evaluate the impact of leadership behaviors in creating healthy work environments.
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 leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches.What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions.What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.To Prepare:Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.Reflect on the leadership behaviors presented in the three resources that you selected for review.Reflect on your results of the CliftonStrengths Assessment, and consider how the results relate to your leadership traits.Download your Signature Theme Report to submit for this Assignment.PLEASE FIND BELOW THE QUESTIONThe Assignment (2- pages):Personal Leadership PhilosophiesDevelop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:A description of your core values.A personal mission/vision statement.An analysis of your CliftonStrengths Assessment summarizing the results of your profileA description of two key behaviors that you wish to strengthen.A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2.PLEASE FIND BELOW THE REQUIRED READINGRequired ReadingsBroome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.Chapter 1, “Frameworks for Becoming a Transformational Leader” (pp. 2-19 ONLY)Chapter 6, “Shaping Your Own Leadership Journey” (pp. 182-211)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). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3PLEASE MAKE SURE TO USE 7TH EDITION APA FORMAT AND ADD 4 REFERENCES NOT MORE THAN 5 YEARS OLD AND ALSO MAKE SURE TO GO THROUGH THE RUBIC.PLEASE FIND BELOW THE RESPONSES OF MY SCHOOLMATES (colleagues feedbacks.)StellaGood discussion posting this week. Utilizing your individualized talents through leadership development will allow you to stand out as a leader. The StrengthsFinder assessment promoted self-awareness allowing us to discover our personalized talents for leadership utilization. According to Friedman et al. (2021), self-awareness is an essential tool that allows developing leaders to think and act differently when approaching complex situations or challenges, improving situational outcomes. Based on your Clifton Strengths report you have many strong characteristics that will make you an effective leader.I know you had mentioned wanting to strengthen your consistency trait despite receiving a high score in this area. Rath (2007) recommended partnership with individuals who have strong maximizer and individualization characteristics. This will also allow you to improve upon your recognized weakness of individualization. Collaboration will someone who has strong opposite qualities will provide an excellent learning opportunity for leadership growth and development. Secondly, I know you had mentioned your deliberative trait cultivates strong decision-making and responsibility. As a leader, you can strengthen this quality by highlighting associated risks within the decision-making process (Rath, 2007). This, in turn, will promote critical thinking amongst team members and foster safe organizational outcomes.PLEASE FIND BELOW THE 2ND RESPONSE FROM A SCHOOLMATE(colleagues)Thank you for your post this week. I noticed that we both have the achiever theme from the assessment. According to Rath (2007), one way to improve this theme is to partner with someone who is strong in discipline and/or focus themes. I have personally noticed that I sometimes have a hard time focusing on one task when I have planned 15 things for the day, so befriending someone who is focused would be beneficial for me. I think one of they drawbacks of being an achiever is the lack of ability for us to take breaks, even though we tend to need less breaks we still do. According to Graham & Woodhead (2021), caring for oneself affects the level of resistance over time. Right now, burnout is at an all time high because we cannot take effective breaks or vacations due to the demand at our jobs and it is important to remember to do so. I think that one of your strongest themes for leadership is harmony. This quality is such a great quality because it allows you to arrive at a solution to issues much faster than other people. You don’t think that time is well spent arguing (Rath, 2007). I think this will help you make trusting relationships, which is an important part of high-quality leadership (Graham & Woodhead, 2021). I think your traits would make you a great leader because it seems that you have strong morals with a strong drive to achieve everything you set your mind to. NOTE: the personal-values portion has to be yours — a fabricated leadership philosophy is transparently hollow to a grader and useless to you. Here is the conceptual apparatus to build a real one.
CORE SKILL: grounding a personal philosophy in THEORY and in a SELF-ASSESSMENT INSTRUMENT, rather than in sentiment.
THE THEORIES YOU SHOULD BE ABLE TO DISTINGUISH:
— TRANSFORMATIONAL (Bass & Avolio): the “four I’s” — Idealized influence, Inspirational motivation, Intellectual stimulation, Individualized consideration. Consistently associated in the nursing literature with higher job satisfaction, lower burnout and turnover, healthier work environments, and better patient outcomes. This is the style the evidence favors, and saying WHY (it addresses meaning and growth, not just compliance) is better than merely naming it.
— TRANSACTIONAL: contingent reward and management-by-exception. Not worthless — it is what actually runs a schedule and enforces a standard — but insufficient for change and for engagement.
— LAISSEZ-FAIRE: absence of leadership. Consistently associated with the WORST outcomes, including higher burnout and error. Worth naming because students often mistake it for “empowering.”
— SERVANT LEADERSHIP (Greenleaf): the leader exists to serve the team; strong fit with nursing’s professional values.
— AUTHENTIC LEADERSHIP: self-awareness, relational transparency, balanced processing, internalized moral perspective. Heavily researched in nursing (Wong & Cummings) and linked to trust and to healthy work environments.
— EMOTIONAL INTELLIGENCE (Goleman): self-awareness, self-regulation, motivation, empathy, social skill.
— SITUATIONAL leadership (Hersey & Blanchard): style should flex to follower readiness — which is a useful corrective to the idea that one style is always right.
THE ASSIGNMENT USUALLY REQUIRES: (1) a CLIFTONSTRENGTHS (or similar) self-assessment with your top strengths analyzed honestly — including how a strength becomes a LIABILITY when overused (a “Command” strength that becomes steamrolling; an “Empathy” strength that becomes an inability to hold people accountable). That reflexive move is what earns the top band; simply listing strengths does not; (2) your CORE VALUES, with justification; (3) your development plan with SPECIFIC, MEASURABLE goals and a timeline; (4) how you will apply this in practice.
CORE VALUES: name two and DEFINE what each looks like in behavior. “Integrity” is meaningless until you say “I will disclose an error even when no one would discover it.”
STRUCTURE: personal literacy/self-assessment → core values → mission/vision statement → analysis of your two strengths and two areas for growth → a concrete development plan.
Be specific and be honest — a philosophy that claims no weaknesses reads as either dishonest or unreflective, and both are worse than the weakness.
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