Secondly, Deborah assigned tasks to team members without any input from team members in certain situations. Each clinical research trial conducted in CHO Dominican Research Center is different from another. For this reason, and also because each RN-research coordinator has different specialties in the healthcare field, Deborah would assign the clinical research trial projects as she saw fit. A good example of this decision-making processes would be assigning the gynecologic oncology clinical research trial to a research coordinator who specializes in oncology, rather than to a RN-research coordinator who specializes in cardiothoracic surgery. Another example for this leadership practice would be assigning financial reporting tasks to a regulatory specialist within the team as “back-up,” even though the regulatory specialist did not necessarily have the expertise in financial matters. When making decisions occurred, little input was made to Deborah by…show more content… In general, the vision and mission of CHO Dominican Research Center was not essential to day-to-day operations under her purview. With her concentrating on each team member’s independence, it worked in promoting productivity in team members who were proactive and had the skills to succeed as experts. However, it did not necessarily help team members who were accustomed to being told what to do. This leadership practice hindered some team members’ development as Deborah expected the new team members to initiate their own ongoing training once the start-up training with her was completed. Some of the team members were not familiar with research processes when they were hired, and they needed greater support, training, and education so that they could be successful within the department. Thus, Deborah’s independence-focused leadership practice lead to half the team members being successful while the other half not being so
