Selected Leader Analyzation

Leaders are considered adequate due to their ability to motivate individuals to achieve
organizational goals. In a project such as this, a collaborative leader would provide tremendous
impetus towards achieving the objectives for the clinics. My role in this group would be to
assemble a team of 5 members. The feedback from the clinic’s director describes a problem
whose only challenge is to overcome cultural barriers. Considering the cultural requirements of
this work, the ideal team would include someone with the ability to work with the locals. Having
a local in the team would help overcome cultural barriers. The scenario depicts a situation where
the new clinics face a battle to appeal to the locals, most of whom are of Haitian descent. In
healthcare, cultural barriers pose significant challenges if not adequately addressed (Schouten,
2020). Cultural barriers can affect interpersonal relations between the patients and health
professionals.
The most applicable leadership style would be collaborative. A collaborative leadership
style ensures efficient communication in the team due to eliminating silos.
In a collaborative style, the responsibilities are shared, and so are authority and responsibility. As
such, individual team members become accountable to the group based on their duties. A
collaborative leader would allow delegation of duties in line with shared responsibilities and
authority. The delegation would be essential in this project because it would enable the team to
break down the processes into smaller tasks for individuals to complete and contribute towards
the primary goal (Al-Sawai, 2013). The delegation would also help the team in terms of building
trust. When individuals are assigned tasks and decision-making authority to fulfill those tasks, it
shows that their leader considers them an essential component for the whole project’s success.
Creating trust in a group setting gives the members the confidence to make critical decisions.

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Collaborative leadership and delegation allow the team to work on several tasks at a go.
The process includes identifying key activities and assigning those activities to individuals. This
approach allows the team more flexibility and, therefore, better productivity. One of the concerns
raised was poor work-life balance. Collaborative leadership recognizes the need to have an
organization where employees can work remotely and share information through technological
means. While this team needs to meet physically from time to time to review the progress, it is
also essential to train the team to work with minimal supervision. Collaborative leadership will
allow the team to observe flexibility by first prioritizing the team members’ needs. However, to
maintain a synergy of activities, the team members will set deadlines for completing specific
tasks but allow team members flexibility to work at their own time.
Proposed action points
The organization’s primary strategy is to set up training for the team on cultural
competency. Training is a widely accepted employee development method that enhances
satisfaction and employee retention. Diamantidis and Chatzoglou (2014) found that training
influences employee behavior. While teaching the Haitian culture to the staff may be impractical,
it would be more beneficial for the team to learn the behavior of cultural sensitivity. This way,
the team members can become global citizens and fulfill their activities with ease. The other
strategy is data collection. Quality and accurate information is a prerequisite for effective
decision-making. The data collected will help the team understand which cultural values the
locals value more and how the organization can serve the locals while maintaining and
preserving cultural values. The other strategy involves strategic workforce planning and staffing.
The organization will include locals in future talent acquisition activities to bridge the cultural

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divide. The clinic director admits that the organization recruited based on education, past
experience, and potential but did not consider cultural balance.
Strengths and weaknesses of this leadership model
One strength of this team is that the leadership style allows a seamless flow of
information. The importance of receiving and disseminating information in a timely manner has
been discussed in this section. This model gives the leader the opportunity to work with locals.
As earlier explained, working with locals will be instrumental in overcoming local barriers
(Schouten, 2020). This model will provide an opportunity for the team leader to assess the
capabilities of the team members. Such assessment will be based on the ease and the efficiency
with which team members achieve the responsibilities delegated to them. This strategy works
based on the individual member’s strengths. Collaboration of efforts and a combination of
creative minds supported by sound leadership will be a significant strength for the operations of
the team.
Delegation provides a risk when the delegates fail to complete their tasks satisfactorily.
When teams succeed, they take credit for the success, but when teams fail, the leader takes the
blame because it reflects poorly on their leadership qualities.

