Leading in a way that instills these values in others requires promoting a goal-centered environment focused on commitment, caring, and quality delivery. My leadership approach emphasizes high levels of communication across all organizational levels and an open-door policy.

References

Daft, R. (2014). The Leadership Experience. Boston, MA: Cengage Learning.

Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal Leadership. Boston, MA: Harvard Business Review Press.

Ruben, G., & Patel, B. (2017). Financial forecasting and stochastic modeling: predicting the impact of business decisions. Radiological Society of North America, 238(2).

Ryback, D. (2012). Putting Emotional Intelligence to Work. London: Routledge.

MHA FPX 5012 Asessment 4 Personal Leadership Model

Zeider, M., Matthews, G., & Roberts, R. (2012). What We Know About Emotional Intelligence. Cambridge, MA: The MIT Press.