LEADERSHIP PAPER

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Leadership Paper

Leadership Paper

Personal strength

Using the StrengthsFinder 2.0 (Osmani, 2016), I have been able toidentify five personal strengths that have a direct influence on myleadership skills. They include an activator, significance, achiever,competition, and responsibility. I believe I am a person who makesthings happen. Therefore, I am an activator. I can transform mythoughts and ideas of other people into actions that can lead to theachievement of the desired results. Therefore, initiating things tohappen is the most important characteristic of an activator. I havealso identified significance as one of my principal strengths. In mysocial and professional life, other people consider me to be avaluable member of the team. It is relatively easy for me to berecognized by my colleagues and seniors, due to my role in theachievement of the set goals. Additionally, I always push towards theattainment of my personal as well as collective objectives. Thismakes me stand out and earn admiration from a wide range of people.

My third strength based on StrengthsFinder 2.0 is an achiever. Anachiever is an individual who works hard, with stamina towards aparticular course. Based on my assessment and comments from friendsand colleagues, I find it hard to stay idle. I have a tendency offinding something to do always. Additionally, whatever I do, I putall my effort and abilities towards its successful completion.Achieving the desired objectives in a task is my primary motivatingfactor. This involves setting clear goals and having a definedsequence of things that I need to accomplish within a given period.

Another of my strengths is competition. The modern world is full ofcontests. As a result, I always work towards being the best among mypeers and colleagues. I use the performance of other people to ratemyself. Moreover, I am comfortable when my results or effectivenessare compared with that of my workmates or individuals working undersimilar conditions. Responsibility is also one of my strengths. Itinvolves having a ‘physiological ownership’ of my duties and whatI commit myself to do. I believe that I should accept a task if Ihave total dedication to work towards the achievement of the setgoals. As a result, I am emotionally committed to my job, such that Iam always thinking about it.

In my professional and personal life, I reveal these strengths. I amone individual who can walk into any working environment calmly andefficiently conduct my duties. Irrespective of the context, I makethings happen. I can convert plans and strategies into actionstowards the desired objectives. For example, I can work in dynamicmultidiscipline groups handling specific nursing cases. Also, Ialways challenge myself to find the missing pieces and understandsituations better. This enables me to develop ways of translatingplans into actions.

In my self-evaluation and reflection, I believe I am competent inboth professional and personal lives. Consequently, I am a recognizedand a valued member of a working team. For example, beforeundertaking a task, I am interested in the details about theexpectations and the particulars of every aspect. This enables me toplan and execute the task accurately and achieve the desired results.As a nurse, I have enormous responsibilities in taking care of mypatients. The life and health wellbeing of my clients are dependenton how serious I take my duties. To achieve this, psychologicalownership and passionately working towards the set goals isessential.

Transformational leadership

Renowned leaders have adopted divergent leadership styles and models.The effectiveness of the leadership style is dependent on severalfactors, among them the nature and culture of the organization.Transformational leadership is a style in which the leader isinfluenced by the vision of the group or organization to inspirechange. The leader is committed and works towards motivating thesubordinate, through diverse methods, to work towards a common goal(Garcia-Morales et al, 2012). Transformational leaders’ focal pointis revolutionary change through loyalty to an identified vision,usually the vision of the organization. Therefore, a leader who seeksto use this leadership style should be able to redefine the missionsand visions of his or her subordinates and develop structures thatenhance the achievement of the goals (Knippenberg &amp Sitkin,2013).

There are several characteristics and qualities of transformationalleaders that have been identified and discussed in various texts. Thefour characteristics of a transformational leader, commonly referredto as the 4I’s, provide a comprehensive description of theleadership style (Forsyth, 2012). The leader should have idealizedinfluence. This involves acting as the idyllic model to hissubordinates. It enables him or her to cultivate trust and admirationfrom the followers. The leader should be able to work towardscreating idealized influence through a well-defined vision andmission as well as promoting value, ethics, and morality by acting asan example. Secondly, the leader should have inspirationalmotivation. The ability to motivate and inspire others towards theachievement of the vision is an important characteristic of a leader.He or she has an influence on how the followers view the future andensure that the team or organization is working towards theachievement of a defined goal. Thirdly, he or she should haveintellectual stimulation. This describes the ability to challengeothers and make them more creative. They have the ability continuallytest and instigate innovativeness among the subjects. Lastly, thetransformational leader should have individualized consideration.This involves showing solicitude for the needs of the subordinates.He or she views the followers as persons rather than employees (Biron&amp Burke, 2016).

In addition to the 4I’s, other characteristics are essential fortransformational leaders. They include the ability to make difficultdecisions, self-management, and control over their ego(Garcia-Morales et al., 2012). Also, he or she should be able toadapt to new ways of doing things, listen to ideas of other peopleand be conscious of the vision and goals of the organization.Compared to other styles of leadership, it has more positiveoutcomes, and therefore more productive (Lin et al., 2014).

