Topics: Leadership, Dentistry, Dental hygienist Pages: 12 (3543 words) Published: March 1, 2014


Andrea Stoddart
Word count:3,479
10 January 2014

This assignment is in two sections. In the first section I will critically analyse and reflect on how I have contributed to leadership within my organisation. I will discuss and provide examples of personal leadership capabilities and analyse my personal strengths and weaknesses as identified by a self-analysis emotional intelligence tool.

In the second section I will critically analyse the various approaches to leadership and leadership styles adopted within my organisation. To support my analysis I will be using the work of various researchers and authors including Mullins’s (2013) work on Management and Organisational Behavior; Hargie and Dickson’s (2004) Skilled Interpersonal Communication and Rayner and Adam-Smith (2005) Managing and Leading People

The DDS is a tri-service organisation that employs over 1000 personnel from the Royal Navy, Army, Royal Air Force and civil service who are trained Dentists, Hygienists, Technicians and Dental Nurses providing dental treatment to service personnel. The DDS headquarters are located at Defence Medical Services (Whittington) in Staffordshire and facilitates control via 12 regional headquarters. Each regional headquarters is led by a Principal Dental Officer (PDO) who is commissioned officer in the rank of Colonel and is effectively the Commanding Officer and has authority over all military and civilian dental staff employed by the DDS in his region of responsibility. For the purpose of this paper I will be writing about my previous position as the Regional Headquarters Warrant Officer (RHQ WO) in the Regional Headquarters Defence Dental Services Northern England (RHQ DDS NE).

DDS NE region comprises of 20 Dental Centres with a patient population of approximately 22,000 service personnel. Its mission directed from HQ DDS is “to deliver effective military oral healthcare and heath advice in order to maximize the fighting power of the Armed Forces”. This is an immense task pursued by 125 employees, which form the multidisciplinary dental teams established within the facilities throughout the DDS NE region. My role as the RHQ WO within the region was to provide administrative support to the PDO for the provision of primary dental care and dental health, maintaining close liaisons with Dental Centres to ensure practices ran to maximum efficiency to achieve the Key Performance Indicators (KPI) of dental fitness outputs set as part of the Army strategic medical plan. Alongside ensuring dental fitness outputs were achieved and maintained I was also responsible for the professional and personal development including mandatory training of all personnel within the region.

RHQ DDS NE is a small management team that comprises of a PDO, RHQ WO, Sergeant and 2 civilian administration assistants, when I joined the team the PDO and Sergeant had only been in post for 2 months and my position had been vacant for 3 months. After 2 weeks in post I carried out a regional governance inspection, this inspection was carried out using the DDS common assurance framework. The analysis of the report showed an unsatisfactory red grading due to the lack of training and development for all staff. This was a serious concern. This report gave me the unequivocal evidence I required to address this deficiency in training and development.

All dental professionals are registered with the General Dental Council and in order to maintain registration individuals have a duty to keep their skills and knowledge up to date by undertaking continuing professional development. As an employer the DDS also has a responsibility to provide appropriate training to ensure competencies remain up to date that ultimately ensures patient safety, which is paramount.

My immediate priority was to formulate a strategic plan that detailed the immediate and long term mandatory training...

Bibliography: Adair. J. (1983) Effective Leadership, Pan Books: London.
Burns (1978)
Chakrabortty, S
DDS Mission Statement
House et al, 1999
Hargie, O. and Dickson, D. (2004) Skilled Interpersonal Communication, Routledge: East Sussex.
Kotter, J
Leonard, P. and Leggett, R. (2012) Leadership, Pearson: xxx
Mullins, J
Porter, K. Smith, P. and Fagg, R. (2006) Leadership and Management, Butterworth-Heinemann: Oxford.
Rayner, C. and Adam-Smith, D. (2005) Managing and Leading People, CIPD: London.
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