Drawing Distinctions With Distributed Leadership, Research Paper Example

The Baldridge Performance Excellence Program provides a variety of tools that individuals could use in the health care setting to improve their implementation of leadership in practice. Although these tools were not necessarily created with individuals in the health care field in mind, it could be reasonably applied to helping these professionals improve upon their leadership abilities. Specifically, the survey allows me to recognize that I would benefit by asking what employees and coworkers think. In addition, I should encourage new ideas from them. Likewise, current strengths of my organization is that we are flexible and are able to make changes quickly as needed and our employees know how to tell whether they are making progress with regards to their delegated responsibilities.

It would be possible for me to incorporate the ideas and thoughts of my employees by asking them what they think about recent literature and providing them the responsibility to search the literature to contribute to evidence-based practice. This will allow employees to feel that they are contributing more significantly to the team (Woods 3). An example of my company’s current practices is that we are able to immediately delegate new responsibilities when we learn that we will be short-staffed. Furthermore, employees are provided with checklists or asked to create their own in order to establish a sense of speed and progress. Doing so also contributes as an important motivating factor that helps employees feel that they are performing well in their job and contributing to the organization in a beneficial manner (Johnson & Hackman 38). It is important for organization leaders to assess their leadership abilities so they can determine how they will improve their practice.

Works Cited

Johnson, C. E.; Hackman, M. Z. Leadership, a communication perspective (4 ed.). Waveland Press, 2003.

Woods, A.P. Democratic leadership: drawing distinctions with distributed leadership. International Journal of Leadership in Education 7.1(2010): 3–36.