Assignment: Personal Leadership Philosophies Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The
RE: Discussion - Week 5
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Hello Patricia,
I enjoyed reading your post. The strengths you present suggest that indeed you are a transformational leader (Giordano-Mulligan & Eckardt, 2019). From the five themes you identified, we share the theme of individualization. I also believe in identifying the unique characteristics that different people to develop a way to help each person contribute by maximizing his or her potential. I admire the theme of discipline which shows that you can be trusted with timely and sensitive tasks (Watson, 2016). I also appreciate the theme of relater which shows that you are one to care for your co-worker’s well-being instead of looking out for yourself. I believe that the ability to help others around you to improve consequently makes one grow as a person too. The core values you wish to strengthen including community, social responsibility and cooperation also inspire me because they promote traits that a nurse leader should possess to achieve change and success.
References
Giordano-Mulligan, M., & Eckardt, S. (2019). Authentic nurse leadership conceptual framework: nurses' perception of authentic nurse leader attributes. Nursing administration quarterly, 43(2), 164-174.
Watson, D. (2016). Nurse leaders play pivotal role in implementing enhanced recovery programs. OR manager, 32(1).
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Grantley Ittera
RE: Patricia's Discussion - Week 5
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There is a big difference between being a leader and being a manager. Every leader is unique, and every leader is not the right fit for every given environment. There are many types of leadership skills specifically due to this. It was interesting that you pointed out that you strive to keep your entire group as one cohesive unit. I can also benefit from focusing on improving the entire group to maintain a high level of cohesiveness. Unfortunately, this is different from the way I look at my leadership style which has a lot of room for improvement. The discussion proves that you have what is necessary to be an excellent leader. I wish I could say that I am focused on solving people’s personal problems more. My leadership skills will never be the best style by anyone with a sane mind. However, we all have skills that some people or groups will relate to because it is what is needed for them in that specific time and instance (Metros, 2005). Based on your discussion, you exemplify the skills of understanding your subordinates, having the patience to discuss what you need from them, finding ways to help them succeed, and creating a team that works well together which is necessary to reach common objectives (Beard, 2017). Relationship with employees is essential for the success of the employees, the organization, and oneself. This is one of the reasons that it is important to not just have the strengths necessary to be a good leader but be able to deliver on the message in a manner that is translatable to the staff. Good leaders are emotionally stable and can deliver their message without being too emotional, too poised, too composed, or too impatient (Toegel & Barsoux, 2012). A good leader understands that leading is more than just managing.
There are many things leaders learn from courses, but people and experiences also provide an amazing source of education. Collaboration is one thing that both of our leadership styles have identified as a core value. Teamwork is what causes the workplace to work more efficiently and create a community that works well together. One danger that I have experienced while my many failed attempts of being a leader is to attempt to build a team that does everything consistently with no variation, uniqueness, or desire to try new methods. Managing styles that allow people to be unique and bring different methods of leadership into the workplace is necessary (Beard, 2017). It has been pointed out time and time again that traits and strengths that are necessary in a leadership position may not be successful in another leadership position (Toegel & Barsoux, 2012). Leadership is about learning and not always completing the task as sometimes what we learn from the mistakes of the project is more valuable than the outcome of the project itself (Metros, 2005).
References
Beard, A. (2017). How work styles inform: five executives explain how understanding personality has helped them become better leaders. Harvard Business Review, 2, 58.
Metros, S. (2005). A heart to heart on leadership: How to use your life experiences to become a better leader. College & Research Libraries News, 66(6), 447–450.
Toegel, G., & Barsoux, J.-L. (2012). How to become a better leader. MIT Sloan Management Review, 3, 51.
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steven LEGER
RE: Patricia's Discussion - Week 5
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Grantley,
I too share your beliefs on the differences between a leader and a manager. I believe that being a "leader" signifies who you are as a person. In contrast being a "manager" means how you make use of available resources. I think it is very important for a leader to have managerial skills in order to effectively control an organization and to achieve results. The key factor that distinguishes a manager from a leader is the leader’s capability to create a milestone for future action plans and to inspire physicians to perform through collaborative work. Such leadership potential and its consequent work can be executed by a clear understanding on why things ought to be changed (Khoshhal,2016).
Yet, when I evaluate my current work environment, i find that there are many "managers" in leadership positions. They wear the title proudly, but they lack those fundamental themes that we've learned in this week's Strengthfinder. Many are managing their different units, such as taking care of schedules, ordering needed supplies, hiring new staff, etc.; but they're not influencing change within the unit, like a true leader would.
Reference
Khoshhal, K. I., & Guraya, S. Y. (2016). Leaders produce leaders and managers produce followers. A systematic
review of the desired competencies and standard settings for physicians' leadership. Saudi medical journal, 37(10), 1061–1067. https://doi.org/10.15537/smj.2016.10.15620
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Kadian Frazer
RE: Discussion - Week 5
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Patricia,
I like your five best strengths from the StrengthsFinder assessment. The five themes make you a great leader and from these five strengths, one can tell your leadership style. Cherian and Karkada (2017) describe nursing as a dynamic profession and the largest workforce in a healthcare organization that takes a major role in healthcare leadership, policy-making, and also retaining traditional caring skills. Therefore, healthcare organizations require effective leadership compared to other professions. As you have mentioned, not every leader that holds leadership position possesses leadership skills.
According to the Gallup report (2019), an effective leader is the one who understands their strength and behaviors. they always seek to improve and strengthen their area of weaknesses while maintaining their strengths. From your assessment, you are an effective leader going by your strengths, discipline, consistency, relator, arranger, and individualization. These matches your transformational leadership style. From your explanation, you are also an includer, and therefore you should look forward to strengthening this strength. As an includer, effective leaders always stretch their circles wider to include those who surround them, and this is one of your characteristics. It is evident that your colleagues and subordinates’ benefits from your leadership skills. This is one of the strengths you need to improve, and you can do this by always consulting others and offering your advice to others when they need it. Great work!
