BHA-FPX4102 Personal Leadership Reflection

BHA-FPX4102 Personal Leadership Reflection

Sample Answer for BHA-FPX4102 Personal Leadership Reflection Included After Question

Assessment 1 Instructions

In a minimum of seven pages, discuss the five leadership domains assessed by the ACHE assessment tool. Then, reflect on your own leadership strengths and weaknesses and the qualities of a leader you have and those you have an opportunity to develop. Create a personal development plan with a timeline for developing your leadership skills.

Introduction

Before one can begin to lead other people, one must first understand oneself, especially one’s strengths and weaknesses. For this assessment, you will have an opportunity to explore the concept of competency-based reflection. The ACHE Healthcare Executive 2021 Competencies Assessment Tool [PDF] will be a key component towards completing your assessment. This tool was developed from job analysis surveys conducted by the Healthcare Leadership Alliance (HLA), which is comprised of six member organizations, including the American College of Healthcare Executives (ACHE), a professional organization of healthcare leaders. The ACHE competencies, along with your strengths and weaknesses, will be the foundation of this assessment.

Preparation

Before you can begin to lead others, you must first understand yourself. You must understand your strengths so you can further develop those talents, and you must also understand your weaknesses so you can identify areas to improve. Both strengths and weaknesses should be included in a personal development plan.

The ACHE healthcare executive 2021 competencies assessment tool [PDF] is particularly important for this assessment. Complete the assessment tool if you haven’t completed it already, review the results, then analyze the results, and develop a personal leadership plan to set goals for the future.

The assessment tool is broken into five domains:

• Communication and relationship management
• Leadership
• Professionalism
• Knowledge of the healthcare environment
• Business skills and knowledge

Instructions

This assessment has two parts:

Use the APA Paper Template [DOCX] to write a 7–10 page paper that responds to the following:

Part 1: Leadership Self-Reflection

• Discuss the five leadership domains assessed by the ACHE assessment tool.
• Determine strategies to develop your identified strengths and weaknesses for each of the five domains.
  • For each of the five domains, summarize both your strengths and your weaknesses.
  • For each domain, identify at least one resource you can use immediately to further develop your skills, for a total of five resources.
• Describe qualities needed by leaders.
• Analyze the qualities of a leader you have and the ones you need to develop.
  • From your readings and research, define the primary qualities needed by leaders and apply those qualities to your personal assessment.
  • Describe which qualities you possess and which qualities present opportunities for improvement.

Part 2: Personal Development Plan

1. Create a 1-year personal development plan.

• This plan should synthesize your assessment results with research you have completed.
• Identify at least three things you would like to work on over the next year.

2. Develop a timeline for your personal development plan with specific metrics to measure your progress.

One potential way to approach this part is to create a table to break the three goals into actionable steps after you have identified three things that you would like to work on. Your table should have the following four columns.

• First column: Overall goals.
• Second column: All the steps necessary to reach each goal.
• Third column: How you will measure the progress toward each step.
• Fourth column: The deadline for completing the steps.

An example of this table could be like this (your table will include three goals and each goal can have more than two steps):

Goal	Steps	Measure	Deadline
Work-life balance.	Leave work by 5 p.m. daily.	Time left daily.	1-1-20XX
	Do not check email from home.	Number of times email is checked from home.	3-1-20XX

Additional Requirements

• Length: A minimum of seven double-spaced pages, not including title and reference pages.
• Font and font size: Arial, 12 point.
• References: Cite at least three references from peer-reviewed journals, in addition to your textbook.
• Format: Use the APA Paper Template [DOCX] to write your paper using current APA style and formatting for the paper as well as for references and citations. Refer to Evidence and APA on Campus for more information. You may use first person for the portions of this paper where it is appropriate to do so.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

• Competency 1: Assess one’s leadership style in a professional health care setting.
  • Discuss the five leadership domains assessed by the ACHE assessment tool.
  • Determine strategies to develop the identified strengths and weaknesses for each of the five leadership domains.
  • Describe qualities needed by leaders.
  • Analyze personal leadership qualities and the ones that need development.
  • Create a one-year personal development plan.
  • Develop a timeline for a personal development plan.
• Competency 5: Communicate in a manner that is scholarly, professional, and respectful of the diversity, dignity, and integrity of others and is consistent with the expectations for health care professionals.
  • Adhere to the rules of grammar, usage, and mechanics.
  • Apply APA style and formatting to scholarly writing.

