Ethical Dilemma and Reflection
In the assignment, you will respond to a scenario presenting an ethical dilemma (Part 1). You also will reflect on the knowledge and skills you acquired in this course (Part 2).
Create a Word document for your response. Use citations in APA format.
Create a title page and references page in APA format.
Include introductory and concluding paragraphs.
Follow the directions complete Parts 1 and 2. Include Parts 1 and 2 in the same document.
Follow the directions for submission to submit your Word document.
Part 1: Confronting an Ethical Dilemma
Using the scenario, write an APA-formatted paper that is at least two pages of content plus your title page and references page. Include at least two peer-reviewed references to support your paper.
Using 1 of the 2 scenarios below , write an APA-formatted paper that is at least two pages of content plus your title page and references page. Include at least two peer-reviewed references to support your paper.
Scenario 1: A young couple has a 3-year-old child diagnosed as being in a persistent vegetative state (comatose) after a car accident. The parents have decided against any further life-sustaining medical interventions.
Using a debate type format, address the following:
relevant ethical principles,
arguments to support the parents’ decision,
arguments opposing the parents’ decision,
allocation of health care resources, and
the role of the ethics committee.
OR you can utilize scenario 2 below Scenario 2
CB is a 14 year old student and a freshman in high school. She visits her guidance counselor to discuss the changing relationship at home with her mom and step-dad. The counselor identifies hand prints on CB’s face and neck. CB denies any abuse- however has reported issues with anger and this type of behavior with her mom in the past. CB does not want the counselor to notify anyone, or get any legal entities involved. How should CB proceed?
How can this situation become a violation of the law, code or other school district policies?
In this situation, what are some potentially negative consequences for the student, counselor, and school administration?
Using this scenario identify
Arguments to support reporting the alleged abuse
Arguments opposing reporting the alleged abuse
Discuss the role of the guidance counselor as a mandatory reporter and the relevant ethical principles.
How can this situation become a violation of the law, code, or other school district policies?
In this situation, what are some potentially negative consequences for the student, counselor, and school administration?
Part 2: Final Leadership Reflection
In a 2-page, APA-formatted paper, reflect on the knowledge and skills related to leadership acquired in this course.
What leadership style best fits you and your organization? Why?
What leadership theories support your style?
In what areas do you exhibit leadership strengths? Challenges?
How can you apply what you learned about leadership to your own practice?
Leaders may be formal or informal. A formal leader is a member of an organization who
has been given authority by virtue of his or her position to influence other members of
the organization to achieve organizational goals. An informal leader has no formal
organizational authority but possesses special skills and talents to influence other
members of the organization (American College of Education, 2023). The informal
leadership style comes easy to me. I truly believe if you have the ability to relate to and
guide others on an individual basis, you are creating a positive and productive
environment. This helps to lead to goals being met. Not all people are wired the same.
Having the ability to relate to people according to their learning style and personality will
help to dictate the style you use to guide the individual. I feel people are very responsive
when I use this type of leadership style. It shows them that I am able to relate to them
on a personal level and that they are part of a bigger picture. When other feel like they
are being heard and are respected they are more apt to be productive and trust you.
Gaining trust is key motivator to being a successful leader.
Democratic leadership style means having the ability to making room for multiple people
to participate in the decision-making process. Democratic leadership is also commonly
referred to as participative leadership. I feel it is very important to have others involved
as part of the decision-making process. To gain the trust of others and lead others they
must be involved in the decision-making process. When leading other individuals, I try
to surround myself with individuals who are just as good as me if not better at the task
at hand. You are only as good as team you surround yourself with. Their success is a
dictation of the type of leader and mentor you are. I assess my own ability by the
success of the people I surround myself with and who are part of team I am leading. I
measure success by challenging others around me to become better versions of
themselves.
Slide 1
Leadership in Health Education
Module 1 Review
Leadership Traits, Styles, and Theories
Leadership in Health Education
Module 1 Review: Leadership
Traits, Styles, and Theories
What makes a great leader? The
answer to this question is both a
popular and often debated topic in the
research literature. Is great leadership
dependent on an individual’s
behaviors or actions? Does it emerge
from the style a person brings to a
position? Are the traits of a great
leader innate or acquired?
Slide 2
Slide 3
Defining Key Terms
•
Leadership: The action of leading a group of people or an organization
•
Management: The process of dealing with or controlling things or people
•
Leadership behavior: The actual choice of the decision-making style the
leader uses to meet a specific goal
•
Leadership style: The underlying motivation of a leader who directs goaloriented behavior
Leadership Traits
Effective leaders demonstrate traits to promote high group:
•
Satisfaction.
