1. Recommend a distributive, servant, or other leadership theory that a public leader could apply in order to resolve conflicts and implement change while working with external stakeholders. Conclude if your selected leadership theory holds true if it is applied to the Department of Defense, the United Way, or the Department of Taxation.
2. What is the main manner in which public leadership from higher levels of government both positively and negatively impacts public leadership on lower levels of government? Propose two (2) strategies that public leaders in each level of government could use in order to work collaboratively, thus ensuring that decisions do not adversely affect citizens.
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1. Recommend a distributive, servant leadership theory that a public leader could apply in order to resolve conflicts and implement change while working with external stakeholders. Conclude if your selected leadership theory holds true if it is applied to the Department of Defense, the United Way, or the Department of Taxation.
The public leader must ensure that the focus is on how to best serve stakeholders wherein the objective is to place the needs of employees, customers and the community in general at the top of the organizational strategy to elicit a more measured approach to leadership ...
This solution discusses leadership in the government.
An emergency physician, who is a good clinician, also has an entrepreneurial spirit. Following the mantra of business to "find a legal need and fill it", he decides to establish a professional group of emergency physicians. He initially enlists the participation of several friends who are emergency docs, and they land a couple of hospital contracts.
They provide good care in an efficient manner, and quickly build an excellent reputation. As the head of the physician group, he recruits several other physicians from around the country, with the lure of excellent compensation packages and good administrative support.
He makes a concerted effort to mentor his younger colleagues so that they can grow in their leadership abilities.
After less than 10 years, with progressive growth of the group to contracts with more than a hundred hospitals, the board of directors, which he chairs, and on which sit several of the physicians he had mentored, votes him out as President and Chairman of the Board.
1. What positive thing(s) did you learn from this worst leader?
2. Based on the admittedly limited information presented in the situation above, are there steps the group founder might have been able to take to reduce the potential for losing his job?
3. How would you counsel a subordinate who expresses hesitancy in mentoring, out of fear of repeating a situation similar to the emergency physician who no longer heads the organization he started?
Dye, Carson F. (2010). Leadership in Healthcare, Essential Values and Skills. Second Edition. Chicago, IL.
McGinn,P (2005) Leading Others, Managing Yourself, Chicago,IL
Dye, C.F. & Garman, A.N. (2011). Exceptional Leadership: 16 critical competencies for healthcare executives. Chicago, IL: Health Administration Press.