Leadership in Veterinary Medicine. Clive Elwood

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      3.2.10 Organisational Ability

      Unless you have someone to organise for you which, for most leaders in a veterinary context is unlikely (and only then when you have scaled some heights using your own resources), a basic ability to organise yourself and your time is a prerequisite. For those who are maintaining a clinical/technical role, time management is critical so that you can dedicate the necessary resources to your leadership functions without burning out. This means a certain degree of ruthlessness and focus are helpful to be able to concentrate on what really matters and not be distracted by less‐important issues. Similarly, envisioning and then delivering change requires the ability to organise one's thoughts, prioritise and plan before one can communicate your ideas effectively. Once plans are in motion, part of the leadership function is to organise for the necessary resources to be available and in the right place at the right time.

      One can get easily trapped in over‐organising and micromanagement and, ironically, become inefficient and less effective as a result. Trust, delegation of authority and responsibility, and empowerment are the allies of the busy leader.

      Being disorganised means you do not have the time to concentrate on the things that matter, whether that be the people around you, networking, communication, change management or the other primary purposes of leadership. Poor organisation means you do not deliver yourself, your resources, your ideas, your insight, and your leadership and leads to loss of trust, disillusionment, cynicism and a frustrated, entrenched and self‐protective society.

      3.2.11 Wisdom, Objectivity, and Humility

      Wisdom is that elusive ability to say, or not say, and do, or not do, the right thing at the right time. Wisdom is not based on knowledge, but it is based on understanding and is, to a degree, a synthesis and is often based on experience, reflectivity, and humility. The ability to see things objectively, as they are, and not be swayed by prejudice or emotion, helps leaders be, and become, wise. Applied wisdom in leadership means choosing a right path from the tangle of complexity and showing others where it might lead (Cacciope 1997).

      Wisdom is fine, but in leadership, where decisions have to be made and things have to get done, it does not mean doing nothing; unless doing nothing is the right thing to do. Believing completely in your own brain power and powers of intuition, however, are the opposite of wisdom and lead to hubris, overconfidence and potential catastrophe. This is seen on a grand scale, but it could be applied to much smaller scale, such as the veterinary clinician who is so wedded to a particular way of doing things and a belief in their own brilliance that they do not see the risk to their patient of doggedly pursuing a futile treatment plan, when the wise decision would be to stop, take stock, seek other opinions and be humble.

3.3 Emotional Competencies

      3.3.1 Self‐Awareness and Self‐Leadership

Self‐leadership is about applying awareness, motivation, regulation, development, support, and compassion to your own circumstance. You don't own a racehorse, keep it in a rough paddock, not exercise it, not groom it or pick its feet, not worm it and not care for it devotedly, and expect it to win the Derby. Chapter 4 is devoted to ‘Leading Yourself’ because this is such an important aspect of exercising leadership.

      3.3.2 Internal Locus of Control

      Those with a strong internal locus of control believe that events in their lives are determined more by their own actions than by chance or uncontrollable forces (Yukl and Gardner 2020). This belief supports leadership because if you believed you were at the mercy of external forces or events (external locus of control), what would be the point of trying to lead? Of course, having an internal locus of control is reasonable but believing you are invincible and can control all things is delusional and, in leadership, is likely to lead to irrational and high‐risk behaviours.

      3.3.3 Self‐Confidence

      Do you need self‐confidence to take on leadership? Many leaders may be racked with doubts and strong feelings of impostor syndrome but, paradoxically, manage to have the confidence to take on leadership and the ability to project confidence externally, whatever may be hidden inside. This shows an ability to silence the inner critic enough to get on with the job. Of course, this self‐confidence is helped if others show that they have confidence in you and if you have the right support.

      Overconfidence and hubris are dangerous. Leadership that plays down real danger and has an excessive belief in its own powers is at risk of shutting down dissent and taking decisions that turn out to be catastrophic.

      On the other hand, when someone in a leadership position lacks confidence (including the confidence to be vulnerable), it can lead to arguments, power struggles and a breakdown of group cohesion.

      3.3.4 Compassion

      Compassion is the feeling that arises when you are confronted with another's suffering and feel motivated to relieve that suffering (Hess‐Holden et al. 2019). It is related to, but not the same as, empathy. Veterinary medicine is, by definition, a compassionate profession and full of those who are motivated by compassion for their fellow creatures. A desire to relieve suffering is a powerful motivator and drives great good. For leadership, a compassionate mission is easy to promote and align with, perhaps more when compassion is aimed at the animals under our care than ourselves and our colleagues. Compassion for people can be lost when the needs of our animal charges are manifest but those in leadership must ensure that there is compassion for, and care of, their people too.

      Too much compassion can be overwhelming and, when compassion for others is sustained and not balanced by compassion for ourselves and support from others (including leadership), it can be draining and lead to compassion fatigue. This is a state of profound physical and emotional exhaustion and a marked reduction in our ability to empathise. It has been characterised as a secondary traumatic stress and is a serious risk in caregivers, particularly at times of high demand (Cohen 2007).

‘I just don't care!’ are hardly the words you would want to hear from a leader. There are plenty of examples of leadership that is not compassionate, and outcomes are rarely encouraging. At best, followers may feel unappreciated, uncared for, disposable. At worst, they may be physically and emotionally damage, depersonalised, and capable of imposing great harm on others.

      3.3.5 Energy

      An achievement orientation is a common attribute in professionals and often a necessary driver to get through professional training (see Chapter 5). When this is applied to leadership, it means wanting and having the energy to drive positive outcomes for the group and organisation.

      Achievement orientation that is not tempered by socialised power motivation and becomes all about ‘Me. Me. Me!’ is not a good sign in a leader. There is nothing wrong with wanting to be recognised for that achievement where your leadership contribution was significant. And there is nothing wrong with climbing a ladder, if that is what you want, but it should be on the back of results achieved through proper process, not manipulation of others, and not until true achievements have been delivered and are sustainable.

      No one wants a leader who does not care and is not interested in making things better. In leadership, it is a reasonable expectation that you will deliver and achieve something in exchange for status СКАЧАТЬ