•
Cohesion.
•
Performance.
In an attempt to help answer these
questions, this module differentiates
leadership and management and
defines key terms. Leadership is
defined as the action of leading a
group of people or an organization,
while management is the process of
dealing with or controlling things or
people. Leadership behavior refers to
the actual choice of the decisionmaking style the leader uses to meet a
specific goal. Leadership style refers
to the underlying motivation of a
leader who directs goal-oriented
behavior.
Even though agreement is not 100
percent, some traits or qualities are
generally accepted as true of all
effective leaders. Effective leaders
demonstrate initiative and commitment
and are proactive rather than reactive.
They are flexible, adaptable,
organized, and consistent. They are
enthusiastic and resourceful, confident
and humble.
Effective leaders delegate work to
others because they know they cannot
accomplish everything on their own.
They are respectful, honest, and
trustworthy in their relationships and
possess outstanding communication
skills. They have genuine concern for
helping others achieve their potential
and enjoy rewarding work well done.
Effective leaders are evaluative, open
to change, and view feedback as a gift
for improvement. While considering
multiple and varied solutions to
resolve a problem, they are able to
achieve consensus and attain
organizational goals. They empower
others and openly share information
resulting in high group satisfaction,
cohesion, and performance.
Slide 4
Leadership Theories
•
The Great Man Theory
•
Trait Theory
•
Behavioral Theories
•
Contingency Leadership Theory
•
Transactional Theories
•
Transformational Leadership
Many theories of leadership have
been proposed, and it is impossible to
cover all of them in this course.
Usually, leadership theories are
categorized by the primary, defining
characteristics. However, the range of
theories points out the reason for
debate.
For example, the Great Man Theory
sees leaders as those who are
destined by birth. Trait leadership
theory suggests individuals are either
born or are made with certain qualities
that cause them to excel in leadership
roles. Behavioral theories suggest that
leaders are made – not born.
Contingency leadership theory states
that no single way of leading exists
and that every leadership style should
be based on the specific situation.
Transactional theories are
characterized by a transaction made
between the leader and followers.
Transformational leadership proposes
that leaders transform their followers
through their inspirational nature and
charismatic personalities.
Slide 5
Leadership Styles
A leader’s characteristic behaviors when directing, motivating, guiding, and
managing groups of people
Slide 6
•
Authoritarian
•
Participative
•
Delegative
•
Transactional
•
Transformational
Transformational Leadership
•
The most effective style
•
Characteristics:
•
–
Motivate
–
Inspire
–
Direct positive change
Group improvements:
–
Performance
–
Satisfaction
–
Well-being
A leadership style refers to a leader’s
characteristic behaviors when
directing, motivating, guiding, and
managing groups of people.
Researchers have described many
leadership styles. Among the varied
styles are authoritarian, participative,
delegative, laissez-faire, transactional,
and transformational.
Transformational leadership is often
identified as the single most effective
style. Key characteristics of this style
are the leader’s ability to motivate and
inspire followers and to direct positive
change within groups. When
transformational leadership has been
compared to other styles, research
has reported higher group
performance, improved group
satisfaction, and improved well-being
among group members.
Slide 1
Leadership in Health Education
Module 2
Change and the Leader
Leadership in Health Education
Module 2: Change and the Leader
Part 1: Change
Part 1: Change
Change is the one constant in
life…have you ever heard this saying?
It is a true saying in all aspects of life,
especially in healthcare.
Slide 2
Considering Change
A dynamic process where an alteration is brought about that
makes a distinct difference
•
Can be planned or happen haphazardly
•
Change agent:
Change is a dynamic process where
an alteration is brought about that
makes a distinct difference. Change
can be planned or occur haphazardly.
– initiates an idea for change.
– directs stages of the change process.
•
Change must be embraced.
Effective leaders are change agents. A
change agent is a person who initiates
an idea for change, directs stages of
the change process, or both.
As the provisions of the Affordable
Care Act continue to be implemented,
dramatic changes are taking place
with far-reaching implications for every
area of healthcare. As a healthcare
leader, you can either fight or try to
avoid change or embrace change.
Avoiding or fighting change will not get
you very far in any healthcare
organization. Change must be
embraced.
Slide 3
Lewin’s Change Theory
Step 1: Unfreezing
•
The method of how it can be possible for people to let go of
an old pattern
Step 2: Change or movement
•
A process of changing thoughts, feelings, and behavior to
be more liberating or productive
Step 3: Refreezing
•
While numerous change theories have
been proposed, we will focus on
Lewin’s Change Theory in this
module. Lewin’s Theory of Change
has three steps: unfreezing, change or
movement, and refreezing.
