Leadership explored 7
Leadershipexplored: Case 43- Small Businesses and Health and Case 52-AssignmentPreparation
of the Cases
Inthe case 43, John and Liza the owners of a boat repair enterprise arestranded concerning a decision to hire Robert, a skilled boatrepairer. The decision for them is hard given that Robert has a sickwife and this would be an expensive venture given the insurance costthat would be incurred on his hiring. The issue has been compoundedgiven the fact that the premiums that they are paying have risen by25% based on the habits that the employees have and the movement ofother employees from low risk to high risk. The owners need to makeanother decision concerning the insurance premiums given they havebecome costly. They need to improvise a plan that would be bearablefor them and their employees and they still need to contemplate ifthey should employ Robert.
Thesecond case 53 is on South Side Community Medical Center (SSCMC)where as a vice president in the human resource department, I havehired a new nurse, Anna, to be the vice president of nursing. The newemployee, vibrant and with the concern about the quality of serviceat the center, has put a requirement that all the nurses who do nothave degrees in nursing should go back t to school to obtain one. She is adamant about it because she believes based on researches donethat this will improve the quality of services that will be offeredat the center. The greatest fear concerning this policy is the factthat the employees may revolt against it. There is also the issue ofthe board of trustees and CEO who will not like the idea. Given thelocation of the center, recruiting BSN qualified personnel would behard since even on her appointment she was the only candidate who waswilling to relocate to rural Nebraska.
Applyingthe fishbone diagram to analyze the cause and effect in the cases,the analysis will be based on measurement, materials, methods,environment, workforce, and machines. In the first instance, theproblem arises from the leaders of the boat company inability tobalance their books. It also arises with their lack of knowledge ininsurance policies andhenceunable to decide on the best way to goabout the policies. This cause-effect is based on human resources,and the lack of the right machinery to use to set policies. Also,they have minimum knowledge on hiring processes in that they areconfused between balancing the value of the skills that the newemployee would offer as compared to the cost implication of hiring anemployee with a sick spouse.
Thesecond case issue has been contributed by the hiring of the newnurse. The hiring has been facilitated by need and is a good move.The new nurse is within her mandate to set new policies that shefeels would help the center grow. The problem is that she fails tounderstand the environment in which the center is located at and thedifficulty that exists with finding the requirements that she wouldwant. This cause-effect is based on the environment theme of the fishbone diagram. There is also the lack of qualified workforce to helpthe facility meet its goals (ASQ, 2016).
Contrastingthe Leadership Styles of the Two Cases.
Johnand Liza are bureaucratic as leaders. They do not involve theiremployees in the decision-making process, and they don’tcommunicate to them concerning the same. The two exhibits theprocessor type of leadership where they are working hard to make surethat the employees get the best environment to work in and thoseactivities run smoothly (F.R &Vries, 2016). Wanting the best fortheir employees will facilitate smooth interaction among employees inthe organization. The lack of communication is dangerous given thatemployees want to be involved in the decisions that affect them. Ondiscussion with the employees, John and Liza may discover that theworkers are ready to quit smoking or they may give them betterproposes on how to go about the premium payments. Anna as the Vicepresident(VP) of nursing in the second case exhibits coaching traitsas he wants to develop his employees though she goes about it thewrong way. She is also authoritative as seen with the policies thatshe sets for the organizations.
Coercivecan also be a description of the VP given how she provides timelinesfor the employees to meet the set deadlines. This kind of leadershipmay make it hard for the interaction of employees with theorganization. It may cause fear and in the end, lead to revoltsagainst the authority of the company.
Forthe two cases, the leaders may find it hard interacting with otheremployees and managers in other businesses (Vallabhaneni, 2008).Authoritarian leadership may be good but the way Anna uses itinstills fear and may scare away other leaders from otherorganizations they interact. The processor type of leadership isfavorable for Liza and John given that other leaders are in aposition to relate to such a value. They may even want to learn fromthe company given how successful the style has been for Liza’sorganization.
Communicationand its Effect to the Organization
Thetwo leaders, in both case studies, have not communicated well totheir employees. Communication is a powerful tool in leadership andif used well can get the best of results from the employees. Thepurpose of communication would be to inform the employees of thechanges that have taken place regarding policies, strategy, andplans. In the case of the boat repairing company, it would be idealto communicate the issue at hand and pooling up the thoughts of theemployees involves seeing if a reasonable decision can be reached. Inthe second case of the center in Nebraska, communication wouldprepare the workers for the need to improve their skills througheducation. Communicating the plan would also be ideal in that themanagement would get feedback from employees and this would be ameasure of the viability of the policy. Change management is acritical aspect when introducing new systems. A good way to managechange is by communicating the plans verbally or through non-verbalmeans.
LeadersNavigation through Professional Responsibility and Lessons that canbe learnt
Theleaders maintained their professional responsibility well given thattheir roles are to ensure that they run their organizations well.John and Liza are mindful of inflating costs at their company giventhat without controlling the costs a company incurs, it may be boundto fail. They are also aware of the talent that they add to theirranks and are keen to get the best of talents as was seen with howthey handle the case of Robert. Anna, in the end, manages his rolewell in that she involves the Human Resource department of herpolicies. The department is in charge of policy implementation andinforming them is what the professional ladder requires. She is alsoadvocating for the center to apply for the magnet status. Thisapplication is the right move ethically since the institute would beconforming to the standards of best care. The lessons from thesecases are on the need to strive for the best of standards for anorganization I am leading. There is the need to apply ethicalstandards throughout the leadership cause and to ensure that theorganization is spending within its means for it to survive.
Addressingthe Issues of Ethics, Diversity, and Inclusion.
Ethicsrequires that every individual is covered by the insurance that thecompany provides without segregation. John and Liza have ensured thatthey involve every employee in the policy that they take regardlessof the risk that different employees are exposed. They also don’tsegregate Robert based on his sick wife but evaluate him based on theskills that he has. Anna is inclusive in her policies in that shesets a policy that requires every individual to upgrade theirstudies without segregation. The policy on employment takes on theadvantages of the diversity of employees that exist in the nursingfield. It is also ethical for leaders to fully disclose the positionof their finances as was done by John and Liza (Kliem, 2012). Theselessons are an eye opener for other leaders given that disclosure ofthe books of account is important for any organization. Also,employees need to be included in the decisions that companies make. Agood example would be on how Google carries out their activities.Every policy made is employee oriented and always involves theemployees (Vallabhaneni, 2008 p.81).
ASQ.(2016,11 03).Fishbone(Ishikawa) Diagram. Retrieved from ASQ:asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.html
Ethicsand Project Management.
Kliem,R. L. (2012). Ethics and Project Management.CRC press.
F.R,M., &Vries, k. d. (2016, 11 03).The Eight Archetypes ofLeadership. Retrieved from Harvard Business Review://hbr.org/2013/12/the-eight-archetypes-of-leadership
Vallabhaneni,R. S. (2008). Corporate Management, Governance and Ethics BestPractices. New Jersey: John Wiley & Sons Inc.