I interviewed Mr X. He is a Group Product Evaluator at Saint Vincent’s Health Australia. He works within the group procurement team to provide a clinical perspective, expertise, experiences input to the procurement team. Methodology
It was a wonderful experience to interview Mr X. He works as a Group product evaluator at Saint Vincent’s Health Australia. He works within a group procurement team and his role is very challenging. The role is so critical because Mr X has to provide critique and personal opinion on many new ideas of his and his employees. Mr X’s role also involves writing out policies, for instance, policy for any products evaluation. The organisation is privately owned. I went to Mr X’s office to conduct the interview. I had jotted a list of questions which I had to ask him and these were the main questions. The answers to these questions would define what approaches, techniques and style of leadership Mr X uses when dealing with his staff and higher officials. Following were the main questions: * How do you create a task and then define it?
* How do you keep people focused on their task?
* How do you keep your relations intact with the high officials and with your staff? * How do you keep an eye on every ones work?
* How do you go about bringing a change?
* What keeps you active all the times or what do you do to remain active and into the act? * How do you prefer to communicate with your staff?
* How do your staffs collaborate with you when you are on a task?
* How do you make sure that people know what you want of them? * How do you challenge others ideas and create your own as well?
When Mr X started to answer my questions, it got very interesting and we chatted for almost 30-35 minutes. There were many small things that he accredited to experience which would allow Mr X to adjust to situations and take control. We also talked about the context perspective and Mr X told me that people often forget about the context of the situation that they are in because they feel overwhelmed with their qualifications and the degrees. This would be discussed in the findings section of this report. Results/Findings
The interview gave me so many answers in regards to my questions that it became a challenge for me to cherry pick the points from the answers. However, I managed to pick on points which would define what traits Mr X possesses and how he uses them to the maximum effect. However, a pattern that came in the talks over and over again which impressed me a lot was as follows: Mr X called these points ‘‘the basics not to be forgotten’’: * Communication on a regular basis (physical, group emails, tele-conferences etc.). * Seeking opportunity.
* Accepting suggestions and recommendations.
* Asking for help where required.
* Prior research on the product or policy to be introduced. * Contacting every site for consultation (The organisation has other sites as well). * Encouraging staff.
* Involving staff in decision making.
* Remaining in touch with the happenings around the organisation. * Anticipating in advance that something could happen in certain areas of the organisation in future. However, these are very common points but Mr X told me that often leaders have the tendency to forget basic principles on which a human builds relations and keeps them uniform. Mr X told me that he often uses his emotional intelligence (Mr X knows what EI is because he is one of my colleagues and studies this course as well) to involve people in any new project and that he uses EI in regards to approaching his staff and keeping them involved. EI (Emotional Intelligence) is something that the leaders use to deal with their staff and try to discover how successful they are in their working life (Goleman, Boyzatis & McKee 2005). Mr X said that it gives you a chance to consider the concerns of staff which could hinder their...
References: Hersey P, Blanchard H (1969) Life – cycle theory of leadership. Training and Development Journal, vol. 50, no. 1, pp. 42-47, Retrived 15th April 2013 From eLibrary ProQuest Central Database.
Avery, M 2013, Module 4, Behaviour and Contingency Leadership : Personal leadership style -traits; development; reflection, 7411PBH Leadership in Management for Health Services, Viewed on 15th April 2013.
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