  • BHA-FPX4102 Assessment 1: Personal Leadership Reflection Scoring Guide

    Criteria	Non-performance	Basic	Proficient	Distinguished
    Discuss the five leadership domains assessed by the ACHE assessment tool.	Does not list the five leadership domains assessed by the ACHE instrument.	Lists the five leadership domains assessed by the ACHE instrument.	Discusses the five leadership domains assessed by the ACHE instrument.	Discusses the five leadership domains assessed by the ACHE instrument, summarizing both strengths and weaknesses.
    Determine strategies to develop the identified strengths and weaknesses for each of the five leadership domains.	Does not identify strategies to develop the identified strengths and weaknesses for each of the five leadership domains.	Identifies strategies to develop the identified strengths and weaknesses for each of the five leadership domains, but the strategies are somehow flawed.	Determines strategies to develop the identified strengths and weaknesses for each of the five leadership domains.	Explains strategies to develop the identified strengths and weaknesses for each of the five leadership domains.
    Describe qualities needed by leaders.	Does not identify qualities needed by leaders.	Identifies qualities needed by leaders.	Describes qualities needed by leaders.	Describes qualities needed by leaders and provides examples.
    Analyze personal leadership qualities and the ones that need development.	Does not determine personal leadership qualities or the ones that need development.	Determines personal leadership qualities and the ones that need development.	Analyzes personal leadership qualities and the ones that need development.

A Sample Answer For the Assignment: BHA-FPX4102 Personal Leadership Reflection

Title: BHA-FPX4102 Personal Leadership Reflection

BHA-FPX4102 Personal Leadership Reflection

Part 1: Leadership Self-Reflection

Leadership Domains Assessed by the ACHE Healthcare Executive Competencies Assessment Tool

The ACHE Healthcare Executive Competency Assessment tool is used to evaluate its expertise in the management and control areas by managers in the healthcare industry. The device is created to accommodate self-evaluation to identify strengths and shortcomings and develop a personal development plan to facilitate changes in weaknesses (Adler, Rodman & Du Pré, 2016). The first area is communication and relationship management that evaluates the ability of internal and external clients to communicate efficiently, promote and maintain effective relationships. Communication is the foundation of all associations. A leader is expected to control awareness and build excellent communication skills, both externally and internally, to enhance the negotiation process. The second field focuses on leadership and evaluates individual leadership skills and behavior that determine leadership styles, organizational culture, climate, clear visual communication, and strategy implementation (Adler, Rodman & Du Pré, 2016).

The third area is professionalism which analyzes a person’s potential to link the personal and organizational behavior and attitude with the established professional and ethical standards. The principles include personal and occupational personal responsibility in duties, lifelong education, professional development, and social responsibility. The fourth area evaluates intimate knowledge of the health environment, including knowledge of healthcare workers, systems, organization, patient perspective, the communities, and the environment. The fifth survey covered the skills and knowledge of entrepreneurship in general, wealth management, information, risk, and human resources management, organizational behavior and governance, marketing, strategic marketing, enhanced patient safety, and quality. The practice of participants’ choice in the health industry enables quality of healthcare, meet customers’ standards, predicts the future, manages resources to achieve better health results. Business knowledge is crucial for the daily execution of activities. Individual entrepreneurial skills and performance play a significant role in demonstrating the accurate measure and evaluation required for better leadership. I would buy the idea to help me incorporate the leadership knowledge and acquisition to help develop rational decision-making (Brink & Stoel, 2019).

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Strategies for Developing the Identified Strengths and Weaknesses of each of the Five Leadership Domain

Communications and customer relations have had identified strengths in the domains of communication skills and the strategic planning of ties. The ability to develop successful community relations, communicate vision, tasks, and goals, replenish valuable information, and portray information efficiently has been recognized through initiatives such as capacities of excellent communication skills. Communication skills and the impact of relationships are positive on administration (Homan et al.,2020). Communication help defines and separates the duties delegated to specific individuals under the evaluation and measurement of the communication processes. Communication also acts as the back born of all the activities of leadership and life generally. This is evident through the print materials in documentaries and books. All of the relay or convey the message, which is communication.