Establishing the change as the new habit or standard
Unfreezing is the process which
involves finding a method of making it
possible for people to let go of an old,
counterproductive pattern. Necessary
to overcome the strains of individual
resistance and group conformity,
unfreezing can be achieved by the use
of three methods. First, increase the
driving forces that direct behavior
away from the existing situation or
status quo. Second, decrease the
restraining forces that negatively affect
the movement from the existing
equilibrium. Third, find a combination
of the two methods.
The next stage is change or
movement. This stage involves a
process of change in thoughts,
feelings, or behaviors that is in some
way more productive.
The last stage in Lewin’s theory is that
of refreezing. Refreezing is
establishing the change as a new
habit, so it now becomes the standard
operating procedure. Without this
stage of refreezing, it’s easy to go
back to old ways.
Now that we know the basics of one of
the many change theories, let’s look at
the characteristics, responsibilities,
and strategies of the change agent.
Slide 4
The Change Agent
•
Characteristics
– Experience
– Success
– Being respected
– Leadership skills
– Management competencies
•
Qualities
– Willing to spend time correcting problems
– Are positive, optimistic, and enthusiastic
– Supportive of proposed change
Slide 5
The Change Agent
•
Responsibilities
– Develop a plan of action.
– Focus awareness on change’s legality and ethics.
– Support staff or members.
•
Strategies
– Define the change as mandatory or optional.
– Develop system of control and information flow.
•
Consider long-term evaluation.
Characteristics and qualities of change
agents include experience, success,
being respected, leadership skills, and
management competencies. Change
agents are willing to spend their time
correcting problems, and they choose
to be positive, optimistic, and
enthusiastic. If the change agent is not
supportive of the proposed change, it
will most certainly fail. Attitude is a
must for the change agent to be an
effective leader for the change.
The change agent’s first responsibility
is to develop a plan of action. The plan
needs to include a description of and
rationale for the change, objectives
expressed in measurable terms and a
projected timeline for each stage of
the change, leaving some flexibility to
accommodate new information.
The change agent must have a keen
sense of the ethical and legal aspects
of the change. Many people become
vulnerable during change, and their
rights and dignity must not be
compromised. Leaders need to
remember that staff requires support
during any type of change. Even when
a change is for the best, it is very
stressful for both change agents and
all staff affected by the change.
What are key strategies for change
agents? They must define whether the
change is mandatory or optional. In
other words, is it a choice? If change
is chosen, is it the best choice? When
a decision is made to change, a clear
message must be sent to staff
members about the change and their
duties in relation to it.
Change agents need to develop a
system of control and information flow.
A mechanism must be in place to
monitor the progress of the change.
Agents also need to ensure that
planning is done for long-term
evaluation of the change.
Slide 6
The Change Agent
•
Resistance to change
– Implementation of a change implies current
performance is unacceptable.
– Additional work and compensation
•
It is of primary importance for the leader to establish trust.
– Give explanations.
– Request input.
– Acknowledge concerns.
– Make small-step changes.
– Offer assistance.
– Explain benefits.
– Acknowledge success.
When change occurs, resistance is to
be expected. Many times, when a
change is implemented, the
implication is that current performance
is not acceptable. This may result in
embarrassment and insecurity for
some staff members. Another possible
issue may arise around additional
work and compensation. If the change
is a time-saving practice, will staff be
required to do more work with no
additional pay?
What can the leader do about
resistance to the proposed change?
The most important step is
establishing trust. This is done by
giving explanations, requesting input,
acknowledging concerns, making
changes in small doses, offering
assistance, explaining benefits of the
change, and acknowledging success.
Slide 7
The Change Agent
•
Leader must acknowledge member feelings and accept that
change can mean pain.
•
Leader must determine and ensure only necessary changes
are implemented.
•
SWOT analysis to evaluate change
– Strengths
– Weaknesses
In the change process, the leader
must acknowledge staff feelings
related to the change and the fact that
change can be painful…even for those
initiating the change.
– Opportunities
– Threats
Only needed changes are worth the
time and expense required for the long
process of implementation. Leaders
need to make this decision prior to
initiating the change.
A tool that many leaders utilize when
evaluating change is a SWOT
analysis. Please research this in more
detail as we will only be covering the
basics in this presentation. A SWOT
analysis reviews strengths,
weaknesses, opportunities, and
threats. Use of this tool is a great
guide for change agents as they move
through the change process.
