Why is it essential for leaders to build strong relationships within their organizations?

Below you will find two discussion post. Please respond to each post individually.

(Discussion OneLD)
How does being genuine relate to the relationships you have at work?
Being genuine relates to the relationships I have at work is very important. I am the weekend hospital administrator of hospital operations. My role requires that I have realism and genuine concern for the safety and well-being of everyone on the shift, including the patients in the hospital. The entire staff in the hospital on the weekends requires me to make decisions that will keep hospital operations fluid. When I come to the floor, the nurses know I will need certain expectations from them, and I also know they have expectations for me. I listen to their concerns, let them know I can relate to their problems, and know when I agree. I will offer to help within my role as the hospital administrator; however, I let them know that my bottom line is we have to keep in line with the hospital’s policies. It is my responsibility to walk the talk of my role, keep my mindset open, and make decisions with emotional intelligence intact. These actions will help the staff and my workmates understand and see things from my lens. Self-reflections are a significant part of growth and development. How someone else sees you is essential because we may not know that our body language, facial expressions, biases, or jargon are offensive to someone.

(Discussion Two)
Why is it essential for leaders to build strong relationships within their organizations?
According to our assigned readings and Podcast, building friendships in the workplace can be a necessary part of building solid relationships within the organization. I have a bond with the regularly staffed hospital administrators. I have a stronger bond with two more than the other two. We have regular meetings before we have discussions with the second-level senior management to be on the same page and speak as one. One of the administrators sometimes feels that they do not really agree to speak as one and that one person sometimes causes conflicts of interest for the ones that do. We always cover each other’s shifts if one is not able to do it. We consult with each other when we encounter things that we have never experienced in our roles as hospital administrators of operations. We learn from each other, and we capitalize on each of our strengths to build us up as a whole. We designated one of our administrators to do all the talking when we have to defend our actions and decisions. This particular administrator speaks with a level head and has excellent emotional intelligence. We tend to stand together. The building of friendships at work and keeping it professional is a network that is beneficial and supportive, and it works well for all the hospital administrators. The communication that I have with the staff has to be authentic. According to our assigned readings, our body language and physical demeanor reflect our ability to convey authenticity to the employees when we speak to them. This process will help when we speak to them about things they do not agree with or do not want to do.

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