Leadership is a choice

Drs. Joel C. Small and Edwin McDonald discuss dynamic leadership

Effective leadership begins with intentionality. To be an effective leader, we must have a clear understanding of our purpose and the mission for our practice. This clarity allows us to align our actions with our values, creating a cohesive narrative that our team can commit to and rally around. When we lead with purpose, we establish a vision that inspires our team, fostering a shared sense of direction.

From a practice perspective, the benefits of purposeful effective leadership are significant. When leaders intentionally engage with their teams, the result is often improved performance. Employees who feel supported and valued are more likely to be productive, engaged, and committed to their work. This commitment translates into higher quality outputs and better patient care in healthcare settings.

Organizations led by engaged leaders tend to experience lower turnover rates. When employees feel connected to their leaders and the organization’s mission, they are more likely to remain loyal, reducing recruitment and training costs associated with high turnover.  Moreover, organizations with effective leaders are better equipped to navigate challenges and adapt to change. When leaders model emotional intelligence and demonstrate commitment to their teams, they build a resilient workforce that can respond effectively to unexpected situations. This resilience is crucial in the healthcare sector, where changes can happen rapidly and require immediate adaptation.

Furthermore, it has been our experience that teams that are empowered through effective leadership become capable of handling many of the tasks whose time and effort diminish the leader’s work/life balance. Research has shown that leaders who make time for family and personal development are much less likely to suffer from burnout.

Being the boss versus being the leader

It is important that we distinguish between being a boss and being a leader. Being a boss does not mean that we are being a leader unless we choose to do so. A boss is simply someone one who exercises control over workers. A leader is someone who influences others so that they willingly and eagerly commit to his or her purpose and vision for an organization.

Bosses who abrogate their leadership responsibilities maintain a quid pro quo relationship and culture with their team; basically, you work so you can receive pay — nothing more. Influential leaders, on the other hand, create team synergy and a culture of commitment that, by their very nature, improve the lives of everyone on the team. Values become the guidelines defining the way the team works together and how they fulfill the practice’s mission. There is clarity regarding the practice’s prevailing purpose and vision that translates into action and enthusiasm within the team.

Authoritarian versus influencer approach

Transactional leaders often exhibit authoritarian tendencies, relying on top-down control and strict adherence to rules and protocols. This approach can create an atmosphere of compliance rather than creativity, potentially leading to resentment or disengagement among team members. Feedback is sought by authoritative leaders as a means of assessment or evaluation, often using it to enforce accountability and highlighting the shortcomings of team members. Knowing this, individual team members become reluctant to offer valuable and creative feedback that can prove essential for team development.

Outwardly, authoritarian leadership may create cultures that appear productive and profitable. While authoritative leadership can lead to immediate results, particularly in environments that require strict adherence to processes, it often lacks the flexibility to adapt to changing conditions. Teams may excel at meeting short-term goals but struggle with long-term innovation and growth, as the emphasis remains on compliance rather than creativity. Such practice cultures often lack resilience and are unable to thrive when placed under stress.

Transformational leaders are influencers who produce peak performing teams by bringing out the best that their team has to offer. They can tap into their team’s discretionary energy that is never offered to authoritarians. They do this by creating an open environment where team members feel comfortable sharing their insights and suggestions. This openness not only fosters trust but also empowers staff to contribute to the decision-making process, enhancing their commitment and engagement.

Research shows that organizations characterized by transformational leadership tend to have higher levels of open communication and feedback, leading to a more agile and responsive culture. This culture encourages continual learning and adaptation, which is essential in today’s fast-paced healthcare environment.

Ultimately, the choice between transactional and transformational leadership reflects the values and priorities of the organization itself. As healthcare practices continue to evolve in an increasingly complex landscape, the need for leaders who inspire and elevate their teams has never been more important. By prioritizing these essential aspects of leadership, we empower our teams to reach their full potential, paving the way for ongoing success and innovation in our field.