Slide 8
Review
•
Change management: required competency for all leaders
•
Utilization of many change theories
•
Planned change hand-in-hand with healthcare
•
Positive and supportive response to resistance
•
Monitoring of plan effectiveness through continuous
evaluation
Let’s do a quick review. Managing
change is a required competency for
all leaders. Numerous change theories
may be used. Planned change is part
of the healthcare environment. The
leader uses communication, guidance,
and motivation to decrease resistance
to change and to promote staff
support. Continuous evaluation of
implemented change is critical for
maintaining the change and
monitoring its effectiveness.
Slide 1
Leadership in Health Education
Module 4
Relational Skills
Leadership in Health Education
Module 4: Relational Skills
Part 1: Staff Motivation
Part 1: Staff Motivation
Now we will take a few minutes to
discuss how leaders can motivate their
staffs. In addition to what we discuss
here, many different websites are
available to provide great motivational
tools that can be used by leaders.
Slide 2
Motivating Employees
•
Encourage productivity
•
Ensure job satisfaction
•
Methods:
– Fair treatment
– Proper incentives
– Adequate compensation
•
Slide 3
Lead by example
Aligning of Goals
•
Expectations of employees must be clear
•
A lack of standards and goals:
– Leader frustration from poor efficiency
– Employee frustration from failed efforts to please
Slide 4
Sources of Motivation
•
Leader’s responsibility to recognize various sources
– Money and benefits
– Praise
– Work-life balance
•
Individual meetings with employees demonstration of
genuine interest
Leaders must seek out ways to
motivate employees to encourage
productivity and ensure job
satisfaction. They cannot force
employees to be successful at their
jobs, but they can motivate them with
fair treatment, proper incentives, and
adequate compensation. It is the role
of leadership to guide by example and
motivate employees to do their best.
Leaders need to make sure employee
work goals align with their work goals.
This requires strategic planning and
communication because leaders must
let employees know exactly what they
expect of them. If they do not have
standards and goals to meet, leaders
will feel frustrated by their lack of
efficiency. Employees will feel
frustrated by their failed efforts to
please. Misunderstanding of goals
leads to disappointment and failure-the opposite of the motivating forces
leaders are striving to create.
Leaders must understand exactly what
motivates each employee in their
company. Some are motivated by
money and benefits; some are
motivated by praise, and others are
motivated by work-life balance.
Leaders must assess each
employee’s work responsibilities and
underlying motivations. An employee
analysis requires you to meet with
each employee individually to discuss
their work-related desires. Most
employees appreciate a leader’s
sincere interest.
Slide 5
Effective Listening
•
Most powerful technique for motivating others
•
Can and should be practiced
•
Validates others’ opinions as valued
•
Leaders should avoid conversation domination.
– Do not abuse power granted by position of authority.
•
Can lead to workplace dissatisfaction.
Perhaps the most powerful of all
leadership techniques for motivating
employees is effective listening.
Practicing listening skills until it
becomes a habit can do more to
improve a leader’s relationships at
work and at home than perhaps any
other single behavior.
Effective listening is essential to
motivating employees. If you think
about it, you always listen to someone
whose opinion you value. You listen
when your boss speaks to you. You
listen when someone you look up to
and respect speaks to you. The more
important the other person, the more
you hang on every word, and the more
influenced you are by what he or she
says.
A big mistake that leaders make,
because they are in a position of
control and power, is that they
dominate the conversation. They don’t
use their listening skills. They interrupt
people and complete their sentences.
They ignore what people have said
and rush in to make their own points.
They override the arguments of others
because they have the power to do it.
But every time leaders fail to use
listening skills and withhold close
attention from others while they are
talking, they make them feel valueless
and unimportant. This starts to create
a negative downward spiral that can
lead to unhappiness and
dissatisfaction in the workplace.
Slide 6
Lead By Example
Employees are likely to exhibit behaviors similar to their
leader.
Slide 7
•
Speak kindly.
•
Show respect.
•
Give praise.
Fairness
•
Leaders are responsible for implementing fair systems.
– Incentives
– Rewards
– Benefits
– Compensation programs
– Performance evaluations
•
Leaders should establish a workplace environment that is:
– equitable.
– consistent.
One of the best things leaders can do
to motivate employees is to lead by
example. If leaders are lazy, prone to
procrastination, or allow tempers to
flare, employees may exhibit the same
behaviors. We should all remember to
speak kindly, show respect, and give
praise when it is due.
Fairness is an important motivating
factor in the workplace. Leaders
create a fair system of incentives,
rewards, and benefits that encourages
employees to work hard. Leaders
should establish an equitable and
consistent work environment.
Favoritism should not be a part of it.
Compensation programs and
employee performance evaluations
should be consistent and fair.
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