Reply 1: When Sara Filed The Report, She Showed The Four Com

Reply 1when Sara Filed The Report She Showed The Four Components Of

When Sara filed the report, she demonstrated the four components of adaptive leadership. Adaptive leadership involves addressing complex issues and helping individuals or organizations focus on the most critical aspects of a situation, especially during times of change or challenge (Yoder-Wise, 2014). In this context, Sara exhibited emotional intelligence by balancing her awareness of the ethical necessity of reporting with her consideration for Ellen’s emotional well-being. Despite knowing that reporting the issue was necessary, Sara was concerned about obligating Ellen to complete the report, showing empathy and self-awareness, which are core elements of emotional intelligence.

Furthermore, Sara upheld organizational justice by recognizing the importance of maintaining a safe and ethical work environment, which justified her decision to file the report ultimately. Her actions reflected her understanding of fairness and accountability in organizational settings. Sara also demonstrated developmental characteristics when she engaged Ellen in a discussion about the importance of reporting against Dr. Tkachyck, indicating her commitment to personal growth and professional development. However, when Sara chose not to proceed with the report after Ellen’s wishes, she did not fully utilize her adaptive leadership skills or embody the organizational justice, character, or developmental components. This lapse resulted in her having to be reprimanded by Kathleen for her decision, highlighting the importance of consistently applying adaptive leadership principles in ethical dilemmas.

Paper For Above instruction

Adaptive leadership is a vital approach in healthcare and organizational management that enables leaders to navigate complex and challenging environments effectively. It involves guiding individuals and organizations through change, uncertainty, and adversity by fostering resilience, learning, and ethical decision-making. The scenario involving Sara exemplifies key elements of adaptive leadership, specifically demonstrating how emotional intelligence, organizational justice, and personal development converge to facilitate ethical and effective leadership in a demanding healthcare setting.

At the core of adaptive leadership is emotional intelligence, which entails self-awareness, self-regulation, empathy, and social skills. In Sara’s case, she exhibited emotional intelligence by carefully balancing her duty to report the harassment with her concern for Ellen’s emotional state. She reassured Ellen of her support and provided a safe space for her to navigate the difficult situation. This empathetic response is central to adaptive leadership, as it helps build trust and maintains morale during challenging times (Kuluski & Reid, 2021). Effective communication, a subset of emotional intelligence, was demonstrated by Sara’s discussions with Ellen, helping her understand the gravity of the situation without causing undue distress.

Organizational justice, another critical component, involves fairness, transparency, and trust within an organization. Sara’s initial intention to file the report aligns with organizational justice principles, emphasizing the importance of a safe, equitable workplace. Her decision underscores her recognition that addressing misconduct is essential to uphold organizational integrity and protect vulnerable populations, such as patients. When Sara ultimately refrained from filing the report due to Ellen’s wishes, she failed to uphold these justice principles fully, which led to repercussions. This illustrates the delicate balance leaders must maintain between ethical responsibilities and supporting subordinates—a core challenge in adaptive leadership.

Developmental aspects of adaptive leadership pertain to growth as a leader through experience, reflection, and action. Sara’s engagement with Ellen reflected her willingness to develop her leadership capacity by addressing complex ethical issues and fostering a supportive environment. Her initial approach demonstrated openness and support, key traits associated with adaptive leaders who value continuous learning and self-improvement (Heifetz, Grashow, & Linsky, 2009). However, her decision not to proceed with the report after Ellen’s expressed wishes revealed a gap in applying her development skills fully; she did not stay committed to the ethical principles that underpin adaptive leadership. This incident highlights the ongoing need for leaders to develop resilience, moral courage, and the ability to manage conflicting priorities.

Moreover, Sara’s experience emphasizes the importance of ethical decision-making within adaptive leadership frameworks. Ethical challenges often require leaders to navigate between competing interests and values, such as loyalty, justice, and the duty to protect. Adaptive leaders must possess moral courage to confront uncomfortable truths and advocate for ethical actions, even at personal or professional risk. In this context, Sara’s initial advocacy and emotional intelligence reflected her ethical stance, but her subsequent decision to refrain from reporting indicated a need for stronger moral resolve aligned with adaptive leadership principles.

Overall, Sara’s actions illustrate the practical application of adaptive leadership concepts in real-world scenarios. Her initial handling of the situation demonstrates how emotional intelligence, organizational justice, and personal development are interconnected and essential for ethical leadership. The case also underscores the importance of consistent application of these principles and the necessity for ongoing reflection and growth. Adaptive leadership encourages leaders to remain resilient and morally grounded when confronting complex challenges, ultimately fostering trust, accountability, and a culture of safety.

References

• Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard University Press.
• Kuluski, K., & Reid, R. J. (2021). Applying the principles of adaptive leadership to person-centred care for people with complex care needs: Considerations for care providers, patients, caregivers and organizations. Health Expect, 24(2). https://doi.org/10.1111/hex.13174
• Yoder-Wise, P. (2014). Leading and Managing in Nursing. Elsevier.
• Heifetz, R., et al. (2020). Leadership in complex environments. Journal of Organizational Behavior, 41(1), 1-15.
• Northouse, P. G. (2021). Leadership: Theory and Practice. Sage Publications.
• Uhl-Bien, M., & Marion, R. (2008). Complexity leadership in healthcare organizations. The Leadership Quarterly, 19(5), 499-521.
• Antonakis, J., & Day, D. V. (Eds.). (2017). The Nature of Leadership. Sage Publications.
• Goleman, D. (1995). Emotional intelligence. Bantam Books.
• Heifetz, R. (2014). Leadership Without Easy Answers. Harvard University Press.
• Crabtree, S. (2018). Building resilient healthcare leadership: Strategies and insights. Healthcare Management Review, 43(2), 174-182.