Your Leadership Assessments This Week Focus On Ethical Matur ✓ Solved

Your leadership assessments this week focus on ethical matur

Your leadership assessments this week focus on ethical maturity, servant leadership, and moral courage. Choose one of the assessments you completed this week to discuss. You will also go back to the role discussion you had in Week 1 to connect the assessment to the role you chose there.

Once you have identified these two items, answer the following questions in your discussion: Describe the role and the assessment you will be discussing. How does the assessment you have chosen advise the effectiveness of the role you selected in Week 1? How will you use this knowledge to advise your personal leadership? You will find this knowledge helpful as you identify your personal leadership statement for the assignment you will complete for Week 8. Support your ideas with course concepts and ideas.

Be explicit in your use of course material. Use APA style and format for in-text citations and references.

Paper For Above Instructions

Introduction

This paper connects a Week 1 role I selected (Operations Manager in a mid-sized healthcare organization) to one of the leadership self-insight assessments from Daft’s Chapter 6: "Your Servant Leadership Orientation" (Leader's Self-Insight 6.2). The paper first describes the role and the assessment, then analyzes how the servant-leadership assessment informs the effectiveness of the operations manager role. Finally, it explains how I will use the assessment results to advise and shape my personal leadership development and forthcoming personal leadership statement. Course concepts from Daft (2018) and related leadership and ethics literature are used to support the analysis (Daft, 2018; Greenleaf, 1977).

Role Description: Operations Manager (Healthcare)

The Week 1 role is an Operations Manager in a mid-sized healthcare organization responsible for coordinating clinical and administrative workflows, supervising frontline supervisors, ensuring regulatory compliance, and optimizing patient-centered service delivery. This role requires balancing operational efficiency, staff development, regulatory ethics, and patient safety. As such, the role demands both technical competence and high ethical standards, including transparent decision-making, support for staff well-being, and moral courage when facing resource constraints or safety concerns (Northouse, 2019; Daft, 2018).

Assessment Description: Leader's Self-Insight 6.2 — Your Servant Leadership Orientation

Leader's Self-Insight 6.2 measures orientation toward servant leadership: prioritizing followers' growth, listening, empathy, stewardship, and community building (Daft, 2018). The assessment typically asks leaders to rate behaviors and attitudes associated with serving others first, empowering followers, and fostering organizational environments that encourage ethical conduct and long-term development (Greenleaf, 1977; Van Dierendonck, 2011). Servant leadership is distinct from transactional or purely directive models because it emphasizes moral purpose and follower flourishing as core leadership outcomes (Greenleaf, 1977; Liden et al., 2008).

How the Servant Leadership Assessment Advises Role Effectiveness

The servant-leadership orientation is highly relevant to an operations manager in healthcare. First, servant behaviors—such as active listening, empathy, and stewardship—foster psychological safety, which improves error reporting and team learning (Edmondson, 2019). An operations manager rated high on servant orientation will likely create climates that reduce blame and promote patient safety and continuous improvement (Daft, 2018; Edmondson, 2019).

Second, servant leadership supports staff development and retention. Healthcare operations require specialized staff who must be motivated and resourced; servant-oriented managers invest in employee growth and autonomy, thereby increasing engagement and lowering turnover (Liden et al., 2008; Van Dierendonck, 2011). These outcomes directly improve operational stability and service quality, key responsibilities of the role.

Third, the servant orientation intersects with ethical maturity and moral courage. Servant leaders prioritize stakeholder needs and long-term welfare, which supports ethical decision-making under pressure (Brown & Treviño, 2006). In healthcare, where ethical dilemmas about allocation, patient autonomy, and confidentiality arise, a servant orientation predisposes the manager to consider patient-centered values and to defend those values even when organizational pressures push otherwise (Hannah et al., 2011).

Applying Assessment Insights to Personal Leadership

Using the servant leadership assessment as a diagnostic, I will take three practical steps to develop leadership effectiveness in my operations manager role.

1. Strengthen Servant Behaviors Through Targeted Development. If the assessment reveals gaps—e.g., lower scores on empathy or stewardship—I will pursue deliberate practices: structured one-on-one meetings to listen for barriers, mentorship programs to prioritize staff development, and regular reflective practice to assess stewardship decisions (Daft, 2018; Liden et al., 2008). These practices operationalize servant ideals into daily managerial routines and align with Kouzes and Posner’s emphasis on modeling and enabling others (Kouzes & Posner, 2017).

2. Integrate Servant Orientation into Ethical Decision Processes. I will create decision checklists that include stakeholder impact, long-term consequences, and staff development implications—moving beyond short-term efficiencies. By integrating servant-focused criteria into routine operational decisions, moral maturity improves (Trevino, Weaver, & Reynolds, 2006), and moral courage is reinforced because decisions align with articulated values, making it easier to defend ethical choices publicly (Hannah et al., 2011).

3. Build Structural Supports for Servant Practices. Servant leadership is not only individual disposition but also supported by systems. I will advocate for policies that institutionalize staff feedback loops, protected time for staff development, and transparent incident-review processes that emphasize learning over punishment. Such structures reduce the cognitive and social costs of acting ethically and encourage sustained servant behaviors across the team (Brown & Treviño, 2006; Mayer, Kuenzi, & Greenbaum, 2009).

Implications for Personal Leadership Statement

Insights from the servant-leadership assessment will be central to my Week 8 personal leadership statement. I will articulate a leadership purpose that places servant values—stewardship, growth of others, and community—at the core, linking them explicitly to operational outcomes like safety, quality, and staff retention. Framing servant leadership as both ethical imperative and operational strategy will create a coherent personal leadership narrative grounded in course concepts (Daft, 2018; Greenleaf, 1977).

Conclusion

Choosing Leader's Self-Insight 6.2 (Servant Leadership Orientation) provides actionable insight for an operations manager in healthcare. The assessment highlights behaviors and orientations that directly support the core responsibilities of the role—patient safety, staff development, and ethical decision-making. By strengthening servant behaviors, integrating servant criteria into decision processes, and building institutional supports, I can improve both ethical maturity and practical leadership effectiveness. These steps will inform my personal leadership statement and ongoing development as a leader who serves both people and mission.

References

  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616.
  • Daft, R. L. (2018). The leadership experience (7th ed.). Cengage.
  • Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
  • Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
  • Hannah, S. T., Avolio, B. J., & May, D. R. (2011). Moral maturation and moral leadership: A multilevel perspective. The Leadership Quarterly, 22(6), 1019–1035.
  • Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). Wiley.
  • Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177.
  • Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. (2009). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95(1), 7–16.
  • Trevino, L. K., Weaver, G. R., & Reynolds, S. J. (2006). Behavioral ethics in organizations: A review. Journal of Management, 32(6), 951–990.
  • Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261.

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