Interprofessional Organizational And Systems Leadership
|The Personal Leadership Philosophies
The Personal Leadership Philosophies
NURS: 6053C Interprofessional Organizational and Systems Leadership
October 10, 2020
The Personal Leadership Philosophies
A leader is the one who stands out among peers, the one who sees the organization in a big picture, shares the values and mission of the company, and is concerned for interests of colleagues while maintaining revenue and producing expected outcomes or better. Leadership then is an art of motivating others within the group to act towards the same common goal (Marquis & Huston, 2017). Personal leadership philosophies are distinctive, unshaken principles that each leader can pose to the team. Leadership philosophies can steer you through difficult circumstances when requiring decisions due to leadership philosophies unwritten policies shared among the team. Many people grapple with how to identify and convey what type of leader they are and their overall leadership identity.
Gaining core values requires principles dictating your leadership behavior. In the nursing profession, one of the basic characteristics all nurses should have is caring. Caring may be what unifies and transforms the profession of nursing, and it is deemed an underlying core value for those who practice holistically (Dyess et al., 2015). Caring encourage health and healing in patients. Caring is an important quality to have for a nurse leader due to caring needs utilized to patients and their families. Furthermore, the supporters or the team members who help to accomplish the same goals. Caring is the main part of core values driving daily tasks and larger projects since entering the field of healthcare.
Personal mission/vision statement
A vision statement conveys the required results of a leader or an organization (Marshall & Broome, 2018). The vision statement supports guidance for the leader and the followers. When a leader practices with the organization’s vision in mind, the capacity to resolve challenges, analytically evaluate decisions, and plan the next steps is made possible (Marshall & Broome, 2018). As a nurse leader, the mission statement conveyed is to lead by example, exhibit love and compassion to patients, while inspiring and encourage others to accomplish personal and professional success. This relies firmly on the responsibilities of leadership skills and existing resources in promoting health, preventing illnesses, and alleviating pain from patients.
Clifton Strengths Assessment
The five prominent themes from my strength test results were: Relator – Describes an instinctive ability to enjoy a close, meaningful relationship with co-workers translating to a positive work environment and positive outcomes on workplace goals (Gallup, 2020). Restorative – Appreciate the challenge of analyzing symptoms, recognize what is wrong, and finding the solutions (Gallup, 2020). Adaptability – Individuals in this classification have a go with the flow attitude. They seem to take things as they come and uncover the future one day at a time (Gallup, 2020). Connectedness – Believe that all things happen for a reason and that there is a relationship between all things (Gallup, 2020). Learner –Would Like to learn and improve continually and the learning process is more important than the outcome (Gallup, 2020).
Strengths are a vital basis for developing the characteristics of strong clinical leadership. According to Ennis, Happell & Reid-Searl (2015), the forces of nursing leaders play a crucial role in enabling and supporting the professional development of early-career nurses, nursing students, and other nursing staff. Two personal characteristics needed to be competent as a leader include being a role model and being supportive of others. Role modeling behaviors serve as an example and helps to maintain positive practices and professionalism within the workplace. Supportive leaders are approachable, willing to share their knowledge, and have a desire to see growth in others (Ennis, Happell & Reid-Searl, 2015). Friendly leaders help facilitate professional development through knowledge exchange (Ennis, Happell & Reid-Searl, 2015).
Plan for the improvement to achieve a personal vision
Personal characteristics establish how individuals think, perceive reality, relate to other people, and act in different situations (Alan & Baykal, 2017). Leaders should understand the attributes of their behavior to influence reactions in various situations. Some constructive leadership qualities include coaching, providing constructive feedback, being available, and providing constructive conflict resolution (Alan & Baykal, 2017). As a nurse leader, it is important to be sensitive to other teammates for guidance and coaching while providing feedback when necessary for professional development and growth. To achieve a personal vision, the intention is to use leadership skills and assets to sustain a positive and environment. Furthermore, seeking advice from skilled and experienced leaders will also be part of the plan for improvement.
Nurse leaders work corresponding to a philosophy exemplifying a standard of practice serving the organizational objective and gives guidance to supporters on how to achieve organizational goals (Rippon, 2015). Through new experiences, education, and role advancement this philosophy may be revised. Nurse leaders need to remain perceptive about their attitude and demonstrate manners that are expected of them to support a healthy work environment. Furthermore, must subordinates should be emboldened and inspired by leaders as they are developing their professional skills for potential leadership roles (Lorber, Treven, & Mumel, 2016).
Alan, H., & Baykal, U. (2018). Personality characteristics of nurse managers: The personal and professional factors that affect their performance. Journal of Psychiatric Nursing / Psikiyatri Hemsireleri Dernegi, 9(2), 119–128. https://doi-org.ezp.waldenulibrary.org/10.14744/phd.2017.08870
Dyess SL, Prestia AS, & Smith MC. (2015). Support for Caring and Resiliency Among
Successful Nurse Leaders. Nursing Administration Quarterly, 39(2):104–116.
Ennis, G., Happell, B., & Reid-Searl, K. (2015). Enabling professional development in mental health nursing: the role of clinical leadership. Journal of Psychiatric and Mental Health Nursing, 22(8), 616–622. https://doi-org.ezp.waldenulibrary.org/10.1111/jpm.12221
Lorber, M., Treven, S., & Mumel, D. (2016). The examination of factors relating to the
leadership style of nursing leaders in hospitals. Naše Gospodarstvo, (1), 27. https://doi-org.ezp.waldenulibrary.org/10.1515/ngoe-2016-0003
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert
clinician to influential leader (2nd ed.). New York, NY: Springer.
Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in
nursing:Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Rippon, J. (2015) Leadership philosophy of care home managers. Nursing Times; 111: 7,
Strengths Finder: Gallup. (2020). Retrieved from https://walden.gallup.com