Leadership Traits for a Health Administrator
In my first year in high school, a certain student barely my age did the most unimaginable act. He attempted to torch one of the monumental buildings in the school compound. Though he had generally become uncontrollable, this particular act was just the height of indiscipline. Religious leaders in the school, teachers, students and most importantly, the students’ counselor, condemned the action vehemently with the harshest words possible. The student readily pleaded guilty of the offence without any signs of remorse. For a whole week, all eyes were on the principal who was expected take a firm action against the student. The word expulsion was a very common term in many conversations. We all woke up to a shock when the decision was to transfer him to stay with the head boy of the school, share the same dining table, same dormitory and any other benefits accruing that position though as a common student. Two years later, he became assistant head boy of the school, a peer counselor and currently he is taking a Masters in Sociology in one of the world’s finest universities.
This is what the principal had to say, “If you send someone out of school, you send them to jail”. It is from this short life story that I can draw two most important traits that any leader must possess; goal orientation and excellent decision making skills. By not expelling the student from school, he remained focused on the transformational goal of any learning institutions and portrayed excellence in decision making such as having the interest of the student at heart as well (Goleman, Boyatzis & McKee, 2013).
In the public
sector, a public health administrator can apply goal orientation trait by
understanding exactly what is expected of the places they head. For example, by coming up with policies that
don’t at any time compromise the health of patients , the working conditions of
health providers as well as doing what it takes to ensure that everything is in
congruence with the vision of health facilities. In addition, he/she must
portray excellent decision making skills, which help quality of services,
amicable conflict resolution amongst health workers and external conflicts.
This would entail application of conflict resolution strategies such as
win-win, lose-lose or win-lose (Nwabueze,
Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Press.
Nwabueze, U. (2011). Implementing TQM in healthcare: The critical leadership traits.Total Quality Management, 22(3), 331-343.