PEERRESPONSES2.docx

In your responses to at least two of your classmates, compare and contrast your respective leadership strategies and offer constructive criticism of the advice and recommendations offered by your peers. Additionally, identify any insights you have gained as a result of reading the responses of others.

CARMEN’S POST:

Leading Change

It is very important as leaders to understand the need of the population that is being served. As leaders it is also important to be mindful of changes and address those changes accordantly. In this week readings focus demonstrated the need of different services and how researchers develop quantitive study to aim for those needs. According to Guerrero et. al. (2014) brought insight on making change by adding more services. A holistic approach to help low income minority clients and communities which include mental and physical health as well as HIV testing. This study gave awareness of the needs that funding’s’ were provided. I want to focus on this peer-review because it is associated with my interest of co-occurring dis s.

Discuss specific leadership strategies associated with positive implementation of changes described in both of this week’s readings.

In Guerrero et. al (2014) I feel a transformational leadership strategy was utilized. As mention in Adams and Galanes (2017) Transformational leadership is characterized y a leader’s ability to inspire followers to act toward a greater good beyond their own self-interest (p. 258). I noticed that the researcher’s interest is more than aiding with mental health. They went beyond just helping individuals with HIV, but focus on the need in minority communities who struggle with other physical health conditions. Both of these readings seek to bring change in their community based on the need. They were able to gather data to inform, inspire and provide a vision for followers. In addition, I also feel that in this reading they utilize democratic leadership. According to Adams and Galanes (2017) democratic leadership is made by leaders in consolation with group members and a primary focus on both task and social dimension of the group (p. 258). In these readings you can tell that researchers found synergy and interest group that focus on a problem. In the case of Guerrero et. al (2014) they had an interest in helping individuals struggling with addition but they noticed the lack of funding’s and resources.

Offer advice to a human services leader charged with implementing a major change in the way services are delivered.

Learning the community is essential in to understand the need. Gathering data and truly understanding the need of the community is important before making any change. Also, having synergy and finding interest group are beneficial as working in groups can provide multiple solutions. In addition, when working in small group or groups one must be mindful as everyone might have different views and ideas. I feel that democratic leaders are more effective as it allows all members to participate in decision making as well as find common goals (Adams and Galanes, 2017).

Include recommendations at both the individual leader and collective organizational levels

 Recommendations for individual leaders is to provide effective communication and active listening. It is important to pay attention to verbal and non-verbal communication as this can affect the way your team sees you. Avoid threats as coercion as this can cause rebellion. It is important to be the expert and have insight on the modifications/ changes that need to take place. In regards to collective organizational levels, a democratic leader approach is more appropriate, as it allows you to problem solve in groups. According to Adams and Galanes (2017) democratic leadership’s encourage member to develop group agendas and to determine what procedures the group will use, overall, they tend to be more satisfied, to participate more actively in meetings, commitment in group decisions and more innovative (p. 259).

 References

Adams, K., & Galanes, G. (2017). Communicating in groups: Application and skills (10th ed.). New York, NY: McGraw-Hill. eISBN-13: 9781259983283
Guerrero, E. G., Aarons, G. A., & Palinkas, L. A. (2014). Organizational capacity for service integration in community-based addiction health services. American Journal of Public Health, 104(4), e40-7. Retrieved from ProQuest database.
McCarthy, D., Kerrisk, M., & Gijbels, H. (2012). Turning recovery principles into practice through leadership. The International Journal of Leadership in Public Services, 8(1), 21-32. http://dx.doi.org/10.1108/17479881211230646

BIANCA’S POST:

Leading Change:

When leading in diverse communities, one needs to exhibit knowledge of what these communities’ needs are. Once there’s an understanding of their needs, there can be a plan to offer adequate services to these communities. Statistical analysis of the demographics is one way to know how many people live in a specific community and who they are providing services to. Medrano et al. (2005) suggest that ethnic minorities receive far less qualitative care in the United States than those residing in non-Hispanic or non-minority demographics. For fair and equal leadership in health and human services, there must be a strategy to get diversity training and education that helps understand a cross-cultural community and help provide the best services.

Discuss leadership strategies:

Strategies for effective leadership may include:
· Understanding the demographics, one is servicing.
· Collecting data of what the community lacks and use that information to help make the appropriate changes within the community.
· Surveying the community’s people and holding informational groups to help individuals in the community be better educated of the services being offered to them.
· Have information offered to them in their languages, even interpreters for the deaf and hard of hearing communities that sign in languages other than ASL.
· Offer training on religious beliefs and become familiar with how their religion affects their understanding or acceptance of the services they require.
· Be a mentor to others. Help guide others with less knowledge than you to be leaders. Pass on the knowledge you have to others interested in becoming leaders. This strategy also goes hand in hand with empowering your staff. Empowerment is a great way to help non-leaders connect with their administration and find solutions to any shortcomings in their organization.
 

Offer advice to a Health and Human services leader:

There are many ways to be a great leader. Listening to your staff members and having open communication with those staff members is a great way to show leadership and show understanding. The phrase “communication is key” is very relevant to a leader because to be an effective leader, one must know how to listen to those around them actively.
Understanding the needs of those you are servicing is also a great way to show leadership. Knowing what services to offer those in the community you are servicing shows interest and understanding of their needs. Delivery is also a great leadership skill. Knowing how to deliver the services you are offering is also a great way to show knowledge and leadership.

Include recommendations

Recommendations for better leadership include surveying staff and volunteers of the organization, listening, and paying attention to those around you and those involved in your organization. Setting standards for all involved in servicing in the community you serve. Keeping staff and participants of the programs you are responsible for accountable for their actions and offer training to strengthen their skills. Another way to become an effective leader is by thinking outside the box. It could benefit leaders to move away from what is routine and try something different. One such way could be involving staff members showing potential leadership put their thoughts into action and test a strategy that has probably never been used before; doing this may be risky, but there is always some risk in any change.
 
References
Guerrero, E. G., Aarons, G. A., & Palinkas, L. A. (2014). Organizational capacity for service integration in community-based addiction health services. American Journal of Public Health, 104(4), e40-7. Retrieved from ProQuest database.
Medrano, M. A., Setzer, J., Enders, S., Costello, R. M., & Benavente, V. (2005). Self-Assessment of Cultural and Linguistic Competence in an Ambulatory Health System. Journal of Healthcare Management, 50(6), 371–385. 
https://doi-org.proxy-library.ashford.edu/10.1097/00115514-200511000-00005 (Links to an external site.)

Wilson-Stronks, A., & Mutha, S. (2010). From the Perspective of CEOs: What Motivates Hospitals to Embrace Cultural Competence? Journal of Healthcare Management, 55(5), 339–351. 
https://doi-org.proxy-library.ashford.edu/10.1097/00115514-201009000-00009 (Links to an external site.)