Collaboration and Motivation

Communication techniques determine the success with which leadership strategies are
implemented. Successful implementation requires organizations to share quality information in a
timely and efficient way. This way, key decision-makers receive the information they may rely
on in good time. Therefore, it is essential for organizations to adopt structures that enable the
quick flow of information. I would consider using feedback loops as part of the communication

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process. The feedback loops would enable the organization to collect information and share it
with critical decision-makers. The feedback will be shared through technological means.
Technological avenues enable teamwork and sharing of information, such as Microsoft Teams
and Slack.
The collaborative model in this project becomes functional when individuals perform
their tasks, collect data, give and receive feedback periodically. Through such technology, the
entire team reviews the progress of the member activities, and this will provide an update on the
progress of the entire project. Technology will also enable seamless information sharing,
effectively eliminating the need for frequent meetings. Anyone with access to the technology
will have access to the information shared thereon.
However, there will be periodic meetings to review the progress of the assigned activities,
anticipate risks, develop mitigation measures, and address challenges. The meetings will be
carried out via zoom.
Decision making
The team will make decisions on an individual level and on the team level. Individual
decisions will be made based on the level of responsibility and authority that each member will
be given to fulfill their tasks. The team leader will make team decisions after considering the
information available and the contribution of the team members.
Delegating
The team leader will delegate the duties to the team members and assign them authority
to make decisions to fulfill their decisions. The delegation will ensure that team members
become creative to develop solutions for problems. The delegation strategy will allow the team
to collaborate with the clinical director remotely.

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Motivation
A key humanistic aspect of a leader is the ability to motivate individuals. Motivation can
only be achieved once leaders figure out what drives an individual. Motivation is a form of
communication. Leaders should never openly demonstrate demotivation. When a leader
demonstrates motivation, followers read the cues and adjust their motivation levels to match their
leader. Motivation itself is not efficient without strategies to maintain that motivation. Motivation
levels can drop due to monotonous processes. Therefore, the team will review the goals over
time, set new targets, and develop new timelines for smaller goals.
Specific strategies
The team’s success will be based on its ability to collect feedback from the locals on how
Lakeland Medical Branch Clinic can offer greater value to the locals that it serves. The
community is an essential stakeholder in the healthcare sector because health facilities cannot
meet their goals without the community’s support (Torres et al.,2014). The teams will collect
information made available at the facility.
The teams will also look for local volunteers of Haitian origin to help in overcoming
language barriers in the course of conducting the interviews. The interaction between team
members and the locals will also help the team communicate the organization’s message to the
community. The message from the organization will be that it abides by the principles of
autonomy, non-maleficence, beneficence, and justice. The organization will stress the principle
of beneficence to reassure the locals that it has put in place modalities for serving them better,
such as recruiting locals as a strategic workforce planning method. On the principle of autonomy,
the organization will communicate the message that it will always respect the locals’ culture and
will never perform any medical procedure that the locals do not agree with. Recruiting locals will

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help the organization solve its diversity problem. The principle of non-maleficence will be used
to convince the locals to trust Lakeland Medical Branch Clinic more. The organization is
confident that a move that increases confidence and trust in the organization will lead to an
increased number of visits.
The local community is an essential stakeholder to the health facility. Many private health
organizations prioritize profits over service. However, serving the community is a guaranteed
way to make profits. That service cannot be possible without overcoming cultural barriers. The
organization is committed to ensuring that its staff is well trained to work in a multicultural
setting. The leadership style described here will oversee successful planning and implementation
of the proposed strategies to address the issues at hand.

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References

Al-Sawai, A. (2013). Leadership of Healthcare Professionals: Where Do We Stand? Oman
Medical Journal, 28(4), 285–287. https://doi.org/10.5001/omj.2013.79
Diamantidis, A. D., & Chatzoglou, P. D. (2014). Employee post-training behaviour and
performance: evaluating the results of the training process. International Journal of
Training and Development, 18(3), 149–170. https://doi.org/10.1111/ijtd.12034

Schouten, B. C., Cox, A., Duran, G., Kerremans, K., Banning, L. K., Lahdidioui, A., van den
Muijsenbergh, M., Schinkel, S., Sungur, H., Suurmond, J., Zendedel, R., & Krystallidou,
D. (2020). Mitigating language and cultural barriers in healthcare communication:
Toward a holistic approach. Patient Education and Counseling, 103(12), 2604–2608.
https://doi.org/10.1016/j.pec.2020.05.001
Torres, S., Labonté, R., Spitzer, D., Andrew, C., & Amaratunga, C. (2014). Improving Health
Equity: The Promising Role of Community Health Workers in Canada. Healthcare Policy
| Politiques de Santé, 10(1), 73–85. https://doi.org/10.12927/hcpol.2014.23983