Share
Explore BrainMass

Good leadership

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.

Questions:

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?

References:
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.

Attachments

Solution Preview

Dear student,

Here are some ideas for what you could include in your discussion:

1. What positive thing(s) did you learn from this worst leader?

The positive points about this leader include his ability to stay focused. The mantra "find a legal need and fill it" helped him to stay focused and to get the job done - he found a "need" and filled it. The founder of the group appears to have the ability to direct the group - to recruit staff and to expand the business. In this way, he has a good sense for marketing and how to fill a niche. From and external perspective, the group is doing well and there is no decline in progress.

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?

The group founder was so focused on his goal that he became oblivious to what the rest of the board of directives were thinking. He was seemingly achieving great results for the group, with its obvious expansion and successful contracting with 100 plus hospitals but he did not appear to include others in decision making. The founder of the group seemed to be self-absorbed and lacking concern for others (as discussed in Dye & Garman 2011, p. 21)

The group founder might have been able to reduce the potential for losing his job by taking the following steps:

(1) Allowing others to do more, be more collaborative and share responsibilities
The founder of this group had too many interests in the group and, as Dye and Garman would put it, maintained "too much control" (2011, p.112). ...

Solution Summary

This solution provides ideas for a discussion concerning leadership, particularly how to avoid some of the pitfalls that could lead to undesirable consequence, such as losing your job.

$2.19