Cultivating leadership potential in staff - Term Paper Example

? Cultivating leadership potential in staff al affiliation Cultivating leadership potential in staff 0. Introduction Analysts and researchers argue that cultivating leadership potential in the staff of an organization is one of the key measures towards success of the organization. For the attainment of long term success in an organization, it is the duty of the mangers to make certain that, the staff is well endowed with the necessary basics of leadership, and not only the overview of the leadership. According to Hackett, Bycio & Allen (2001), effective leadership among the staff allows individuals identify talent among its employees. Through cultivation of leadership skills, the entire organization is in a better position to create a situation whereby, individuals are created, with the aim of training leaders that are likely to take over the management. In as much as leadership demands are unpredictable, it is the responsibility of the managers to ensure that the staff is given an opportunity to develop their skills and abilities in terms of leadership abilities. Studies conducted by Mayseless, Popper & Castelnovo (2000) indicate that, a situation whereby individuals move to other organizations and return with better leadership skills, unlike in the previous organization, portrays total inability of the organization to sustain its leaders in terms of imparting leadership skills. For leadership skills to be inculcated, the managers have to contribute a great mile in a successful undertaking. Follow up, according to Locke & Kirkpatrick (2001) allows the management acquire feedback on the progress of its staff. This essay shall highlight on the importance of cultivating leadership potential in staff in the context, of Radiographers. The essay shall put more emphasis on the role of administration of the health sector in ensuring that its staff is geared towards being successful leaders. 2.0. Cultivating leadership potential in staff Participative leadership allows managers make the final decisions regarding the activities in the organization. In this context, therefore, the managers are able to negotiate as well as direct the staff. While on duty, the manager is also in a better position with participatory leadership to gather suggestions from the staff; thus, allow them have an opportunity to develop their careers through an interactive approach between managers and staff. Bono, Judge, Gerhardt &Ilies (2002) argue that it is imperative that leaders take time to build up their staff’s ability to develop their abilities to become prospective leaders. Attaining this move begins with the managers taking the first step towards accomplishing potential leaders. In the context of radiography, it is crucial that they work closely with all members of staff in order, to learn their potency and weak points. In this case, it becomes extremely easy for managers to have personal leadership training with the staff. Research indicates that cultivating leadership potential in members of staff allows the staffs to develop as sense of belonging; in turn they show responsibility and compassion for their patients in the course of work. Attaining organizational goals is only possible if the mangers incorporate all the strategies that required creating a suitable working environment. In order to, achieve good leadership skills in the members of staff, Watson, Chemers & May (2000) indicate that, the managers must not be short of praise to their staff. In the course of work, the managers must be keen to check all the activities carried out by the staff. For instance, the managers must be aware of all the situations in which the members of staff portray authoritative skills while on duty. A simple verbal encouragement of such members is most likely to motivate them towards achieving leadership skills. In cases whereby employee portray exemplary performances while conducting radiographic procedures the managers must always remind the other members of staff to emulate the example portrayed by such individuals in departmental meetings, while on the other hand, must also work towards perfecting the skills of members with exemplary skills. In another view point, creating leadership potential in an organization has been attributed to the ability of making entirety difference in the organization. Cultivating leadership potential in the organization creates a position whereby employees develop in terms of their professional capabilities. The quality of input to the organization also creates an opportunity where individuals develop in terms of professional capabilities. The members of staff, thanks to cultivated leadership potential in them, are likely to emerge as senior managers or leaders with the skills of handling all manners of problems that may face organizations. Cultivating leadership potential in staff allows employees benefit a range of experiences in the course of carrying radiology in the health facility. Drasgow & Chan (2001) indicate that it is possible that the normal staff may be elevated to the position of managers with cultivation of leadership skills. Organizations that fail to incorporate leadership management skills deny the members of staff, an opportunity to build up their strengths as potential leaders. Once the employees are given a chance to cultivate their skills and potential, they develop abilities to build up their strengths as leaders as well as, come up with new strategies that aim at develop them as potential leaders. Cultivating leadership potential in staff allows them have an opportunity to make their own decisions