task_3.docx C439 Healthcare Management Capstone – C439 Task 3 – Leadership Concepts

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task_3.docx C439 Healthcare Management Capstone – C439 Task 3 – Leadership Concepts & SMART Goals A1. Leadership Concepts & Theories The first leadership theory that I have recogniz... ed as important in my time at my current job and my time in school at WGU is that of the Transformational Leadership Theory. A good leader will not only steer their company into a brighter future, but they will also lift up and bring as many of their employees with them as possible. Through the Transformational Leadership Theory, a leader should instill in their followers a sense of value and trust. A transformational leader can inspire and challenge their followers to propel them forward. Another leadership theory that has been displayed throughout my career is the Transactional Leadership Theory. While, not having as broad of a focus as transformational leadership, transactional leadership theory can still hold a significant place in your repertoire. A transactional leader will focus more on rewards for motivation of their followers. To maintain a balance there is a give-and-take that forms the transactional aspect of this theory. It is imperative in this theory to be able to identify the needs of your followers so that you can then offer to fulfill those needs in exchange for their hard work and dedication to you and the company. The Situational Leadership theories speaks to me in that it suggests that no one single theory is perfect for all situations. In my time in healthcare business managem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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