This year, as I entered my first year of the clinical part of my medical degree, I was excited about the opportunities and experiences that awaited me. Along with this excitement, though, came apprehension about how I would be able to make the most out of clinical placement and getting the best learning experiences possible. I knew that this would need active effort on my part, seeking out the best opportunities, experiences and answers.
Throughout my time as a medical student, there have been many incidences where I was put in a position of leadership willingly or unwittingly. Whether it be through student clubs and societies, volunteer projects or in a tutorial group situation. These valuable experiences allowed me to observe different styles of organisational hierarchy and opened my eyes to a variety of methods of managing a team. Though I didn’t know the theory at the time and wish that I did, I have later learnt about the Situational Leadership “theory”. Or as how the inventor of the theory – Paul Hersey would describe it – the Situational Leadership “model”, as it is something that “you can take out and replicate, something practical and applicable and use in a variety of different settings”
Junior doctors in Australia are experiencing high levels of stress affecting their physical and mental health and ultimately placing patients at much greater risk than previously (Bruce, Thomas & Yates 2003). Sources of stress for junior doctors involve interplay of external pressures in the workplace and personal coping mechanisms. Managing stress among junior doctors involve a combination of support systems in the workplace and appropriate training of young doctors.
Leadership is an evolving social construct. The term has been used interchangeably with control in the past, but, in our society, it has come to have a greater significance if it comes in the form of guidance and management. Ancient history remembers great individuals who, apparently single handed, commanded armies, countries or even empires in the direction that the leader determined. Modern society has changed and developed in structure to the point that no longer is any individual seen to be singularly responsible for decisions, regardless of what they may be heading.
A feeling of personal inadequacy plagues many individuals in today’s society as it has for many decades. Without self confidence and the ability to assert our needs, we can start to lose control of our outcomes, our successes and most importantly, our dreams. The concept of assertiveness acknowledges that we have to look out for our own rights while maintaining respect for the rights of another. This essay will further outline the importance of assertiveness and go on to detail key assertiveness techniques that, if employed, could change not only how we are viewed by others, but how we view ourselves.
In my black leotard, tutu and ballet slippers and my dark hair drawn back into a bun off my face; I’m at the barre doing my warm up. The music begins and the other girls rush to join me. In sync, we all begin our routine as we have rehearsed many times before.
“ In this world, a man (or woman) must be either an anvil or a hammer”.
It is unlikely Henry Longfellow was referring to the anatomy of the middle ear in this analogy. The nineteenth century educator and poet most likely intended to draw on similarities between the nature of humanity and characteristics of manufacturing tools in common use during his lifetime. Nevertheless, the twenty-first century medical leader must embody features common to both the anvil, and the incus; to listen, to act with innovation, to be a visionary and to inspire others to improve the health of individuals and communities, while retaining integrity at all times. The twenty-first century medical leader is a servant leader.
Everyone has many roles in life – from employee, colleague, and team mate to parent, partner, sibling, and carer; these roles change throughout the lifecycle. The demands of each of these roles vary between people, depending on lifestyle and priorities. They each require time and energy, and since clashes between such demands are not infrequent, they tend to cause stress. Resultant stress is inclined to cause work-life conflict; conversely, work-life balance tends to occur when these two sets of demands are flexible enough to allow time and energy for the other. [1, 2]
Advocacy is in essence an act of representation, where an advocate is someone who argues on behalf of other people in fighting for a particular cause or idea. As medical women, we will potentially need to act as advocates for a broad range of people: for our patients, for our children, for our colleagues, for other women, and even for animals or for the environment. Accordingly, advocacy can and does take many different forms, from an informal discussion amongst friends to formal proposals to policy-makers.
Over one year has passed since “emergency response” legislation was enacted by the Federal government in the Northern Territory. A raft of measures has been implemented as part of this intervention, including welfare quarantining, the suspension of the racial discrimination act and increased police powers in prescribed areas. While there are certainly examples of successful women leaders in Aboriginal communities, the NT intervention has undermined and castrated their capacity for leadership. Furthermore, this assimilation-based approach to Aboriginal affairs in Australia gives little hope that indigenous people will achieve self-determination and be supported in leadership of their own communities.
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