ORGANIZATIONAL EFFECTIVENESS AND LEADERSHIP SKILLS

ORGANIZATIONAL EFFECTIVENESS AND LEADERSHIP SKILLS

By Matt Stone QHCusa 2010

Both organizational effectiveness and leadership skill is built upon interpersonal and intrapersonal strengths, an elucidation of key trends affecting contemporary health care organizations and their path ways of team building. As Healthcare Administrators, it is important to identify personal proficiency skill sets of those we lead, an ability to maximize Transformation Competencies Theory within work group dynamics, fostering sustainable goals as a foundation to maximize collaborative efforts and competencies.
To maximize Transformation Competencies and Theory within work group dynamics, an assessment of behavioral strengths is paramount. An understanding of behavioral or Personal Classical Patterns can aid an effective leader in view of Transformation Competencies Theory. Leadership as well as staff members can understand his or her unique Personal Classical Pattern Profile by taking a DiSC Classic 2.0 evaluation analysis of their own unique styles of behaviors.

For example, my Personal Classical Pattern identified in the DiSC 2.0 assessment is Appraiser. Although there are many identifiers, Goodman (2010) identifies Appraiser strengths as competitive, assertive, detailed planner, and critical thinkers offering creative ideas. Appraiser’s strengths are also about serving purpose to promote direct methods to accomplish sustainable result and quality. Goodman (2010) also sees Appraisers as supportive towards team members to see the bigger picture, assuring rational of proposed mission, vision and values of an organization.

An area for improvement for Classical Pattern Appraisers is approach to caution towards others when trying to accomplish results too quickly (Goodman, 2010). For instance, Appraiser can often be too direct in their approach towards others to reaching goals because of our competitive nature, always wanting to win at any cost. Although, with good intentions, and this is true, Appraisers can come across as too authoritative, forward or too aggressive in the eyes of others but at the same time, pleasant to collaborate with (Goodman, 2010).

Goodman (2010) suggests this trait is a consequence from fear of failure. As a result, a flavor of self sabotage exists because these ideations or feelings can lead to a sense of pressure or restlessness, even critical and impatient of self and of others, however, Goodman (2010) also supports, an Appraiser is a great candidate to promote collaboration among team members fostering stellar team dynamics, and viewed as being a positive team player and pleasant to work with by others. Since we now have an understanding both positive and areas to yield of how behavioral traits are identified from our Classical DiSC 2.0 Pattern profile analysis, we can be sensitive in our approach to promote stability within work group dynamics, especially, as a cohesive relationship both Health Leadership and Transformation Competencies.

Transformation Competency is one of three domains of our Health Leadership Competency Model for healthcare professionals and offers sub domain skill sets related to key trends affecting contemporary health care organizations, such as Achievement, Strategic Planning, Community Orientation, Analytics and Innovated Thinking (Sachs, 2005). These skill sets are cohesive to our cultural relationships within an organization, and to our community, especially, interaction among diverse consortiums throughout the continuum of care promoting Quality, Access and Cost.

Rational to endorse Transformation Competencies is to promote proficiency, organizational goals and improved leadership status. In support, Sacks (2005) theory is to enable collaboration efforts through four levels of core competencies. Competencies for health care career cycles, is about ability to strengthen practice through academic research, defining continuous support, and diversity while promoting a culture of safety (Sacks, 2005).

Future exploration through best practices is noted, such as, why and how paradigm shifts influence collaboration among employee relationships, for instance, behavioral traits and cultural differences both employee and leadership. Studer (2008) theory titled the “we they” phenomenon, is a trait of evidence based leadership theory, specifically, "manage up" to improve performance and how administrators can effectively bridge the gap between organizational leadership, key tactics and breakthrough.

In conclusion, an evidence based approach to proficiency levels is through effective collaboration patterns and behaviors, moreover, an understanding of inter and intrapersonal behaviors fostering effective leadership traits and work group dynamics. Our theory here is essential to identify such barriers hindering our three elements within our Health Leadership Competency Model, Transformation, Education and People, Moreover, as we face EMR adoption and already fragmented health care system affecting our dynamic trio of Quality, Access and Cost.

To identify your own personal behavioral evaluation and understanding, I encourage you to take the DiSC 2.0 Classical Profile Pattern evaluation at http://www.internalchange.com/

References:
Goodman, J. (2010). Disc Classic 2.0. Center for International Change. Mount Prospect, IL: Inscape Publishing.