ENLC 500 SP20 Health

Care Leadership
Final Project
Project Introduction

 Purpose:
 This project is to prepare all our heavy equipment from our warehouse for
liquidation by the end of February, 2020.
 The Vision:
 To get all assets within the warehouse ready to be sold and/or transferred after
the last day of operation.
 The Rationale:
 Heavy equipment are high-value and highly sought after items and should be
prepared to be sold. Since we will be need some of these equipment till the last
day of the lease, we want them to be sold so they can be transferred once the
warehouse shuts down.
Project Team Members

 Steven Zhang-Project Manager

 Louis D.- Operations Supervisor
 Juan O.- Operations Supervisor
 Eva T.- Administrator
Lou
Juan
Eva
Steven
Our Heavy Equipment.
Six Major Leadership Concepts

Trait Ability

Skill Behavior

Relationship Process
Leadership as a Trait
Distinguishing quality of an individual, which is
often inherited. This follows the concept of
‘leaders are born, not made’.
Social scientists describes the leaders
possessing the following traits:
Intelligence – good language skills, perceptual skills, reasoning
ability.
Confidence- understanding what is required of you.
Charisma- leader’s special magnetic charm and appeal.
Determination- focused and attentive to tasks. They know where
they are going and how they intend to get there.
Sociability- leader’s capacity to establish pleasant social
relationships
Integrity- leader who posses the quality of honesty and
trustworthiness.
Leadership as an Ability

 The capacity to lead. Meaning that leadership is an ability that can be both
natural capacity (being born with it) and something that can be attained
through leadership development.
 Examples include the famous UCLA basketball coach John Wooden.
Leadership as a Skill

 Competency developed to accomplish a task effectively.

 This theory explains that leadership is something that can be taught,
developed to obtain mastery. This concept makes the argument that anybody
can be a leader.
Leadership as a Behavior

 What Leaders do when they are in a leadership role.

 This concept explores the idea that it’s their actions in a position of power
that determines their leadership effectiveness. It is the only concept that is
observable. The behavior concept is broken down to two main subsects, task
behaviors and process behaviors. Task behaviors are specific actions that get
things done whereas process behaviors are addressing relationships between
stakeholders.
Leadership as a Relationship

 Communication between leaders and followers rather than on the unique

qualities of the leader. This concept centers around the soft skills and
interrelationships found in any group dynamic. Collaboration, conflict
management, and inclusiveness are major factors in this concept.
Leadership is an Influence Process

 A process whereby an individual influence a group of individuals to achieve a

common goal.
 Similar to the relationship concept, influence process focuses positive relationships
with followers and directing followers to achieve a common goal. The goal of
influence process is to guide followers to achieve the common goal.
 Approach Applied:
Process Approach
For this project, the approaches applied is the process approach process.
My Leadership Traits- Based from
chapter questionnaires
 Strengths: High Encourager and Implementor
 Style & Theory: Democratic & Theory X (people tend to avoid work)
 Task vs Relationship: Slight lean towards relationship over task (49-47)
 Leadership Skill: Conceptual
 Vison: High Range
 Climate: Cohesiveness
 Diversity Awareness: High
 Out-group score: Average
 Conflict: Strong Style
 Ethical: Justice
 Path-Goal Style: Supportive Leadership
Diversity Awareness & Inclusion

 The entire team was composed of two different minorities and a woman.
Every meeting we do a round table in which every member update us on their
tasks.
 Each member is also required to share a win, a snag or potential snag, or
something in which they need assistance or feedback on.
 Once the round is over, I address the topic(s) for the meeting, and everybody
have an opportunity to speak their thoughts and opinions on the matter. Then
it is open to debate and we eventually decide. Every member gets to speak
and we have a no self-deprecating comment or put downs rule.
Addressing Conflicts and Obstacles

 Everybody have gets an opportunity to speak their minds and ideas without
interruption. Decisions are made based on majority and tie breaker are made
by me.
 We work to agree to talk about the interest and not the position during
disagreements. Meaning we focus on ‘why’ we feel that way and not so much
on the position itself.
 The group agrees that we will follow through with decisions even if decisions
are made no the way you would like.
Ethics, Values, and Social Justice

 We take time to ensure our actions are equitable and that no one particular
group of people (vendors, staff, etc.) are getting special treatment. We
ensure that decisions made on this project is as fair as possible to everybody
involved.
Self Reflection

 I believe my teammates are incredibility supportive of my schooling. They

rated me higher than what I would rate myself. I believe the reason for the
positive reviews is the positive relationship that we have built since I started
this position. On a traditional grading scale, I would give myself an B+ or an A-
.
 Areas that I know I could improve on is knowing when to be assertive. Coming
from a servant mentality, there are vendors and other stakeholders that take
my kindness as a weakness. Going forward I need to identify that faster and
address those toxic behavior immediately.
Reflection- What went well

 What went well was that everyone on the team was helpful and
understanding. Eva needed more encouragement to speak up as she is the
newest the department. The atmosphere throughout the entire process was
relaxed and easy going. Each of the team members were experienced
supervisors, two of whom has a combined experience of over twenty years at
this department. Overall the project was a success with only slight
complications.
What can be improved

 Going forward, what could be improved is to reduce the timeline of the

project or start the project on a later date. Since everyone is aware of the
decommissioning date, this project was consider to be less important.
Therefore, we had several weeks in which not much happened. If we tighten
up the project timeline, we could have finished the project faster and not
overload each team members availability.
Themes

 Themes that arose from his project was the constant waiting for response
from third party vendors. There are occasions that an agreement was reached
via telephone, but due dates come and pass with no action from the other
parties. Follow-up emails were sent but with similar results.
 There is a bit of a culture gap in the healthcare industry compared to
traditional businesses. Things work a little slower compared to traditional
private sector positons.
Insights Gained

 One thing worth mentioning is that it is important to learn how to read the
room. Groups naturally emerge when working in teams and it’s important not
to accidentally alienate others that doesn’t connect to the main group. As a
leader, you must act as the bridge between the various groups that naturally
form and ensure that they are working together. Generational gap is a real
thing and what is appropriate for one generation isn’t appropriate with
another.
How this project impacted your
understanding of leadership
 This is the first time in my career that I reflected on my personal leadership
attributes in a step-by-step format. This project allowed a week-by-week
concentration of a topic specify by this class and I believe I now have a better
understanding of how I lead and manage teams. Having quantifiable metric of
my leadership style allows to be more aware of my actions, which enables me
to practice what needs improvement and what I excel at.
Work Cited

 Northouse, Peter Guy. Introduction to Leadership: Concepts and Practice.

SAGE, 2018.
 Wertheim, Vanessa. Social Justice in Leadership & Healthcare USD, 2020