within the radiography treatment. Boosting their leadership skills makes them build their confidence step by step, which is ultimately transmitted to other employees. In the long run, the whole staff is prepared to take charge of the situations that may come up in the course of carrying out radiology. Once the managers ensure that the members of staff are mentored in such a way that, they can handle various situations in the health care; the managers are free to allow them take charge of any forms of difficulties at their levels of operation. Putting the hospitals into perspective, one of the job descriptions of the Radiography managers is to carry out staffing and organizing duties, as well as coordinating activities 24 hours a day. In the course of carrying out their duties, it is the responsibility of managers to identify the leadership potential of various leaders in the hospital. For instance, in the course of duty, the manager may look out for flexible individuals who are quick to modify x-ray projections or possess good communication skills. For quality health care provision in the health centers, the management has to work in tandem with the staff, in order to produce results. Results can only be produced if the managers embrace all the qualities of participative leaders. 3.0. Leadership, a continuous process Since leadership is a continuous process, it is the responsibility of the managers to ensure that, they put much emphasis on the qualities that ensure the members of staff learn all the aspects that are attributed to learning and discovery of concepts in the workplace. In the context, of the hospital, the managers may consider asking the members of staff what they aim to achieve in the course of their career; thus, develop a work plan to inculcate leadership skills among them. Managers must conduct training exercises among its staff to ensure that, the members of staff are well endowed with the knowledge of the operations of the company. If members of staff are well conversant with the roles and responsibilities while conducting radiology, they are likely to adopt leadership skills in the course of duty. However, Posner and Kouzes (2007) indicate that it may become extremely difficult for all members of staff to acquire leadership skills at the same time. All in all, all persons have the potential of becoming leaders, though it takes a longer time for some. As a manager in the radiology department, it is important that, the managers adopt the skills of patience and be in a position to identify and cultivate leadership potentials in all the members of staff. Inculcation of positive leadership potential in staff has been attributed for its ability to retain its staff as well as, allow employees work in tandem with management to attain organizational goals and objectives. Upcoming leaders in organizations have been indicated to increase the returns on the investments by the management. This emanates from the fact that, they are loyal to the organization and indicate high levels of inspiration. In this context, therefore, cultivation leadership skills in the organizations, according to Merkle, Rowitz and Wright (2007) can be indicated to be an asset of the organization. 4.0. Process of cultivating leadership potential in the staff Cultivating leadership potential in staff is a process that undergoes various processes. In the context of Radiography, the managers must act as role models to the staff. It is also recommended that the managers pose challenging situations to its staff, in order, to arouse their abilities to think and come up with solutions in the course of carrying out their duties while in the health facility. For leadership abilities to be portrayed in the employees, it is important that the managers are actively involved in professional organizations, so as they learn skills that they consequently impart on their employees. Through leadership training, the managers are able to ensure that their employees’ skills are updated, especially on evidence- based practice in the organizations as well as, acquire communication and interpersonal skills in the organization. Additionally, cultivation of skills such as leadership skills in the organization has been attributed for its abilities to allow the members of staff reflect on their performance and areas that need improvement (Raelin, 2005). 5.0. Leadership, a collective responsibility Leadership in the clinical setting is arguably a responsibility of the organization and not specific individuals. In their work, McKimm and Swanwick (2011), attempt to highlight the validity of the statement. However, it is worth taking note that leadership, at most times, is related by aspects of time, social systems, as well as cultural attributes of the system. In line to this argument, various types of leaders come up. Developing resilient leadership emanates from choice and accountability of leaders. Cultivating leadership amongst individuals allows the healthcare practitioners make tangible choices and recognize their abilities as leaders. Additionally, cultivating good leadership skills allows healthcare practitioners recognize their inner abilities to lead. Clinical leadership and management have had various definitions over the years. Leadership among the individuals in the hospital can be cultivated in a myriad of ways. Through intentional activities of managers, individual are likely to take from the examples of their leaders. In the case of the healthcare sector, mentoring and coaching opportunities can be used by the leaders to instill leadership skills in the minors (Friedman and Burke, 2011). The clinicians may be given