Swazi was the supervisor in the Clinical Chemistry section of the laboratory for more than 10 years. The service was disrupted due to a violent student strike and as the laboratory is situated on the same campus, staff had to evacuate. There were critical patient samples received in that morning just before the strike broke out. The hospital management was informed to send specimens to the emergency service center on the hospital ground where the laboratory staff gathered to find solutions to refer the work to another laboratory. Swazi took a stand and went into the laboratory forbidden for access to processing the critical specimens and analyze them on the machine. He waited until the analyses were done; results were downloaded on the LIS so that the pathologist-on-call could sign them out on the service center computer. He took a decision to serve despite the risk to his safety twelve months later; the laboratory management established the emergency laboratory on the hospital ground as a backup site in response to recurrent problems in the university compound. A month after that, another staff member was found drunk and collapsed in the STAT laboratory during the night shift. Due to poor resources in Africa, there was only one staff member assigned for the night duty, thus the laboratory became stranded. Swazi was informed by one of the hospital doctors who witnessed this. He drove up to the hospital immediately and took the staff member to the emergency unit for treatment. Upon his recovery, Swazi initiated counseling for this staff member followed by the disciplinary meeting. The staff member subsequently quit drinking. Instruction: Identify elements of different leadership styles throughout Swazi’s response to the mentioned problems.
CASE ANALYSIS:
Swazi was the supervisor in the Clinical Chemistry section of the laboratory for more than 10 years.
The service was disrupted due to a violent student strike and as the laboratory is situated on the same campus, staff had to evacuate. There were critical patient samples received in that morning just before the strike broke out. The hospital management was informed to send specimens to the emergency service center on the hospital ground where the laboratory staff gathered to find solutions to refer the work to another laboratory. Swazi took a stand and went into the laboratory forbidden for access to processing the critical specimens and analyze them on the machine. He waited until the analyses were done; results were downloaded on the LIS so that the
pathologist-on-call could sign them out on the service center computer. He took a decision to serve despite the risk to his safety twelve months later; the laboratory management established
the emergency laboratory on the hospital ground as a backup site in response to recurrent
problems in the university compound.
A month after that, another staff member was found drunk and collapsed in the STAT laboratory during the night shift. Due to poor resources in Africa, there was only one staff member assigned for the night duty, thus the laboratory became stranded. Swazi was informed by one of the hospital doctors who witnessed this. He drove up to the hospital immediately and took the staff member to the emergency unit for treatment. Upon his recovery, Swazi initiated counseling for this staff member followed by the disciplinary meeting. The staff member subsequently quit drinking.
Instruction: Identify elements of different leadership styles throughout Swazi’s response to the mentioned problems.
Step by step
Solved in 2 steps
