Strategic leadership in LDRS 501, created a vision for us to challenge our way of strategic thinking. It is a formal and emergent process that provides us with strategic choices and have room for spontaneous evolution.
Moving forward, I believe the most important competencies to me and my organization:
1. Demonstrate vision with strategic leadership (Hughes, Beatty, Dinwoodie, 2014)
Demonstrate vision with strategic leadership is one of the competencies I will always employ at my workplace when leading team. A shared vision centered on a commitment to meeting the patient’s needs. The value of developing and communicating a vision people can see (Hughes, 2014, p.66) is to successfully manage any change to align the personal and organizational conduct with professional standards to attain successful performance. Commitment as explained by Hughes et al. (2014, p.66) “depends on whether the organization has clear and compelling aspirations.” Strategic leadership task at this level is aspiring members to embrace higher levels and quality of efforts and enact the organizational vision.
Becoming an effective visionary leader with strategy is learning to see potential in individuals and initiative in an organization. Then enact on a strategy to develop the vision required to step back to see the big picture (Hughes, 2014). Reframing as defined by Hughes (2014) as “seeing things differently, including new ways of thinking, organizational challenges and questioning or restating the implicit beliefs and assumptions that are often taken for granted by organizational members” (Hughes, 2014, p.79). “The vision helps drive execution because it communicates the results an organization expects over a specific time frame and it becomes the context for organizational goal setting” (Lepsinger, 2010). Finding the gaps and assessing where I am now and my organization as well versus where I want to be within my organization, starts from a “broader performance target to more specific program and projects” (Lepsinger, 2010). Measuring progress towards my vision start by rating my current performance, then, identify the specific program and projects to reach a standard of excellence (Lepsinger, 2010). Strategic leaders propel their organizations through successive iterations of a learning process to reach optimal success. Additionally, it’s the iteration in a continuous cycle in the organization strategy process; “that views successful strategy as operating in an ongoing state of formulation, implementation, reassessment, and revision” (Hughes et al., 2014, p. 21-23), and align with mission, vision, and values of the organization. Considering strategy as a selection of choices influences the best decision when achieving a specific goal to the precise extent.
2. Create an environment that supports and foster capabilities (Lepsinger, (2010); Hughes et al., 2014)
Leader’ choice of being honest and real with their employee and make choices in the face of conflict and policies, and attend the human element of the system. “View the environment from the perspective of human, informational needs and focus on the environmental/informational patterns that have the potential to make it easier for people to help themselves” (Kaplan & Kaplan, 2009, p.329), and foster learning along the way. Supportive environment as suggested by Kaplan et al. (2009) “must speak to the human desire: to explore, to understand, to enhance competence, to be part of the solution, and to participate with others toward meaningful goals” (p. 338). Therefore, the ability to understand human qualities and create environments that bring out the best in people resulting in a new direction, alignment, and commitment of the employees in service to achieve organizational performance potential. Hamel and Prahalad support the idea of “the organization should create their own environments, rather than adapting to existing ones” (Ungere, Ungere, Herholdt, 2016, p.36). Three conditions that are important for the performance of individuals that has positive impacts on the performance outcomes of the organization at large: “the motivation to perform, the ability to perform, and a work context that provides an opportunity to perform” (Blumberg & Pringle, 1982; as cited in Hughes, et al., 2014, p. 232). Therefore, I will provide the employees and students the opportunity to steer the conversation and contribute when staring the brain swarming process as a team. Ensure clear communication either direct or indirect and confirm everyone is on the same page. Mapping out individual goals on a set timeline, then, they can see how they need to progress. Furthermore, use a teamwork contribution in performance review to enhance team progress.
