• ISSN: 2010-0248 (Print)
    • Abbreviated Title: Int. J. Innov.  Manag. Technol.
    • Frequency: Quarterly (since 2021); Bimonthly (2010-2020)
    • DOI: 10.18178/IJIMT
    • Editor-in-Chief: Prof. Jin Wang
    • Executive Editor: Ms. Nina Lee
    • Abstracting/ Indexing: Google Scholar, CNKI, Ulrich's Periodicals Directory,  Crossref and ProQuest, Electronic Journals Library.
    • E-mail: ijimt@ejournal.net
IJIMT 2018 Vol.9(2): 91-94 ISSN: 2010-0248
doi: 10.18178/ijimt.2018.9.2.794

Management and Leadership in Medical Education: Experience as A Health Professional

Fariha Kauser, Anshoo Agarwal, and Madiha Younas
Abstract— Challenges being a leader are: had authority but no power, as a beginner difficult to run a clinic without expert opinion. Transformational leadership follows the organization in a manner that becomes transactional relationship. But transformational relationship is always important for an organization for long term success as it slowly gets embedded in it. It definitely is a continuation of power and authority in terms of high performance acting and pondering over transformational leadership freshens up transactional nature of leadership [1] but putting more emphasis on transformational rather than transactional is beneficial for an organization in order to run better in long run [2] and that I would recommend for my academic environment. There are some values that must be accomplished when devoting transformational and ethical leadership and when critically reflecting on leadership and management as stated below: “To act with integrity, To be fair, To have fun, and To be socially responsible” [2]. Now the challenge that we came across is ‘what is fair’ and how to overcome it? Tensions arise when to look for ethically acceptable answer [3]. I suggest to minimize the harm to anyone and provide with greatest outcomes for all in an organization, most of the current research revolves around: • ethics as individual leader • ethical leaders emphasizing the followers • challenges faced when dealing with organizations [4]. My role as a leader are: Incharge of OPDs, Clinical supervisor, Assessor for clinical exam, Coordinator for dental clinics, Teaching faculty in lab sessions. On the other hand managerial role involves Making timetables for clinics, Keeping accurate records of students attendance, Clinical rota distribution, Planning budgets for dental instruments, Making accounts and records for dental restorative materials, Maintaining cross infection controls protocols, Organizing and rescheduling dental chairs.

Index Terms— Management, leadership, medical education, health professional.

Fariha Kauser is with Centre of Medical Education, University of Dundee, Scotland (e-mail: drfariha06@yahoo.co.uk). Anshoo Agarwal was Faculty of Medicine, Northern Border University, Arar, Kingdom of Saudi Arabia (e-mail: dranshoo3@gmail.com). Madiha Younas is with Riphah International University, Pakistan (e-mail: madihayounas@live.com).


Cite: Fariha Kauser, Anshoo Agarwal, and Madiha Younas, " Management and Leadership in Medical Education: Experience as A Health Professional," International Journal of Innovation, Management and Technology vol. 9, no. 2, pp. 91-94, 2018.

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