Through this program, I have attained skills and knowledge that puts me at level four of the leadership competency outlined by the national center for healthcare leadership. The program has greatly equipped me with skills and knowledge on holding people are accountable both in adhering to the standards as well maintaining high performance as required by level one of these leadership competency models (Holdych, 2011). I have been taken through basic ways of communicating the requirements of each job and responsibility as well as the expectations of such responsibilities. Moreover, I can set limits and targets that are high yet practically achievable. Moreover, the program has enabled me to be able to demand high performance by enforcing new and higher standards of performance. The program has equally equipped me with confrontational skills particularly for team members who fall short of the expected performance. Moreover, I can effectively create an accountability culture in the healthcare setting. The skills and knowledge outlined have equipped me to pass level one of the leadership competency model effectively.
The program has also equipped me with specific knowledge and skills that have effectively helped me to pass the level 2 of this leadership competency model. This level is mainly concerned with an orientation to achievement. It requires one to be able not only to achieve but also to surpass expectations of achievement (Holdych, 2011). The program has been halpful because I am motivated to do my job better. I have the desire to continuously improve my performance and equally get frustrated whenever I perform dismally. Moreover, I can set personal standards and progressively measure and monitor my performance about the personal standards that I have set.
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I proactively take steps that help me address my shortfalls in performance and continuously improve my performance. I further set higher and straining standards for both other people as well as myself that stretches and maximizes on our competencies and our abilities to strive to break the record and achieve goals that have not been achieved before in the context of my healthcare facility setting. I am equally able to undertake a cost-benefit analysis in decision-making. Finally, I can take calculated risks that have potential for and positive returns in any given circumstance. These knowledge and skills are relevant to the second level of leadership as outlined in the leadership competency model.
Thirdly, the program has equipped me with analytical thinking skills that are relevant to level 3 of the leadership competency model. Through this training, I can understand issues, problems, and situations by breaking them down in a way that enables me to see their implications stepwise. Furthermore, I can identify causes of any problem or situation and relate them to the effects of such situations or problems (Scott, 2010). I identify multiple factors that lead to a certain situation or problem and equally analyze the multiple effects of such problems or situations (Holdych, 2011). Furthermore, I can break down problems into small components or causes and equally craft a solution that addresses each of the small components causes a problem. These knowledge and skills constitute the basic requirements for level three of the leadership competency level.
Lastly, I am at the fourth level of the leadership competency model as already mentioned. This level mainly assesses one’s ability to manage and lead change within the organization. A leader at this level of leadership is expected to be able to identify areas that need change within the organization proactively. Such a leader must also be able to articulate the vision for change by explaining the specific things or processes that require change and define the appropriate change to be implemented (Holdych, 2011). Furthermore, the leader is required to be able to challenge status quo by providing a higher alternative through change and comparing the results of such change with the status quo. Moreover, this level of leadership requires one to take charge of change implementation process. It is also cognizant of the turbulence that comes with organizational change and requires one to be able to control team members during such times of turbulence. As such, the leader must be reassuring and able to provide calm during the turbulence that comes with change (Dreachslin, Weech-Maldonado, Gail, Epané, & Wainio, 2017). This program has equipped me with all the above skills relevant to the fourth level of the leadership competency model.
In my desire to move to the next stage of leadership, I will need skills and knowledge that helps me to not only be part of a team but also to create and coordinate teams effectively. As such, I will need to support and defend decisions collectively arrived at in teams (Holdych, 2011). Furthermore, I will need to work on skills that enable me to do my part of the larger work of the team and effectively coordinate my potion of work to that done by other team members. Furthermore, I will need the skills in acknowledging the unique contribution of each member of the team and showing a positive attitude towards them. Such skills will be essential in creating teamwork, which is an important component of this level of leadership.
Personal Vision Statement
I will practice as a Nurse with high integrity and commitment to being accountable to all stakeholders in the nursing profession while setting and enforcing high standards in practice and continuously improving systems to enhance my ability as well as the ability of other nurses to meet and surpass their goals and objectives.
Personal Mission Statements
I seek to offer leadership to the healthcare systems that inspire participants in this sector to achieve the highest possible goals in nursing by creating an environment that fosters continuous measurement and evaluation of performance as well as managing change that is relevant to the effectiveness of the healthcare organization I that work for.
Personal Values Statement
I am committed to executing my professional roles in a transparent, accountable, reliable and exemplary way while upholding the highest stands of integrity in all aspects of my leadership and professional roles.
The major healthcare facility that I hope to work for in future is the John Hopkins Hospital. The vision statement for this organization highlights its commitment to research and discoveries in healthcare and medicine with the view of continuously improving the healthcare provided at the facility. The mission statement of this organization demonstrates its commitment towards enhancing higher standards in healthcare through fostering research and education in medicine and overall healthcare with the view of preventing diseases and effectively diagnosing and treating illnesses. The values upheld in this organization include leadership and integrity, excellence and discovery, respect and collegiality as well as diversity and inclusion (Rego, Araújo & Serrão, 2015). The ethical code of conduct requires all employees of the organization to treat patients as well as their visitors and family members with utmost respect. Moreover, the employees are required to communicate with team members as well as patients and their families in a manner that is open and direct. Moreover, they are required to resolve conflicts in a cordial and non-threatening manner. Cost-benefit analysis and financial data are equally very critical for this organization in making decisions that require expenditure (Rego, Araújo & Serrão, 2015). The institution has a blended governance structure that incorporates the leadership of John Hopkins University as well as the John Hopkins hospital.
My leadership skills and personal statements will fit in this organization in different ways. First, my leadership ability to take calculated risks perfectly fits well with the organization’s use of financial records in making decisions. Secondly, aspects of accountability, integrity and high standards in practice outlined in my vision statement perfectly fit in the mission and the vision statement of this larger organization. Lastly, my leadership skills in managing change will equally be relevant in the institutionalization of change arising the continuous research and innovation that this hospital seeks to foster.
I will need to achieve several leadership stretch competencies as a way of fostering my fit in this organization. First, I will need to work on the leadership competency on teamwork (Dreachslin, Weech-Maldonado, Gail, Epané, & Wainio, 2017). This organization values teamwork and particularly a positive attitude towards team members. Therefore, I will need to be a team player and develop skills of managing members within a team (Scott, 2010). Furthermore, I will require the leadership competence of communication skills as a way of complying with the code of conduct on communication within this organization.
Conclusion
In summary, this program has enabled me to chive up to the fourth level of leadership as outlined in the leadership competency model. To achieve the fifth stage of leadership, I will require gaining knowledge and ability to work in teams and be an effective member of a team. The organization that I hope to work for in future is the John Hopkins Hospital. My vision, mission and value statement comply with those of the organization. Moreover, my leadership skills are equally relevant to the requirements of this organization. However, I will require improving the leadership competencies of teamwork and communication skills.
References
Rego, A., Araújo, B., & Serrão, D. (2015). The mission, vision, and values in hospital management. Journal of Hospital Administration, 5 (1), 223-244.
Holdych, J. (2011). Practitioner Application: Leading for Quality in Healthcare: Development and Validation of a Competency Model. Journal of Healthcare Management, 56 (6), 382-384.
Dreachslin, J. L., Weech-Maldonado, R., Gail, J., Epané, J. P., & Wainio, J. A. (2017). Blueprint for Sustainable Change in Diversity Management and Cultural Competence. Journal of Healthcare Management, 62 (3), 171-183.
Scott, E. S. (2010). Perspectives on healthcare leader and leadership development. Journal of Healthcare Leadership, 2 (1), 83-96.