3. Building organizational decision making (Hughes et al., 2014)
Decision making is a very complicated process that involves interaction among multiple subsystems of the brain (Lepsinger, 2010). Maximizing the group’s emotional intelligence described by Goleman, Boyatzis, and McKee (2015, p.10) as rising its collective self-awareness, self-management, social awareness, and relationship management will increase decision quality if the participants have the relevant information and problem-solving skills. Therefore, the decision-making process and accountability of leaders will have an impact on steering the strategic direction of the organization (Hughes et al., 2014). Viewing decision making as navigating through trade-offs will help to make a conscious selection of action, optimizing the organizational objectives and remove the stress associated with making a decision. Evidence-based Decision-making tool will provide “a good quality based on a combination of critical thinking and the best available evidence” (Stonebraker & Howard, 2018, p114). Therefore, I will use a combination of activities adapted from Rousseau (2012) as follow:
1. Use of the best available scientific findings.
2. Gathering and attending to organizational facts, indicators, and metrics systematically to increase their reliability and usefulness.
3. On-going use of critical, reflective judgment and decision aids in order to reduce bias and improve decision quality (Stonebraker & Howard, 2018, p114).
Additionally, Employ evidence-based practice and integrate the best research with clinical expertise and patient values for optimum care, and participate in learning and research activities to the extent feasible (Greiner & Knebel, 2003). Lastly, considering other tools when weighing evidence like a decision tree, Pros and cons may bring more choices and develop a considerable path to take.
The competency that may not be important to me or my organization at this stage:
Business perspectives: when adopting the stand-alone model to business, where it is not possible in the current economic climate. “It has little value on the organization through synergy” (Galbraith, 2014, p. 256). Modern healthcare does need consolidation or integration to this model to meet the breadth of the needs of health care providers. Therefore; the stand-alone competency might not apply to my leadership context at this point. However, once the organization assumes accountability for each consolidated service, therefore, the working solution is to provide quality service to all participating organizations based on a service agreement. Furthermore, achieves specific cost savings through more collaboration and standardization and integrated structure to increase buying power and shared resources (Provincial Health Services Authority, n.d).
The three principles I found most important to bring to my organization are:
1. Create culture built on service and virtuous leadership (Ungere, Ungere, Herholdt, 2016) that serve patient first.
Creating a culture built on service, excellence and transformational approach develops cohesiveness, collaboration, and sustainable relationships for a tremendous turnaround in any organization. “The transformation would require commitment from all of us as leaders” (Northouse, 2013, p. 223). Hughes et al. (2014) noted, “strategic influence is expansive: ……, exist in an environment of cross-cultural work, require virtual team interacting with other virtual teams, involves a diverse workforce, and can expand the organization itself” (p.175). Therefore, the principle serves to create cohesion inside a given group, and the strategy reflects in the coherence and alignment of the collective actions of the group inside the organization. Healthcare professionals should provide patient-centered care (Greiner et al., 2003) as an interdisciplinary team and communicate cooperation, collaboration to provide quality patient care and prevent long-term complication. Emphasizing evidence-based practice and integrate care where quality improvement and measure always in place to identify and mitigate errors to support the decision-making process in the context of the organizational culture and serve patient safety first. To reach this point, I will be committed to implementing the Transformational Servant Leadership approach into my department to reach the organizational MVV.
2. System thinking and Strategic thinking (Hughes, Beatty, Dinwoodie, 2014; Ungere, Ungere, Herholdt, 2016)
Effective strategic thinkers can discern the interrelationships among different variables in a complex situation (Hughes et al., 2014, p.92). The power to understand the situation systematically and “the importance of practicing collective strategic thinking and make common sense with others (Hughes et al., 2014, p.92) will help to understand the situation and reaching ultimate goal and commitment. According to Ungerer, Ungerer, Herholdt,(2016, p.15) and their seminal work, I identified some old economy thinking and practices in the past that require adjusting to becoming a more effective strategic leader. My old economy thinking includes Leadership as position and hierarchic power. When leadership perceived as title granting access to a platform for personal gain, rather than a privilege or partnership resulting in an opportunity to serve; we will continue to find ourselves in a crisis of leadership. Recognizing the limited resources and being driven by repeating ideas and languishing the challenges because the title makes my leadership context unable to see beyond the patterns set in the minds within the restrictive practices in the organizational structure. Poor leadership cripple business and ruins economies and loses its uniqueness and purpose. A new initiative into my leadership context may have a unique insight and opportunity for growth and make an effective change into my organization to fulfill the Vision, Mission, Value. Christo Nel developed a view of new economy leadership practices as a response to old economy way of doing things. He states, “every facet of leadership practices and organizational life is an extension of deeper underlying values” (Ungerer et al., (2016, p.15). As a result, adopting new economy thinking through practicing servant leadership and stewardship in one side, and unleashing energy and diffuse leadership on the other hand.
