Credibility & Modeling the Way

Topics: Martin Luther King, Jr., Mohandas Karamchand Gandhi, Nonviolence Pages: 7 (2554 words) Published: May 13, 2013
Credibility & Modeling the Way|
The Essential Tools to Effectively Lead|

Ashlynn Boler

Healthcare is an evolving yet complex system. Being it is constantly changing leaders of health organizations are faced with an infinite amount of challenges. As issues continuously present themselves leaders are pressured to rise to the challenge. Though rising to the challenge is a great quality of a leader. It is the leader’s ability to face those challenges as a person of principle using skills such as modeling the way, building a foundation of credibility, clarifying their values, and setting an example that is essential to overcoming the challenges. Internalizing these qualities is not only critical for overcoming challenges for leaders of healthcare. Internalizing these qualities is critical for all leaders have a desire to have constituents who believe in them. The leadership in health care is built with specialty physicians and administrators whom each have a different niche in their organizations. Within these organizations the overall task for all is preserving the lives of their acute and chronically ill patients, as well as maintaining a unified environment amongst staff. In order to do so a leader must have a vision. After establishing a vision a leader must gain credibility by keeping that vision at the center of everything they desire to do. Authors Kouzes and Posner (2007) reported that “credibility is the foundation for leadership”, which first must be established (p. 37). Establishing credibility can be exemplified when a leader “practices what they preach”, “their actions are consistent with their words”, and “follows through on their promises” as suggested by Kouzes and Posner (p. 40). When a leader’s action matches their deeds it leads to trust and shows their competence. Gaining trust is essential for any leader because it is the undercurrent for loyalty. Loyalty from a leader’s follower can cause the constituent to have a sense of team spirit or feeling of commitment to their organization, the leader, and the leaders cause. The competence of a leader can have the same effect on constituents and is fundamental for a leader to gain the loyalty. Having the ability to be a forward thinker enlist a vision, and gives the leader’s constituents insight on how to plan their course for the future. Being able to set a chart for constituents as a leader is credible. It exemplifies the leader’s search of knowledge for what lies ahead for the organizations future. Matching words and deeds gains trust indeed. But utilizing inspiration as a source of reinforcement can be a tool for trust as well. A leader must enlist its constituents in its vision by encouraging them with an enthusiastic and positive attitude about what the future shall bring. Creating a sense of excitement within constituents provides them with a sense of hope in pursuing the challenge. An upbeat and positive attitude from the leader brings about the constituents commitment as they are able to recognize the leader’s personal commitment. Take Civil Rights leader and pastor, Dr. Martin Luther King Jr. for example. He was not a leader of healthcare but a great leader with an in enormous amount of credibility. During his time alive he led many demonstrations for the equality of African Americans. Some of these events include the Bus Boycott in Montgomery, the Freedom Walk in Detroit, and the March on Washington. From day one Dr. King protested for equality for African Americans. His overall goal was for blacks to be seen and treated as equals. Dr. King led his demonstrations with the intent to make a change and lived by the philosophy of nonviolence. As confirmation of his cause and beliefs King wrote his first book, Stride Toward Freedom where he discussed his “Six Principles of Nonviolence”. Not to mention he went on a pilgrimage to India to study Mohandas Gandhi's philosophy of nonviolence. Taking the time to go in...
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