Management Skills And Styles Assessment Paper

The hospital should use a tool to determine one’s style of leadership and leadership effectiveness. The Management Skills and Styles Assessment (MANSSA) is a good example (Psych Tests AIM, 2011). The purpose of this test is to “identifying promising managers; selecting, promoting or transferring employees into management positions; and training and developing existing managers” (Psych Tests AIM, 2011, p. 1). The test consists of 196 multiple-choice questions covering eight managerial skill areas to determine effective and ineffective managers. This test is an online test. The estimated time to complete the test is 45 minutes. Regenerated reports identify test takers personality type and how successful these types are as managers. Reports

Smith (2015) agrees “transformational leadership style is needed to provide a synergistic environment” (Smith, 2015, p. 48). These leaders cultivate “vision, disseminates information effectively, enhances, employee engagement, and is inclusive of others” (Smith, 2015, p. 48). This style of leadership is known to motive others toward common shared values (Smith, 2015). And in so doing, it inspires others into leadership, which is a goal that benefits organizations as well. Research supports that transformational leadership is very effective and impactful when it comes to health care outcomes (Smith, 2015). Findings report that nurses have “higher levels of commitment to their organizations when they perceive their nurse mangers to be transformational leaders” (Schwartz, Spencer, Wilson, & Wood, 2011, p.

Mentoring establishes a relationship in which a more experienced professional supportively guides as an example for another less experience professional (Bynum, 2015). In the case of the hospital, senior management will pair leaders with varying leadership styles. Mentoring has been proven to be effective in leadership development (McNamara, et al., 2014). The mentoring can be informal or formal or both. In fact, informal mentoring is more valuable than formal mentoring (as cited in McNamara et al., 2014). As each leader with varying leadership styles are paired up with each other, each leader observes each one in clinical experiences. Each leader meets regularly to discuss pro and cons of leadership styles. The mentoring program will last for the duration of eighteen months. If each party wishes to continue the mentoring relationship, they can request an extension; however, the extension cannot exceed three years. Before the hospital leaders can implement mentoring relationships, they must ensure that the necessary manpower and willingness of skilled mentors’ participation are in place. Leaders cannot be forced to participate. This may hinder the underlining goal of the process- to cultivate an environment where leadership styles are understood and examined for effectiveness. It may be difficult for the hospital to find willing participants. Mentoring requires time and