Comparison between transformational leadership and personalstrength

There are several personal strengths that are comparable with thequalities and characteristics of a transformational leader. One of mymost significant strengths is being an activator. Similarly,transformative leaders should be able to not only develop strategiesbut convert the plans into actions. An effective leader should haveidealized influence. This is the ability to set the standards, whichwill be emulated by the followers. In a similar way, I am animportant member of my working team, who is considered as a notablecontributor to group success. Consequently, I can be able to be theideal model to my subordinates. Transformational leaders should beable to demonstrate authentic emotional attachment to the achievementof the set goals. This involves being conscious about the vision andmission of the group as well as the organization. These qualitiesrequire the leader to be able to take responsibility for meeting theset objectives and ensure that the subordinates work towards thatgoal. Additionally, transformational leaders are achievers as well ascompetitions. For example, to have the ideal influence on others, heor she should be able to perform better compared to other leaders(Wang et al., 2012).

Leadership style and advanced practice nurse

Leadership is an essential aspect of nursing. Advanced practicesnurses are senior practitioners who are involved in severalactivities that require them to act as leaders. Consequently,developing adequate leadership skills and selecting an appropriatestyle are an essential prerequisite for these professionals. It iscritical for a nursing leader to adopt a particular leadership modelor style that are effective in achieving set goals, as an individualor part of a working group.

Progressively, I have worked towards acquiring characteristics andqualities that makes me an effective leader while executing my dutiesas a senior nurse. These include traits and knowledge that endow mewith plans and strategies to steer a group or team towards the visionof the organization or the set goals. For example, enhancingproblem-solving skills is a critical aspect of nursing leadershipthat improves team effectiveness. Additionally, as a senior nurse,developing trust and respect from other junior practitioners isessential. Leaders need to cultivate confidence from the colleaguesby acting as the ideal models, commitment to the vision, goals andobjectives, respecting others and accommodating diverse views.

Several factors have contributed to the development of my leadershipskills. My personal initiative and commitment towards being a bettersenior nurse have played a significant role in my evolution as aneffective leader. Application of theory in real life by engaging inrelevant activities has enhanced my leadership skills. It has alsoenabled me test my abilities in supportive environments, which hasprepared me for challenging roles in the future. Secondly, my mentorshave played an influential role in my evolution as a leader (Blegen &ampSeverinsson, 2011). Throughout my professional training and practice,I have worked closely with my mentors in an attempt to learn and beinspired by their qualities and experience. As a result, I havelearned from more experienced senior nurses on different approachesto nursing leadership.

Leadership models act as guides to effective leaders (Heuston &ampWolf, 2011). Consequently, in the progression of leadership skills innursing, I have referred to several models for guidance. Thetransformational model has mostly influenced me in developingcommunication skills, which are essential in putting together aworking team. This is because it is more concern about inspiring thegroup towards the achievement of the goals and objectives (Heuston &ampWolf, 2011). The professional values, ethics, and code of conducthave had an impact on my leadership styles as an advanced nursepractitioner. I have the responsibility of being an ideal role modelto younger nurses about professionalism. Additionally, through socialinteractions with other practitioners, numerous lessons can belearned, and has an influence on leadership skills.

References

Biron, C. &amp Burke, R. (2016). Creating Healthy Workplaces:Stress Reduction, Improved Well-being, and OrganizationalEffectiveness. Routledge, ISBN 1317158539.

Blegen N. E. &amp Severinsson, E. (2011). Leadership and managementin mental health nursing. J Nurs Manag.19(4):487–97.

Forsyth, D. (2012). Group dynamics. Belmont, Calif.: WadsworthCengage Learning.

Garcia-Morales, V. et al. (2012). Transformational leadershipinfluence on organizational performance through organizationallearning and innovation. Journal of Business Research, 65(7),pp 1040-1050.

Heuston M. M. &amp Wolf, G. A. (2011). Transformational leadershipskills of successful nurse managers. J Nurs Admin.41(6):248-251.

Knippenberg, D. &amp Sitkin, S. (2013). A Critical Assessment ofCharismatic—Transformational Leadership Research: Back to theDrawing Board? The Academy of Management Annals, 7(1), 1-60.

Lin, P. et al. (2015). The influences of nursing transformationalleadership style on the quality of nurses’ working lives in Taiwan:a cross-sectional quantitative study. BMC Nursing 14:33, DOI:10.1186/s12912-015-0082-x

Osmani, F. (2016). Strengths Insight Guide

Wang X, Chontawan R. &amp Nantsupawat R. (2012). Transformationalleadership: effect on the job satisfaction of Registered Nurses in ahospital in China. J Adv Nurs. 68(2):444–51.