It is impossible to effect change and innovation in any institution without any

It is impossible to effect change and innovation in

This preview shows page 7 - 10 out of 14 pages.

It is impossible to effect change and innovation in any institution without any glitches. Scott, Simpson, Skelton-Green, and Munro (2018) write that choosing the route of leadership is
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8 akin to setting on a collision course with conflicts. During the change process, Cowan was attacked verbally in both private and public and was viewed as a disrupter of the existing status quo. Additionally, Van Dierendonck and Patterson (2018) contend that innovation in the workplace demands courage and an innovative leader often finds themselves in complex, politically dangerous, and difficult positions and often without appreciation – a description that Cowan perfectly fits. Leaders often encounter failures and numerous hurdles but one way or the other, they press on to see the completion of their innovations. They transform harmful tumults into helpful turbulence, and this positivity helps in the creation of atmospheres suitable for change ( Northouse 2018). A major challenge to servant leadership is the effects it has on both the followers and the leader. SMHC’s workers habituated aggression and were irritated when Cowan did not retaliate. They beseeched him to seek revenge and defend himself as well as the facility. However, he ignored these pleas. With time, their frustrations morphed into admiration – transformation that took several years. Even though servant leadership is not soft or passive, it may in a way, demand extra resilience compared to other leadership styles. Health care facilities in Canada find it difficult to handle problematic employees, partly due to the power of health care unions. Leaders in these organizations have a tendency of avoiding tough workforce decisions and unions have profited immensely from this naivety. Servant leadership necessitates a fair and direct approach in dealing with problematic workers. Servant leaders understand that, every so often, unsuitable or underperforming workers must be “weeded out” of the firm and set up for success elsewhere ( Ham 2012). Most times, a few employees become toxic and incapable of adapting to change. Though it is easy to overlook these workers in change initiatives, Cowan never did so. He was bold and never faltered in his position when it came to productivity matters. He engaged in several mediations and issued
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9 severance when need arose. He never made excuses for not handling these workers, and is mentioned as an assertive CEO who dealt with underachieving employees rigorously. Thistlethwaite (2012) credits the readiness to engage in battle a prerequisite of leadership. Even though there are various components of leadership other than conflict, the resolve to disagree over vital ideals is a feature of good leadership. This concentration on personnel is similar to the often cited policy of “first who, then what.” Successful leadership demands the courage to make difficult employee judgments. Cowan perceived legal fees and severance as inherent corporate expenses when contrasted with the cost of having toxic or underachieving employees. He viewed
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  • Spring '20
  • Test, Kevin Cowan

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