Liberalization and negotiation started to emerge as a weak area and were connected with the absence of sufficient capacity to synchronize various methods and technologies of communication. Communication is the framework of social interaction (Adler, Rodman & Du Pré, 2016). Achieving the communication guidelines is an essential factor for the development of identified strengths and weaknesses. Communication ethics such as clarity, reliability, feedback, politeness, and others promote public awareness and stimulate relationships and talks. Improvement of communication skills through involvement in the platforms involves the sharing and coordination, interviews, ideas, data, and other details such as consultations, talks, and research projects.

Within the leadership sphere, areas of strength identified include leadership and conduct, visual communication, and weaknesses in change management and organizational culture and climate (Kanat, Elimelech & Roth, 2020). In addition, deficiencies have been identified. The primary strategy preferred to establish the strengths and weaknesses recognized in leadership is developing relationships with others. The ability to affect the supporters and build relationships contributes to building trust and establishes a shared ground for developing great rapport, enhancing the power to influence (Dirani et al.,.2020). The establishment of relationships with others requires effective communication, understanding, respect, and coordination based on mutual trust. Reporting can be established by teamwork with other colleagues through deliberation, synchronization to build confidence.

The competencies are developed from job evaluation surveys of healthcare representatives across various administration and management professions. They are affiliated with the opportunities and challenges experienced by leaders today. The tool is reviewed and updated annually to keep the competent administration and management of the leadership. Skilled People with substantial experience and intelligence are very instrumental in solving learned rules and regulations. Individuals are capable of completing the competency as requested. Help from consultants is required every time, but people can generally perform the skill independently because they understand the procedures and the subsequent steps (Dirani et al.,.2020).

Qualities of a Good Leadership

We need good leaders to set guidelines for people and make large-scale decisions that keep the world moving forward. In most cases, our society identifies or chooses terrible leaders. Still, people should understand the mechanism for selecting a good leader who will drive and the nation to a successful, admirable future for the current generation and the coming generation. What Qualities Make a Good Leader? According to research, there are several significant ways to improve leadership skills. Leadership abilities are critical in the management and evaluation of other leaders in the workplace or office. Competency as a tool is subject to the development of good skills and is also very important for business knowledge (Muteswa, 2016). The following section discusses the characteristics of good leadership.

Integrity

Individual and organizational integrity are both necessary. It is highly relevant for top management to preview the organization’s course and make a plethora of other significant decisions to ensure the organization’s and business activities’ progressive efforts and prolific nature. According to the findings, organizations’ credibility may be a blind spot. The organization must emphasize the significance of integrity to leadership at all levels.

Ability to Delegate

Delegating is regarded as the core accountability, but it isn’t easy to empower effectively for the right reasons. The main objective is not only for entertainment but also to enable individuals’ direct reports, facilitate teamwork, give independence, resulting in better decision-making, and assist individual direct reports in growing. It is necessary to create trust with your team to delegate effectively (Muteswa, 2016). Teamwork simplifies the management base, increasing an organization’s efficiency through decision-making.

Communication

Effective communication and effective leadership are terms that are used interchangeably. A person must connect in a variety of ways, ranging from communicating data to coaching others. And should be able to listen to and connect with people from various roles, social identities, and backgrounds. The effectiveness and quality of communication within an organization directly impact the success of an individual business strategy. Better dialogues can improve the efficiency, evaluation, and productivity of your organization’s culture.

Gratitude

Being grateful can help an individual become a better leader. Gratitude leads to higher self-esteem, less depression and anxiety, and even better sleep. Few people say “thank you” at work regularly, although most people say they’d be willing to work harder for a grateful boss. Learning how to give thanks and practicing more gratitude in the workplace results in intrinsic motivation and cultivates a better personal appreciation in the workplace, thereby improving an organization’s efficiency. This illustrates precise and improved leadership abilities used by other leaders (Muteswa, 2016).