References
Cherian, S., & Karkada, S. (2017). A review of leadership in nursing. International Journal of Nursing Research and Practice (IJNRP), 4(1). https://doi.org/10.15509/ijnrp.2017.4.1.347
Gallup. (2020). https://walden.gallup.com
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Marcos Carvajal Bermejo
RE: Discussion - Week 5
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Hello Patricia. This topic is fascinating. We share Relator as a StrengthsFinder theme. I, as a Learner, enjoy deeply research these topics. I have learned that for Relators, like us, one-to-one time is when our emotional tank is topped up. This safe environment is critical for Relators to open up and have deep, meaningful conversations with others. This is also how the relationship progresses naturally for a Relator: the more one-to-one time a Relator has with his or her family members, colleagues, or friends, the more productive a Relator becomes (Smedick & Rice, 2018). A sincere desire to hang out or do things with these close friends means that lunch and dinner schedules are often filled with these meet-ups. Managers with Relator as a dominant StrengthsFinder theme can become more productive with regular one-to-one meetings with team members. In these settings, transparent and honest conversations can take place, and trust deepens. Mature Relators lead teams based on mutual trust and transparency. The manager becomes more than a boss to the group: he is a trusted aide and friend (Busch & Davis, 2018).
References
Busch, P. S., & Davis, S. W. (2018). Inside Out Personal Branding (IOPB): Using Gallup Clifton StrengthsFinder 2.0 and 360Reach. Marketing Education Review, 28(3), 187-202.
Smedick, B., & Rice, E. (2018). An overview of leadership competencies and assessment considerations. New Directions for Student Leadership, 2018(157), 55–70. https://doi.org/10.1002/yd.20279
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Kerobin Lapawon
RE: Discussion - Week 5
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Hi Patricia,
Thank you for sharing your discussion. I agree that cooperation and social responsibility is an outstanding core value to possess as a leader. As a leader, I believe that you are sensitive to the needs of the whole group through your active obligation in attending meetings, whether mandatory or not. Dugan et al. (2105) related that a component of the organizational culture and climate is access to information, innovation reinforcement, and training through orientation. Therefore, it is vital to cooperate and socialize at the same time.
Also, I would like to commend your Consistency strength. Rath (2007) related that individuals with Consistency strength could effectively develop policies and procedures that aid the group sustaining the team's integrity while accomplishing the mission. Due to this excellent trait, you're subordinates know what to expect from you as they realize that you are aware of the perfect equation of what is right and wrong.
Another, you're Relator talent makes you a person that enables close relationships to grow in a trustworthy, genuine and mutually rewarding manner. (Rath, 2007). I encourage you to take advantage of the strengths that you have realized as they are equally essential in the field of nursing.
References
Duggan, K., Aisaka, K., Tabak, R.G., Smith, C., Erwin, P., & Brownson, R.C. (2015). Implementing administrative evidence-based practices: Lessons from the field in six local health departments across the United States. BMC Health Services Research, 15 (1). https://doi.org/10.1186/s12913-015-0891-3
Rath, T. (2007). Strengths Finder 2.0. CliftonStrengths for Students: Consistency. https://walden.gallup.com/application/strengthsquest#resources_videos_consistency
Rath, T. (2007). Strengths Finder 2.0. CliftonStrengths for Students: Relator. https://walden.gallup.com/application/strengthsquest#resources_videos_relator
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Minouche Simeus
RE: Discussion - Week 5
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Hi Patricia,
Thank you for sharing your top five signature themes. Having developed as a top talent theme is an impressive strength. Developer associated as a student leadership competency is described as a great mentor, motivation, someone who is empowering, provides feedback, interact appropriately, and empathetic (Seemiller, 2017). Whether being a nurse leader or having a nurse leader role, nursing leaders are expected to be responsible to maintain a positive work environment, keeping nurses engaged, and retaining nurses. With your talent as a developer, you have the ability and drive to impact change and convert from an informal leader to a formal leader. The American Organizations for nursing leadership (AONL) offers three-day programs at the nurse manager institute for emerging nursing leaders to help transition into formal nursing leaders (AONL, n.d). The nursing institute program uses case studies, simulation, and introduction of leadership concepts to assist nurses to explore their leadership potential in aspects such as conflict management and more ( AONL, n.d). Your clinical leadership skills and your top signature theme as a developer will add the components to your general leadership skills in the management of care ( Joseph & Huber, 2015)
References
Joseph, M. L., & Huber, D. L. (2015). Clinical leadership development and education for nurses: prospects and opportunities. Journal of healthcare leadership, 7, 55-64
https://doi.org/10.2147/JHL.S68071
Seemiller, C. (2017). Using Leadership Competencies to Develop Talents into Strengths. New Directions for Student Leadership, 2017(156), 31-42. https;//doi-org.ezp.waldenulibrary.org/10.1002/yd.20269
The American Organizations for nursing leadership (n.d). Nurse manager institute. https://www.aonl.org/education/nmi
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RE: Discussion - Week 5
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Hi Patricia,
Leadership is the control and art of guiding, directing, motivating, and encouraging a group or organization toward achieving common goals. Leadership matters, especially in healthcare. Healthcare organizations need Leaders who are visionary, effective, and wise (Marshall & Broome, 2017).
Patricia, being disciplined as a leader is invaluable to help your staff succeed in providing quality patient care. A disciplined leader is passionate, committed, and focused, important qualities to have as a healthcare leader (Rath, 2007).
References
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.
Rath, T. (2007). Strengths Finder 2.0 - with Access Code.
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