Slide 2: Introduction

The purpose of this presentation is to explore leadership reflection and

development in a healthcare setting, specifically addressing challenges faced
by young hospital administrators in high-pressure, urban multi-specialty
hospitals. Leadership reflection plays a crucial role in identifying
strengths and areas for growth. Self-awareness is a foundational trait
of effective leaders, as it allows them to adapt, communicate, and
manage teams efficiently (Goleman, 2020). This presentation will use
various models to analyze leadership growth and develop an action plan
to enhance skills in conflict resolution and hospital management.

Slide 3: Driscoll’s Model of Reflection

Driscoll’s Model of Reflection (1994) is a structured framework that helps

individuals reflect on their experiences and develop insights for
improvement. It follows three key questions:

 What? Identifying the situation or challenge.

 So What? Analyzing the impact and significance.
 Now What? Creating an action plan to improve future outcomes.

In healthcare leadership, this model is useful for analyzing staff

conflicts, patient care delays, and operational inefficiencies (Bulman
& Schutz, 2013). Structured reflection can enhance decision-making and
create proactive strategies for leadership improvement.

References:

 Bulman, C., & Schutz, S. (2013). Reflective Practice in Nursing (5th

ed.). Wiley-Blackwell.
 Driscoll, J. (1994). Reflective practice for practice – Senior Nurse, 13(7),
47-50.
Slide 4: Self-Reflection Model & Self-Awareness

Self-reflection is essential for leadership development as it enables

individuals to understand their leadership style, strengths, and
weaknesses. Self-awareness, defined as the ability to recognize and
regulate emotions and behaviors, is crucial for effective management
(Goleman, 2017).

Benefits of self-awareness include:

 Improved decision-making and emotional intelligence.

 Enhanced communication and conflict resolution skills.
 Increased resilience and adaptability in challenging situations.

Tools for Enhancing Self-Awareness:

1. Feedback mechanisms (360-degree reviews, peer assessments).

2. Journaling to track leadership experiences and lessons learned.
3. Self-assessment tools (MBTI, emotional intelligence tests).

Reference:

 Goleman, D. (2017). Emotional Intelligence: Why It Can Matter More

Than IQ (10th ed.). Bantam.

Slide 5: Johari’s Window

The Johari Window model (Luft & Ingham, 1955) is a psychological

framework that helps leaders understand how they are perceived by
others. It consists of four quadrants:

 Open Area – Known to self and others.

 Blind Spot – Unknown to self but known to others.
 Hidden Area – Known to self but hidden from others.
 Unknown Area – Unknown to both self and others.

In leadership and communication, this model helps increase self-

awareness, reduce blind spots, and improve team collaboration
(Mayer, 2020). Leaders who actively seek feedback and self-reflect can
expand their Open Area, leading to transparent and effective
leadership.
References:

 Luft, J., & Ingham, H. (1955). The Johari Window: A Graphic Model for
Interpersonal Relations. Western Training Laboratory.
 Mayer, J. D. (2020). Personal intelligence and leadership effectiveness.
Leadership Quarterly, 31(4), 101338.

Slide 6: SWOT Analysis

A Personal SWOT Analysis helps leaders identify strengths,

weaknesses, opportunities, and threats to their professional growth.

Strengths Weaknesses
Strong decision- Struggles with conflict
making skills resolution
Effective medical Overwhelmed by high
knowledge patient volumes
Opportunities Threats
Leadership training Staff burnout and
programs dissatisfaction
Mentorship from senior
High patient expectations
leaders

From this analysis, the key insights include improving team

communication, delegation, and workflow efficiency to enhance
hospital management.

Reference:

 Kotler, P., & Keller, K. L. (2019). Marketing Management (15th ed.).

Pearson.

Slide 7: Leadership Qualities & Values

Successful healthcare leaders demonstrate:

1. Integrity – Building trust with staff and patients.

2. Resilience – Adapting to challenges and stress.
3. Empathy – Understanding the needs of both patients and staff.
 4. Adaptability – Adjusting to changing healthcare demands.

Studies show that leaders with strong personal values align their
decision-making with ethical leadership, leading to higher staff
satisfaction and patient care quality (Yukl, 2019).

Reference:

 Yukl, G. (2019). Leadership in Organizations (9th ed.). Pearson.

Slide 8: SMART Action Plan

A structured action plan should follow the SMART framework:

 Specific: Improve conflict resolution and hospital workflow.

 Measurable: Reduce staff complaints by 50% in 6 months.
 Achievable: Implement team meetings and conflict resolution
training.
 Relevant: Enhances patient care and staff morale.
 Time-Bound: Evaluate progress quarterly.

Reference:

 Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s

goals and objectives. Management Review, 70(11), 35-36.

Slide 9: Stakeholder Feedback for Leadership

Development

Effective leadership development relies on feedback from:

 Colleagues & Peers – Insights into leadership effectiveness.

 Mentors & Supervisors – Professional guidance.
 Patients & Staff – Impact of leadership on patient care.

Methods include 360-degree feedback, surveys, and performance

reviews (London, 2014).

Reference:
  London, M. (2014). The power of feedback for leadership development.
Organizational Dynamics, 43(1), 1-7.

Slide 10: Leadership Development Example

Dr. Ananya improved her leadership by:

 Attending a conflict resolution workshop.

 Implementing daily team briefings.
 Encouraging open communication among staff.
As a result, hospital efficiency and staff satisfaction improved.

Slide 11: Measuring Leadership Development

Leadership progress is tracked through:

1. Self-assessment tools – Reflecting on leadership improvements.

2. Stakeholder feedback – Collecting reviews from staff and patients.
3. Performance metrics – Measuring improvements in patient care.

Reflective practice fosters continuous learning and leadership growth

(Kolb, 2015).

Reference:

 Kolb, D. A. (2015). Experiential learning: Experience as the source of

learning and development (2nd ed.). Pearson.

Slide 12: Questions & Reflections

1. What stakeholders could you ask for feedback to develop your

leadership and management skills?
a. Senior doctors, nurses, patients, and administrative staff.
2. Give an example of how you might develop one of the areas
you have identified.
a. Improve conflict resolution by attending leadership training and
applying mediation techniques.
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