Learning Agility

Learning agility is the ability to assist individuals in making decisions when they are at a crossroads or in a quandary. Anyone can cultivate learning agility through practice, experience, and consistent efforts. Great leaders are great learners with solid learning agility, which significantly aids them in making informed decisions.

Influence

An inspiring, effective leader must persuade others through logical, emotional, or cooperative arguments. Influence is not the same as deception, and it must be done authentically and transparently to avoid chaos and confusion among leaders. It necessitates emotional intelligence as well as a high level of trust. Learning effective and influencing strength can be a game-changer in helping to change an individual’s mindset, and, as a result, effective leadership will be marked appropriately (Muteswa, 2016). Deploying this quality skill in the workplace is highly beneficial because it provides an environment conducive to service delivery.

Courage

It can be challenging to speak up at work, especially when expressing a new idea, providing feedback to a direct report, or raising concern for someone higher up. That is why courage is such an essential skill for good leaders. Courage allows leaders to take the initiative and move things forward rather than avoiding problems or allowing conflicts to fester. A work environment with high levels of psychological safety and a strong coaching culture will continue to improve truth and courage even more. Courage improves decision-making when it comes to ending or starting institutional activity and development.

Respect

Treating people with respect daily is one of the most important things a good leader can do. It reduces conflict and boosts productivity in the workplace. Concern outweighs disrespect and is demonstrated in various ways within the workplace among employees and subordinates. Exploring and cultivating a respectful workplace climate ensures the safety and proper data transmission from all communication channels. This assists workplace managers in successfully delegating data, and as a result, excellent performance is ideal.

Part 2: Personal Development Plan

Goal	Step	Measure	Dateline
Develop emotional intelligence	Manage this through Utilizing an assertive style of communicating. They are responding instead of reacting to conflict. I am utilizing active listening skills. They are practicing ways to maintain a positive attitude. I am practicing self-awareness.	Self-report Another report Ability tests Determining the answers	1-7-2020
Build relationships with your team	I am trusting myself, my teammates and standing by one another when issues or mistakes arise. Show up, own my work, and doing it to the best of your abilities. It is recognizing and respecting the efforts and ideas of others. Be able to offer and accept constructive criticism. Sharing the goals of the team and work toward them.	Conducting frequent staff meetings Creating awareness about the importance of building a good relationship with my team	14-7-2020
Strengthening my conflict management skills.	They practice active listening and communication skills—practice listening to what the other person has to say without interrupting. Staying calm and recognizing the conflict. Being transparent and aware of your emotions are vital aspects of conflict resolution. I am maintaining a positive attitude and practice managing my emotion.	We are encouraging active listening. It involves group collaboration activities that improve teamwork. I am creating emotionally-centered training scenarios. Use simulations to stress the importance of non-verbal communication. I am allowing time for personal reflection.	20-7-2020

 

BHA-FPX4102 Personal Leadership Reflection References

Adler, R. B., Rodman, G. R., & Du Pré, A. (2016). Understanding human communication (Vol. 13). Oxford: Oxford University Press.

Brink, W. D., & Stoel, M. D. (2019). Analytics knowledge, skills, and abilities for accounting graduates. In Advances in accounting education: Teaching and curriculum innovations. Emerald Publishing Limited.

Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C., Gunasekara, N., & Majzun, Z. (2020). Leadership competencies and the essential role of human resource development in times of crisis: a response to Covid-19 pandemic. Human Resource Development International, 23(4), 380-394.

Homan, A. C., Gündemir, S., Buengeler, C., & van Kleef, G. A. (2020). Leading diversity: Homan, A. C., Gündemir, S., Buengeler, C., & van Kleef, G. A. (2020). Leading diversity: Towards a theory of functional leadership in diverse teams. Journal of Applied Psychology, 105(10), 1101.

Kanat-Maymon, Y., Elimelech, M., & Roth, G. (2020). Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full-range leadership theory. European Management Journal, 38(4), 555-564.

Muteswa, R. (2016). Qualities of a good leader and the benefits of good leadership to an organization: A conceptual study. European Journal of Business and Management, 8(24), 135-140.

Olanrewaju, O. I., & Okorie, V. N. (2019). Exploring the qualities of a good leader using principal component analysis. Journal of Engineering, Project, and Production Management, 9(2), 142.