Organizational Systems

Instructions
Write a 1200-1500 word paper in APA format.
This paper should:
Be approximately 5-6 pages long, double-spaced
Include a title and reference page – not included in the page count
Exclude sources older than 5 years
Should include sources from the required readings and/or scholarly sources found from library. Your textbook may be used as one source.
Include an introductory paragraph and a conclusion
The paper should include:
Introduction to the topic.
Identify the benefits of working in a diverse healthcare organization. Include the benefits to patient care.
Identify the barriers to developing a diverse organization.
Apply your dominant leadership style and address the identified barriers to assist your organization in becoming more diverse. This leadership style may be the one you discussed in Week 1 or maybe one found in Chapter 8 of the textbook.
Lastly, identify how a diverse organization assists in creating a competitive advantage within the healthcare environment.
Conclusion – should not bring any new ideas to the paper.
Use this reference from the book below chapter 8 ( copied from the text book)
Hitt, M.A., Colella, A., & Miller, C. (2018). Organizational behavior. (5th ed.). Wiley. ISBN: 978-1119441304.
The concept of authentic leadership is important in today’s complex business environment. Future leadership development and training should encompass authentic qualities so leaders will be more likely to do business in a way that is both profitable and beneficial for humanity. To this end, Harvard Business School offers an Authentic Leadership Development program for executives.

“Authentic leadership is a style of leadership that focuses on transparent and ethical leader behavior and encourages open sharing of information needed to make decisions while accepting followers’ inputs.” The experts seem to agree that authentic leadership is about being you and making room for others, too.

We usually attribute the success or failure of an organization to its leaders. When a company or an athletic team is successful, for example, it is the president or coach who receives much of the credit. These individuals are also subject to criticism if the company does not meet its goals or the team has a losing season.

Leadership has been defined in many ways, but most definitions emphasize the concept of influence. Here, we define leadership as the process of providing general direction and influencing individuals or groups to achieve goals.9 A leader can be formally designated by the organization (formal leader) or can provide leadership without such formal designation (informal leader).

leadership The process of providing general direction and influencing individuals or groups to achieve goals. Leaders can do many things to provide direction and influence people. These activities include providing information, resolving conflicts, motivating followers, anticipating problems, developing mutual respect among group members, and coordinating group activities and efforts.10 Warren Bennis, who has studied leadership for a number of years, suggests that effective leaders are concerned with “doing the right things” rather than “doing things right.”11 The right things, according to Bennis, include the following:

Creating and communicating a vision of what the organization should be
Communicating with and gaining the support of multiple constituencies
Persisting in the desired direction even under bad conditions
Creating the appropriate culture and obtaining the desired results
From this definition of leadership, company presidents and many managers can be identified as leaders. Coaches, basketball captains, and football quarterbacks are leaders. Army drill sergeants are leaders. The person who organizes a social gathering is also a leader. In other words, many people serve as either formal or informal leaders, and almost anyone can act as a leader. However, some positions provide more opportunities to display leadership behavior than others. And not all people in positions that call for leader behavior (e.g., managerial positions) act as leaders. For example, a manager who merely follows rules and fails to provide direction to and support for his associates is not acting as a leader.

According to research findings, effective leaders are those who are able to strike a balance across several aspects of leadership. First, they must provide a balance between providing subordinates with direction and empowering them to do their jobs as they see fit. They must teach employees how to do their jobs well through role-modeling effective and ethical behavior, and by providing employees with direction and feedback on their performance. Second, they must balance maintaining a professional distance with employees while also knowing them well enough to establish a relationship with them. They must treat subordinates fairly and equally while also treating them individually and meeting each person where they are at developmentally and emotionally. Finally, they must enforce work requirements and maintain decision control while allowing flexibility and autonomy.

Leadership is as much an art as it is a science, and those who are able to strike this delicate balance between direction and empowerment tend to have satisfied and productive employees who are able to find creative solutions to problems.

Book Reference
Hitt, M.A., Colella, A., & Miller, C. (2018). Organizational behavior. (5th ed.). Wiley. ISBN: 978-1119441304.