I have been employed at the VA Ann Arbor Healthcare System (VAAAHS) for almost six years and have been in the Planning and Analysis service since I started. The VAAAHS is has its main campus in Ann Arbor, Michigan and has three Community-Based Outpatient Clinics (CBOC) in Jackson and Flint, Michigan, and one in Toledo, Ohio. VAAAHS provided healthcare to more than 61,000 Veterans during fiscal year 2013 and is the second largest healthcare system within our Veterans Integrated Service Network (VISN) of seven healthcare systems across Michigan, Indiana, and Illinois. During fiscal year 2013 there were almost 551,000 outpatient visits, more than 5,300 inpatient admissions, 396 admissions to our Community Living Center (CLC), and there were nearly 4,600 surgeries. There are 105 acute hospital beds and 40 beds in the CLC.
The Planning and Analysis service falls underneath the Director of the Healthcare System and is considered a support service for the hospital. Some things that the service is responsible for is strategic planning, provide data and analysis to multiple services, research, review, and assist with program requests, continued survey readiness, staff support to other services, and performance measures for the organization as a whole, just to name a few. The Planning and Analysis Service currently has five full time employees. There is the Service Chief, a Health Systems Specialist, two Computer Programmers, and one Program Analyst.
The ultimate goal of this organizational review of the service chief is to be able to identify a strong leader in primal leadership and in emotional intelligence and be able to identify where the strengths are and what areas could be improved. Being able to have a strong influence...
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Emotions are frequent companions in our lives. They come and go, and constantly change like the weather. They generate powerful chemicals that create positive and negative feelings, which have a powerful effect on leadership. Some emotions can either facilitate leadership, while others can detract from successful leadership. This course, Emotionally Intelligent Leadership, has truly opened my eyes to the affects that emotions have on being an effective leader. Peter Salovey and John Mayer defined emotional intelligence as “the ability to monitor one’s own and other’s feelings and emotions to use the information to guide one’s thinking and actions” (p. 5). This definition in itself states that emotions, whether it be ones own emotions or those of others, is the underlying factor that directs the actions of a leader. Therefore, throughout the progression (advancement) of this course, I have learned the importance of the development of emotional intelligence for being an effective leader, and because of this I plan on developing the capacities that contribute to being an emotionally intelligent leader for my own success, now and in the future.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
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