Peter Higgins Informative Essay

1.0 Guest Speaker One: Peter Higgins ‘NHS’.

1.1 Leadership Journey
Higgins’ career has largely revolved around the NHS, spanning more than 30 years. As a first class graduate, Higgins pursued a Phd in Radiation Chemistry before ultimately deciding not to continue with this study for fear of being branded as an ‘academic.’ Higgins spoke fervently about ceasing opportunity, which perhaps explains how he acquired his first job(s) as a special duties officer and planning manager for the NHS, having become affiliated with the hospital management team whilst studying for his Phd. From these formative years, his career has taken several interesting turns, all within the National Health Service. Higgins notably mentioned he enjoys working with people,
4.1 Authentic Leadership: All 3 ‘They are more interested in empowering the people they lead to make a difference, than they are for power, money and self-prestige.’ This is how William George defined an authentic leader in 2003. This perhaps also relates to Avolio et al. (2004)’s definition that Authentic Leaders are ‘those who are deeply aware of how they think and behave’…’perceived by others as being aware’…’ aware of the context in which they operate.’
From the two definitions above, one can associate Higgins, Hughes and Ackerley’s leadership traits. Hughes spoke passionately regarding self-awareness and understanding his role(s)/liabilities within his organisation and how his attitude to empowering personnel reflects in the relationships he has built within GMP.
Roe (2014) cites the work of Shamir and Eilam (2005)’s hierarchy of authentic leadership model. (See: Appendix 1.0) Their model claims authentic leadership to be a relationship between the mental approaches of the leader in question and the perceptions of those who follow (or choose not to follow) their philosophy. This model perhaps endears most relevance to Ackerley, as he spoke heavily on perceptions and the importance of building connection, whether that be for his customers as part of his FA affiliation programme or his
Consistently conforming to this overall objective, Hughes made conscious effort(s) to develop his natural leadership abilities’ though this could arguably be an expected bi-product of career progression (he has tendered various positions of authority within GMP) and experience. However they manner in which he has established personal techniques of effectively displaying leadership begs difference. Examples include his effort to understand his responsibilities within his roles, managing and building his relationships effectively and his admittance to past errors of judgement and documenting them to refer to for future guidance.

Higgins is also similar to Hughes in the sense of servant leadership. He too works for a non-profit organisation within the public sector, thus in keeping with the underlying objectives of providing a service. Both Higgins and Hughes have made conscious effort to self-develop and control their own destinies, whilst at times influencing that of others who sit in their teams. Balancing this with their fundamental duty to serve the public, then you would perhaps associate Greenheafs philosophy closely with their leadership