Al-Alawi E¹*, McCafferty R², Naxakis S³, O’Sullivan J⁴ and Phelan C⁵

¹FRCSI Bariatric Surgeon, United Arab Emirates
²Senior Registrar Psychiatry, MRCPsychI, Republic of Ireland
³Psychiatry Senior Registrar, MRCPsychI, Republic of Ireland
⁴Assistant Director of Public Health Nursing, Republic of Ireland
⁵RGN, In Charge Theatre Nurse, Republic of Ireland

*Corresponding Author: Al-Alawi E, FRCSI Bariatric Surgeon, United Arab Emirates.

Received: January 02, 2024; Published: January 25, 2024

Abstract

The aim of this study is to critically analyse and compare the different leadership styles of three leaders in healthcare. This was achieved via interviews which explored the leaders’ personal experiences working as part of a team, how they mold themselves to be an effective leader and how they integrated their own vision and goals with those of their team and their larger organization. The leaders’ strategies for developing team members and their use of critical judgment in tackling different issues within their organization is also examined and analysed.

 Keywords: Leader; Leadership; Healthcare

References

1. Aranda R. “Myers-Briggs personality preferences may enhance physician leadership success in non-clinical jobs”. Physician Executive3 (2013): 14.
2. Aseh K and Kenny K. “The Influence of Knowledge Sharing and Team Reflection on Innovative Individual and Team Behaviour”. Journal of Advanced Research in Dynamical and Control Systems8 (2020): 124-130.
3. Boyatzis R., et al. “Helping people change: Coaching with Compassion for Lifelong Learning and Growth, Boston”. Harvard Business Review Press (2019).
4. Brown, B. “Dare to lead”. London, UK: Ebury publishing (2018).
5. Daft R. 4^th, The Leadership Experience, USA: South – Western Cengage Learning (2008).
6. Burke S and Collins KM. “Gender differences in leadership styles and management skills”. Women in Management Review (2021).
7. Collinson DL. “Only Connect!”: Exploring the Critical Dialectical Turn in Leadership Studies”. Organization Theory2 (2020): 63178772091387.
8. Dinh JV., et al. “Developing team trust”. Organizational Dynamics1 (2021): 100846.
9. Egleston D., et al. “Developing, validating, and testing a model of reflective leadership”. Leadership and Organization Development Journal7 (2017): 886-896.
10. Goleman D. “Emotional Intelligence: Why it can matter more than IQ”. London: Bloomsbury Publishing (2020).
11. Health Sector Workforce: Turnover 2020, Hse.ie (2020).
12. Newman M. “Emotional Capitalists”. Chichester: John Wiley and Sons (2008).
13. Polston-Murdoch L. “An Investigation of path-goal theory, relationship of leadership style, supervisor-related commitment, and gender”. Emerging Leadership Journeys1 (2013): 13-44.
14. Sinek S. “Leaders eat last”. UK: penguin random house (2018).
15. Stone D., et al. “Difficult conversations: How to Discuss What Matters Most”. London: Penguin Books (2010).
16. Sethuraman K and Suresh J. “Effective leadership styles”. International Business Research9 (2014): 165.
17. Thompson G and Glasø L. “Situational leadership theory: a test from a leader-follower congruence approach”. Leadership and Organization Development Journal5 (2018): 574-591.
18. West M. “Effective teamwork”. Chichester, West Sussex: John Wiley and Sons (2012).
19. West M. “Compassionate leadership”. United Kingdom: The Swirling Leaf Press (2021).

Citation

Citation: Al-Alawi E., et al. “Effective Team Leaders and Leadership Skills in Healthcare”.Acta Scientific Medical Sciences 8.2 (2024): 56-62.

Copyright

Copyright: © 2024 Al-Alawi E., et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.