I decided to go back to MDA in order to do an executive director interview, Lauren Herringdine, due to the experience of walking into that organization the first time. The executive director was very friendly, and busy, but was able to describe her leadership style as very team oriented. Having been an employee of MDA for many years and then becoming the executive of the organization, she believes that leading by example and holding weekly meetings to go over goals and expectations helps keep employee moral up and everyone working well together. She relies on her staff in order to ensure that sustainable change is being properly delivered, because this is a small organization that covers a vast service area it is important that her entire staff …show more content…
This enables them to work smarter and not harder in order to ensure their message is reached by a broad audience. She also explained that they prefer to work together with outside agencies in order to ensure that no competition exists. This enables them to focus on the client, rather than funding as the agencies are able to work together within the community with one goal in mind. They also reach out to non-profits they may not have a connection with throughout their communities. These connections are able to come together to raise greater awareness for their cause and ensure the focus remains on the client at all …show more content…
From there she went into the healthcare side of MDA and worked on fundraising projects. While she said she had no formal training for this position, she has the heart of the mission. As a result of this she is driven to learn more in order to become the best director she can be and the best leader for her team that she can be. In this same breath, she said being a team leader can be a challenge as the director. Each team member is different and works different, therefore, finding a way to ensure everyone is working towards the same common mission is a great challenge at times. Consequently, being the executive director of an organization that works with their families so much, makes it a very rewarding position. She also enjoys attending the summer camp, as the children are able to be children and not worry about their disease or worry about being made fun of. By having a great team, she said she is very fortunate to be a part of something that is across the country touching so many families. On a side note she also explained that a great accomplishment is meeting the 1.2 million dollar budget and knowing that 77% of that money goes back to the
In this assignment I will be discussing the follow up questions following Chapter Ten in the assigned reading. The assigned reading is called “University Hospital,” The questions I will be answering are; Do you think the scenario in this case is unique to University Hospital, or do other academic medical centers approach HRM and HIT in a similar piecemeal, ad hoc fashion. What suggestions would you provide to the senior management at University Hospital to improve HRM and HIT functions? I will also be providing my research to back up my findings to the assigned reading.
...ly available to hear staff needs and concerns. I think this is truly an outstanding thing to do and I wish that more administrators/ leaders would apply this practice. In relating the interview to the text I found remarkable similarities. The talk of change, empowerment, organization decision making, autonomy, Magnet, authority, over all leadership practice, and its importance were all covered during the interview process. Although intimidated by this project at first I found it very insightful and valuable. It was interesting to obtain a perspective of these various topics from an upper level administrator within the institution. Furthermore this exercise has made me think more about my personal leadership style. It has allowed me to identify my strengths and weakness in which I must focus on to become a more effective and desirable leader with in the organization.
I am now the Vice President, and along with the other officers, we oversee over 120 members. We visit local elementary schools and tutor the kids twice a week. Furthermore, we conduct service projects every quarter, such as harvest drives and toy drives. Last year alone, we collected over 1,100 toys for a local orphanage and over 125 cans of soup. Although the year is young, I feel very optimistic about the things we will achieve and the impact that we will continue to make.
The children go away for a week to attend these camps. They are so excited
LEADERSHIP BRIEFING PAPER Leadership Briefing Paper After spending your entire working life in one giant corporation that went down overnight; investing most of your retirement in stock options that plummet to zero; you are suddenly jobless and your retirement money is gone. Yet, perhaps even more threatening; our skilled and managerial jobs are steadily going abroad, due to poor corporate ethics. The crisis of poor ethics has jeopardized public trust, caused an erosion of organizational cultures, created human suffering, caused unemployment, and profit losses. Poor ethics
Chad Miller, manager of Buffalo Wild Wings in Dubuque, excellently showcases leadership characteristics each time I work with him. Throughout my one and a half years working underneath him, I have witnessed many great exchanges of leadership from Chad to customers, employees, and his other managers. He remains professional, shows his passion for the sports within the restaurant, as well as the food and atmosphere, clearly communicates effectively, and has inspired many people to move up within the company. However, another great example of leadership comes from the Director of Student Life, Diversity, and Leadership of Northeast Iowa Community College, Kara Popp. She exudes professionalism, while maintaining a light atmosphere during the time I work with her. Her communication style clearly shows her passion for the school by consistently instilling excitement and enthusiasm into her audiences. As president underneath of Kara, I have transformed into a proper leader. Although my previous leadership experience, as an 18 year old manager at a McDonald’s restaurant, showed my immaturity throughout my tenure, but beca...
I chose to interview Regina Geis, who holds the administrative role as acting supervisor for the County Mental Health adult day program, which provides services for individuals with intellectual disabilities. Ms. Geis has held this position for 15 months. This is her first managerial position within a human service agency. Her style of management has changed over this short period of time. She feels that she is now more direct with her direction with staff. She stated, “Maybe now I come across as a little bit cold. But I have learned that I now have to use the least amount of words to get my point across.”
After Bill George and Peter Sims interviewed all 125 managers, they found a common thread throughout each of their interviews: their life stories impacted their passion to lead. After expe...
This is a nearly 40-minute interview. The object of this interview is the leader of a community medical centre. This medical centre has five physicians, two nutritionists, one occupational therapist, a nurse and three service desk receptionists. This medical centre serves the community of more than five thousand patients now. After the interview, integration of the following eight items in this leader’s characteristics and traits.
During my interview with Regina Martinez, BS RN and currently an Assistant Director of a home health agency, I discovered her leadership style matched the above quote. Martinez had extensive experience in management prior to joining the medical field. As a single working mother, she worked her way up from waitress to manger of a popular seafood restaurant. However, her dream had always been to become a nurse and she began her medical career as a certified nurse’s aide (CNA), while working through college. She graduated from nursing school with a Bachelor’s degree in Science and has been a Registered Nurse (RN) for more than two decades. She quickly earned the respect of doctors and fellow nurses, becoming a Charge Nurse on the floors she worked. She has worked as Medical Surgery nurse, emergency room, and as Director of Nursing for home health and long-term care facilities where she was responsible for over 150 employees.
Additionally, the leader motivates, increases job satisfaction, involves the team in decision making, develops team members’ skills, and a role model (Kent, n.d.). The above descriptions fit my informal nursing leadership in the way I act in my practice. For example, I motivate the team to work together and collaboratively on delivering a safe and quality patient centered care thru the organization’s mission and vision. I set a role model on how, and effective communication is essential in relationships. Additionally, I encourage the team to continue their education, and I have demonstrated the last two years working with this organization, I have become certified in hospice and palliative care, preceptorship, and have enrolled in a nursing baccalaureate
They are committed to making a difference every day; continually improving. better to keep us the best. The guiding principles Delighting their guests They will strive to understand our client and guest needs by listening. to their requirements and respond in a competent, accurate and. in a timely fashion.
Specific challenges that will be explored include; cost containment, cultural issues, HIPPA, Privacy Act, and employee retentions. Applying strategies from literature related to MDCs experienced by leaders of SAHC may not only enhance management of many of these challenges, but may also improve understanding, broaden knowledge of possible insights to advance leaders’ understanding of how to overcome and manage challenges. The literature review includes a compendium of sources used for the proposed study and revealed literature pertinent to the study. This chapter also examined the characteristics of some leadership styles , particularly as related to healthcare and the MDCs that confront SAHC leaders. This literature review further identified knowledge gaps and offered significant insights into the continued impacts of the gap for MDCs.
what you can help them achieve. You will also encounter those clients that are there
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their