Describe the extent to which your understanding of (1) the issue itself, and (2) the role of leadership in regards to that issue

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Topic: Leadership Issue: Problems with Healthcare Systems Like St Lukes only hiring internally and not giving outside talent a chance.

Describe the extent to which your understanding of (1) the issue itself, and (2) the role of leadership in regards to that issue, has been affirmed and/or evolved since the 1st essay you wrote (copied in blue letters below). Please use the resources below to strengthen this essay to back up the argument stance taken. If those do not work, please use any other online references as you see fit. Also, please include some personal examples to back up your argument.

Previous Essay Written

I think that, for the most part, leadership in healthcare systems runs a pretty tight ship. However, there is one issue that stands to be fixed, or rather addressed. I think firmly believe that staffing seems to be an issue. The broad strokes, in this regard, are extremely vast. My primary focus will be recruiting and retaining key staff and critical talent for an organization. Obviously, physicians and other specialized positions are in a realm of their own, but the administration side that include: HR, office management, and office employees need to be evaluated correctly. The processes that affect these decisions are, for the mot part, always promoted or filled from within, without consideration to filling the void most efficiently. I intend to bring up the issue of hiring or promoting candidates that are qualified for the positions, and using a proper measurement to ensure the position is properly filled, whether it be by internal promotion or externally hiring.

To be sure, there are benefits to hiring from within a company, but the most of the benefits to internal decisions is the initial cost savings promoting a current employee. They know the systems and need less training in policy than an outside party and have a relationship with employees already. Leaders are focused on those saving as their decisions go right to the CEO. This seems to be more financially driven and sends a message that these leaders are developing employees good enough to promote them. Moreover, they don’t have to allocate as much time in interviewing recruits for the position. When leaders know current employees they can figure, with more ease, the strengths and weaknesses of those employees when making a decision. It’s a much easier process.

Taking a different approach, in retrospect to hiring, with more consideration to external recruitment, would give the leader many more candidates to review when filling positions. By thinking they should promote within sends the wrong message. I believe this approach would increase productivity on current internal operations and keep the playing field more honest. Look to finding the best leader, manager, administrator, etc… possible for each position, respectively.

I think there may be shortcuts made in development, shortcuts made to save time, and qualified individuals overlooked, resulting in sometimes underqualified employees retaining positions. The consequences are patients leaving for other companies because quality and service are compromised… not to mention the lack of employment opportunities for these organizations. Healthcare leadership programs need to use a Dynamic culture leadership assessment for all, and not just employees that currently work for a business are crucial to truly staff efficiently, not to mention the proper developments to allow these employees to let the rubber meet the road! We live in a world of equal employment opportunities so we all need to begin believing in everyone, externally and externally alike. Healthcare leaders have become overly comfortable staffing internally, sending a message to currently employees that if they’re patient they’ll get promoted, no matter how they perform in the workplace. Clearly, this isn’t always the case, but I truly believe how hard it is to get a position inside a healthcare position, and the constraints attached to even getting a simple interview… it’s almost impossible, it seems, but we all need to take another look at these processes and policies of staffing to take us into the future.

 Sources to use in to strengthen essay and reference

Kouzes, J. M., & Posner, B. Z. (2016). Learning Leadership: The Five Fundamentals of Becoming               an Exemplary Leader. Wiley Professional Development                                                                  (P&T).

Zammuner, V. L., Dionisio, D., Prandi, K., & Agnoli, S. (2013). Assessing and training leaders’ emotional intelligence, and testing its influence on leaders’ employees. Journal of Management and Change, 30(31), 1.

Cote, R. (2017). Vision of effective leadership. International Journal of Business Administration, 8(6), 1-10.

Ledlow, G.(. R. (2017). Leadership for Health Professionals (3rd Edition). Jones & Bartlett Learning. (Links to an external site.)

Kouzes, J. M., & Posner, B. Z. (2016). Learning Leadership: The Five Fundamentals of Becoming an Exemplary Leader. Wiley Professional Development (P&T). (Links to an external site.)

GOLEMAN, D. (1998). What Makes a Leader? Harvard Business Review, 93. (Links to an external site.)r&xid=541d9df3


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