Navigating solutions for crafting the big picture required a valid change to my leadership process. The transformation to a new-economy value perspective, whereby, needed leading differently by serving the interest of others – where patient care is the potential. Planning to have effective change and use the genuine ‘both/and rather than either/or leadership’ to embrace a paradox thinking (Ungerer et al., (2016, p.15) approach and learning opportunities like curiosity, Inquiry, humility, open to a new advice, and collaboration with others (Hughes et al., 2014, p. 21) to reach an optimal solution.
3. Change readiness and clarify assumptions (Lepsinger, 2010)
The term readiness evokes “a state of being both psychologically and behaviorally prepared to take action (i.e., willing and able).” (Weiner, 2009). Diverse teams can challenge assumptions and mental models more efficiently and develop solutions that are acceptable and will make sense to a wide variety of stakeholder grouping (Ungerer, Ungerer, Herholdt, 2016, p.252). “Implementation entails collective (or conjoint) action among interdependent individuals and work units. Coordinating action across many individuals and groups and promoting organizational learning are good examples of collective (or conjoint) capabilities” (Weiner, 2009). Therefore, the ability to appropriately analyze the problem, assess the risk and manage the reaction of the employees is part of the change management process. Musselwhite & Plouffe (2010) note change mechanisms should encourage clear goal alignment across functions, the ability to integrate change into existing systems, accountability for results, and reward systems that reinforce desired change behaviors. “The people tend to participate in cross-functional teams” (Galbraith, 2014, p.140), where everyone interacts on the execution of common goals; thus, they can connect to everyone else frequently. When making a change, I will adopt Hughes et al., ‘s principles as follow:
1. Clarify the assumption
2. Collect the information and chartering the team
3. Navigate possibilities and strategic options and risks.
4. Weigh the pros and cons
5. Collaborate between disciplines and cross-functional teams
6. Formulate action plan
7. Follow action plan
8. Assess the outcome
9. Encourage commitments and sustain the desired change.
Through iteration between the nine elements as mentioned above, I have to keep in mind the greater readiness leads to more successful change, implementation when organizational members are more likely to initiate change and exert more effort in supporting the desired change.
The three least important principles to my organization and me:
1. Lean canvas model (Ungere et al., 2016)
I found this model more product-centric approach deals with customers demanding on having the best product; therefore, is not suitable for health care system. Instead, lean thinking approach is a “people-centric” strategy which recognizes the people are doing the work, they understand their problems best and have good ideas of how to solve those problems. The focus on patient-centric approach, now, everyone in a position to find problems that are standing in the way of providing patients with the best quality faster at an acceptable cost.
2. Multidimensional structure, and its application (Galbraith, 2014).
For instance, product and component team combination as described by Galbraith (2014) has no place in my organization, especially when dealing with patients and results. Simple team design, with end to end responsibility for its task, will add more value to the leadership context in my organization.
3. Take aggressive action to avoid the commitment dip (Lepsinger, 2010)
I believe, committed employees bring added value to the organization, including their determination and proactive support, high productivity and an awareness of quality. A non-committed employee can work against the organization and hold back the organization success. Therefore, “Servant leadership is considered as a controllable independent variable that affects the dependent variable of organizational performance.” (Aij & Rapsaniotis, (2017).
