Dr. Max Goodwin’s Leadership Style
Dr. Goodwin uses the transformational leadership style. The objective of a transformational leader is to bring about change that is permanent, self-perpetuating and momentum building ( Nanjundeswaraswamy et al., 2014 ). Therefore, such as leader is not afraid to make changes to an organization if such changes can improve the organization for the better. In addition, a transformational leader also concentrates on the development of his or her followers along with their needs ( Nanjundeswaraswamy et al., 2014 ). Dr. Goodwin’s decision to fire some employees was probably motivated by the need to change the organization for the better. Besides, upon consultation with the remaining employees, Dr. Goodwin approved their proposals with the hope that it will help bring out better results among his followers.
Dr. Goodwin’s Emotional Intelligence
Dr. Goodwin has not achieved emotional unity. He does not empathize with his employees, who he freely fires without showing any remorse. Dr. Goodwin is at the 4 th level of the emotional intelligence pyramid- self-management ( Drigas et al., 2018 ). The doctor has surpassed the emotional recognition level- the recognition of emotions as they are expressed, and the self-awareness level- possession of emotional consciousness, accurate self-esteem, and self-confidence ( Drigas et al., 2018 ). These levels enable Dr. Goodwin to realize how his emotions and how they affect his situation and those of other people. Self-management, which is Dr. Goodwin’s current level, enables him to control his reaction and avoid impulsive behavior and feeling. He is not affected by employees reaction to their firing; he is less reactionary to people’s attitude. He has, however, not achieved the ability to empathize with others.
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Opinion on Dr. Goodwin’s Decision to Fire the Cardiac Surgical Department
In my opinion, Dr. Goodwin’s decision to fire the entire department was not right. The Doctor’s decision to fire the department was because they prioritized billing over care. Such a practice could have been as a result of organization practice and culture. Therefore, rather than firing the entire department and leaving it functionless, Dr. Goodwin should have considered making policy changes. Besides, the hospital risks experiencing multiple lawsuits due to Dr. Goodwin’s decision.
Dr. Goodwin as an Innovative Leader
Dr. Goodwin showcases various characteristics of an innovative leader. He is willing to make changes to the status quo and try something new. His innovative traits were evident through his openness to suggestions from his subordinates. Although firing employees might be seen to be harsh, Dr. Goodwin was willing to take the risk just to see positive changes in the hospital’s care delivery.
Dye-Garman Leadership Competency Model
The “well-cultivated self-awareness” and the “compelling vision” are the two quadrants best describing Dr. Goodwin’s leadership quality ( Buell, 2012 ). As an individual will great self-awareness, Dr. Goodwin leads with conviction; he has specific values and beliefs, and is unafraid to take them whether if they are popular or not. He is also comfortable with tough situations. The doctor believes that firing some employees will help improve the state of the hospital. Therefore, although such a decision is unpopular among many employees, he still takes its because he has conviction in what he does. The compelling vision quadrant incorporates developing vision, communicating vision, and earning trust and loyalty ( Buell, 2012 ). During the meeting, Dr. Goodwin manages to communicate his intention to improve service delivery in the hospitals. In addition, he tries to facilitate his employees’ effort by offering the necessary support.
Interpretation of Dr. Goodwin’s Statement
Dr. Goodwin suggests that most of the professional in the healthcare system feel that they do not have the power to change anything in the system. Therefore, healthcare personnel tend to restrict themselves to the current state of the healthcare system. He, however, reassures the employees by telling them that they make up the healthcare system, and thus have the power to change it. I do not agree with Dr. Goodwin’s statement entirely. The healthcare system is controlled by multiple rules and regulations that require the Congress and multiple legislative processes to change. Therefore, although the hospital’s staff can try and change, they will still be restricted by the existing regulations. Besides, Dr. Goodwin’s effort to change the system will only be limited to the hospital. The professionals can only produce significant changes to the setup of the healthcare system by drafting and bringing forward transformative legislations.
References
Buell, J. M. (2012). Defining leadership. Healthcare executive , 27 (6), 18-26.
Drigas, A. S., & Papoutsi, C. (2018). A new layered model on emotional intelligence. Behavioral Sciences , 8 (5), 45.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in management , 7 (2), 57.