an opportunity to take part in projects in the clinic, such as assigning the subordinates to lead such projects. Heading such projects creates an instance whereby the members of staff are able to internalize concepts that pertain to their clinical practice. Leadership, in this case, is developed through the members of staff getting involved in an ongoing process in the organization. The healthcare practitioners are also given an opportunity to take up challenges in the organization; in turn, develop innate leadership attributes. Jumaa and Jasper (2008) indicate that, in this context, leaders are able to share their ideas and skills with others in the clinical setting. Cultivating leadership skills in the workplace is also possible through distribution of tasks among the members of staff. In this context, the healthcare practitioners are able to grasp the skills of command and control. The health practitioners are able to develop skills and be pleased about the need for change, in regard to forms of power and multiplicity. Since leadership is a collective undertaking, refining leadership skills in the workplace allows the healthcare practitioners share a collective responsibility of working towards attaining the goals and objectives of the organization. 6.0. Forms of leadership In the context, of leadership and Radiography, it is important to shed light on the origin of leaders; whether they are born or made. For successful undertakings in the filed of Radiography, it is important that leaders take charge of the entire situation. Notable examples of leaders in Radiography include Marion Frank and Madame Curie who possessed attributes of leadership, a process that allowed them participate in making a change in their area of expertise. According to Coppola and Ledlow (2011) leadership is described as the process in which an individual directs a group of people in accomplishing the purpose and objectives of the organization. Whether formal and informal, leaders must steer the organization towards attaining its goals, through their decisiveness, communication ability, confidence and trust, problem solving ability and creativity. For leadership to be successful in the field of Radiography, the leaders must be well conversant with the various forms of leadership. Through charismatic leadership, the leaders are in a position to instill feelings of loyalty in their individuals while transactional leadership allows leaders to always be keen on their followers needs. On the other hand, transformational leadership has been credited for its ability too motivate employees towards attaining their goals while connective leadership is able to inculcate collaboration between the employees and employers so as to integrate the services for patients. Caution must be put on leaders in the field of Radiography, while they select the type of leadership that is fit for the organization. Authoritarian may be effective in attaining goals of the organization especially in times of emergencies but may not create a sense of belonging for the employees. Democratic style, on the other hand, may be useful if the organization has to ensure the goals and objectives of the organization are met. At times, it is also useful to incorporate Laissez faire, for employees to have their way and encourage flexibility in the organization. Leadership is continuous, in the context of Radiography; the leaders must ensure the goals of the organization are met through effective communication with employees. The leader in the field of Radiography is faced with numerous responsibilities. They have to make sure that the staff is organized, and the activities of the staff are organized throughout the day. They also must direct the subordinates and continually educate the members of staff in enhancing the quality of services they offer in the organization. Proper direction of the staff allows managers have an easier follow up of activities carried out by the employees. For successful leadership in the organization, managers must be keen to identify leaders with inborn characteristics of leadership so as to give them roles that will allow them exercise their talent. Such leaders are conversant to what extent to exercise their authority as well as, control the rewards by its subordinates, decision making as well as deal with situations in the organization. 7.0. Conclusion Conclusively in order to attain successful adaption of leadership skills in individuals, leaders must embrace the democratic style of leadership that, allows for staff participation in making decisions in the organization (Zaleznik, 1992). This form of leadership allows for development of staff towards attaining of the goals of the organization. If managers are involved in cultivating leadership skills in its staff, they are motivated towards attaining goals and objectives of the organization. Leadership skills allow the members of staff evaluate the effectiveness of patient care in the context of radiography. For collective leadership to apply in the organization, it is inevitable to escape the concept of team work and accountability in the hospital. References Bono, J, E., Judge, T.A., Gerhardt. & Ilies, R. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765-780. Coppola, N. and Ledlow, G. (2011). Leadership for health professionals: theory, skills, and applications. New York: Jones & Bartlett Publishers. Drasgow, F. &Chan, K.Y. (2001). Toward a theory of individual differences and leadership: Understanding the motivation to lead. Journal of Applied Psychology, 86 (3), 481-498. Friedman, L. and Burke, R. (2011). 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