The least useful course text is
Galbraith’s text “Designing Organizations” does not imply to my organization. I do not see much opportunity to bring to my organization at this stage. Furthermore, I do not see Galbraith has described any of the applications, that, will apply to my work and my personal life at this point. However, I did have some benefit from reading through the concept of designing an organization that may consider some takeaway lessons. Thank you, Galbraith, (2014)!
Reference
Aij Kh, Rapsaniotis S. (2017). Leadership requirements for Lean versus servant leadership in health care: a systematic review of the literature. Journal of Healthcare Leadership. 9,.1-14. doi.org/10.2147/JHL.S120166
Galbraith, J. R. (2014). Designing Organization: strategy, structure, and process at the business unit and enterprise level. San Francisco: Jossey-Bass. ISBN:978-1-118-40995-4
Goleman, D., Boyatzis, R. and McKee, A. (2015) Primal leadership: learning to lead with emotional intelligence summery. Retrieved from: https://create.twu.ca/ldrs501/activity-0-2/
Greiner, A., C., Knebel E,(Eds.). (2003). Health Professions Education: A Bridge to Quality. Institute of Medicine (US) Committee on the Health Professions Education Summit. Washington, DC: National Academies Press.
Retrieved from: https://www.ncbi.nlm.nih.gov/books/NBK221519/
Hughes, R. L., Beatty, Collarelli-Beatty, K., & Dinwoodie, D. L. (2014). Becoming a strategic leader: Your role in your organization’s enduring success. San Francisco, CA: Jossey-Bass.
John S. Toussaint, Leonard L. Berry (2013). The Promise of Lean in Health Care. Mayo Clinic Proceeding, 88 (1), 74 – 82. doi.org/10.1016/j.mayocp.2012.07.025
Kaplan, S., & Kaplan, R. (2009). Creating a larger role for environmental psychology: The Reasonable Person Model as an integrative framework. Journal of Environmental Psychology, 29(3), 329-339. Retrieved from: https://ezproxy.student.twu.ca:2132/science/article/pii/S0272494408000960?
Lepsinger, R. (2010). Closing the execution gap: How great leaders and their companies get results. San Francisco, CA: Jossey-Bass
Musselwhite, C., & Plouffe, T. (2010, June 02). Four ways to know whether you are ready for change. Retrieved from https://hbr.org/2010/06/four-ways-to-know-whether-you
Northouse, P. G. (2016). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications. ISBN 971452203409
Provincial Health Service Authority (n.d). Lower mainland consolidation. Retrieved from: http://www.phsa.ca/about/accountability/lower-mainland-consolidation
Stonebraker, I., & Howard, H. A. (2018). Evidence-based decision-making: awareness, process, and practice in the management classroom. Journal of Academic Librarianship, 44(1), 113-117. https://doi.org/10.1016/j.acalib.2017.09.017
Retrieved from: http://eds.a.ebscohost.com/eds/detail/detail?vid=1&sid=7de52f08-0795-420d-9fc0-842d3284f63c%40sessionmgr4009&bdata=JnNpdGU9ZWRzLWxpdmU%3d#AN=128392848&db=lxh
Ungerer, M., Ungerer, G., & Herholdt, J. (2016). Navigate strategic possibilities: strategy formulation and execution practices to flourish. Randburg: KR Publishing. ISBN 978-1-869-22623-7. Retrieved from http://ezproxy.student.twu.ca:2956/eds/ebookviewer/ebook/ZTAwMHhuYV9fMTQyNzAyOF9fQU41?sid=978ecd5d-68db-489c-9ecb-1f013269a988@sessionmgr4010&vid=2&hid=/&format=EB
Weiner, J., B. (2009). A Theory of Organizational Readiness for Change. Implementation Sciences, 4,67. Retrieved from: https://doi.org/10.1186/1748-5908-4-67