26 May 2022


Dr. Max Goodwin's Leadership Style

Format: APA

Academic level: Master’s

Paper type: Essay (Any Type)

Words: 300

Pages: 1

Downloads: 0

The leadership approach taken by Dr. Goodwin’s can best be described as transformational leadership. He is not afraid to initiate change and seeks to inspire the workforce to trigger change themselves. It is in this regard that he allows the doctors to make suggestions that would challenge the status quo of the hospital that has been accused of massive corruption cases. 

Dr. Goodwin has a strong sense of emotional intelligence. Raz & Zysberg (2014) define emotional intelligence as the ability to remain aware of and control emotions and interpersonal relationships empathically and judiciously. Despite having personal problems, he has managed to solve his professional duties diligently. He also manages his emotions well while laying off the doctors working in the cardiology department. 

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Although it was done most professionally, firing the personnel within the cardiac surgical department was the most effective strategy. The doctors in this section were responsible for the downfall of the hospital. They placed billing ahead of the health of the patients. As such, they were not only unprofessional but also unethical, and this warranted their firing. 

An innovative leader comes up with strategies, short-term, and long-term goals that they need to accomplish. However, this trait is not seen in Dr. Goodwin. Instead, he relies on the ideas of others to achieve the goals of the hospital. Thus, he can best be described as a democratic leader. The Dye-Garman Leadership Competency Model that could best describe him includes well-cultivated self-awareness and masterful execution as seen in his firing of the staff. 

Based on the competency theory, self-awareness and masterful execution are two factors that determine competence in an individual and further highlight their ability to achieve outcomes. In the statement highlighted, Goodwin stresses that change begins with the doctors. It is only when they alter their practices and attitudes that the hospital will acquire the much-required success. I agree with the statement because employees are the core of an organization’s operations, and thus change must begin with them. 


Raz, S., & Zysberg, L. (2014). Emotional Intelligence : Current Evidence From Psychophysiological, Educational, and Organizational Perspectives. Hauppauge, New York: Nova Science Publishers, Inc. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=e900xww&AN=941571&site=eds-live 

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