Personal Approach to Health Care Leadership Paper
Topic: Personal Leadership Portrait In order to do this assignment, the tutor should know that my emotional intelligence proficiency test shows I am 100% competent, and the self-assessment for my leadership styles are 100% transformational leadership, 94% charismatic leadership, 94% servant leadership. In health care, leaders should be able to emulate servant leadership, and from my experience, I love serving people and inspiring people. Please review the resources carefully and also look at the scoring guide for more guidance to the topic. The tutor should also have a cover page, a separate reference page, a table of content based on the subtitles listed in the assignment. The tutor should also feel free to write in the first person. Please look at the instructions below: Write a 6–8 page (excluding cover and reference pages) personal leadership portrait in which you address the following: • • Evaluate your personal approach to health care leadership. • Identify the leadership and emotional intelligence characteristics you already possess. • Analyze your strengths and limitations (areas for development). • Analyze your ability to apply emotional intelligence in your personal approach to health care leadership. • Compare your leadership characteristics with a predominant leadership style and its application to professional practice. • Assess other leadership styles you might integrate into your skills repertoire to enhance your effectiveness as a leader and manage change in health care. Explain how your personal approach to health care leadership facilitates interprofessional relationships, community engagement, and change management. • • • Consider interprofessional relationships with staff, community agencies, organizations, and other stakeholders. • Identify your strengths and weaknesses related to interprofessional relationships, community engagement, and change management. • Consider how emotional intelligence could facilitate interprofessional relationships, community engagement, and change management. • Evaluate best practices for interprofessional communications, and compare your communication skills and attributes to those best practices. Explain how ethical leadership principles can be applied to professional practice. • Identify the relevant ethical leadership principles for your discipline (public health, health administration, or nursing). • Evaluate best practices for developing an ethical culture in the workplace. Explain how health care leaders can address diversity and inclusion. • What do diversity and inclusion mean to you within the context of population health? • Explain the importance of diversity and inclusion to effective leadership. ▪ For example, cultivating good employee and community relations. o How does an effective leader develop a diverse and inclusive workplace (strategies, best practices)? o How do diversity and inclusion contribute to health care quality and service to the community? o What best practices would you recommend to address issues of diversity and inclusion? Explain how scholar-practitioners contribute to leadership and professional development in the field of health care. o Define scholar-practitioner, in your own words. o Explain the importance of critical thinking to scholar-practitioners. o Evaluate the influence of scholar-practitioners on health care leadership and professional development. o Explain the importance of scholar-practitioners to professional practice. Consider their value in: ▪ Expanding the knowledge base. ▪ Applying new and existing knowledge, research, and scholarship to solve real-world problems. ▪ Improving health care quality and safety. Note: You may use the Week 9 Assignment Example [PDF] to give you an idea of what a Proficient or higher rating on the scoring guide would look like. Writing in the third person is customary in academic writing; however, for this assignment, you should write in the first person. Academic Requirements Your academic writing is expected to conform to the following requirements: • Writing: Organize content so ideas flow logically with smooth transitions. • Proofread your writing to avoid errors that could distract readers and make it more difficult for them to focus on the substance of your evaluation. • Formatting: Apply APA style and formatting to scholarly writing. Use the APA Style Paper Tutorial [DOCX]. • Apply correct APA formatting to your document, including headings, spacing, and margins. (An abstract is not required.) • • Apply correct APA formatting to all source citations. Length: Your leadership portrait should be 6–8 double-spaced pages in length, not including the title page and references page. References: Cite at least four credible sources published within the last five years from peer-reviewed journals, other scholarly sources, professional industry publications, and assigned readings to support your assessment and analysis. • Academic Honesty: Submit a draft of your assignment to SafeAssign and make any necessary changes before you submit it to your instructor for grading. Submit your paper as an attached Word document. • Lead • er • ship, What’s your style, and how’s it actually perceived? By Suzanne Henrick, MPH, MSN, RN; Betty Brennan, EdD, MSN, RN, CEN, CNML; and Cheryl Monturo, PhD, MBE, ACNP-BC M odern challenges to our current healthcare environment, including policy reform, nursing shortages, and increased demands on an overly taxed system, require effective leadership. As you know, your individual leadership style impacts the work environment, affecting everything from the development of professional practice to staff engagement, and, ultimately, job satisfaction.1,2 So, what makes an ideal leader in today’s world of nursing? This qualitative study uncovers perceptions by midlevel managers and frontline nurses on what traits and actions define successful and unsuccessful leaders. The findings provide the basis for new strategies for optimization of leadership styles—including the transformational leadership style—and how these strategies can yield a positive impact on the work environment and staff engagement. Transformational leadership A main concern of nurse leaders is the creation and sustainability of healthy work environments that attract and retain nurses and enable them to provide quality care. Leadership style is directly linked with the ability to create this type of work environment. In particular, managers can positively or negatively affect work climate.3,4 As numerous research concludes, the relationship between the nurse and the nurse manager is critical to a healthy work environment and seen as a major predictor of job satisfaction and organizational commitment.5,6 Current studies show a trend toward a preference for transformational leadership, but additional research is needed to learn how this 30 October 2016 • Nursing Management www.nursingmanagement.com Copyright © 2016 Wolters Kluwer Health, Inc. All rights reserved. defined nursingmanagement.com www.nursingmanagement.com Nursing Nursing Management Management •• October October 2016 2016 31 31 Copyright © 2016 Wolters Kluwer Health, Inc. All rights reserved. Leadership, defined Participant profile Sex Male 2 Female 73 Age 21-30 years 6 31-40 years 16 41-50 years 24 51-60 years 25 61-70 years 4 Ethnicity Caucasian 73 Asian 1 African American 1 Hispanic 0 Native American 0 Current job role Staff RN 67 Clinical manager 8 RN at current hospital > 2 years 8 > 5 years 24 > 10 years 17 > 15 years 7 > 20 years 7 > 25 years 7 > 30 years 5 > 35 years 0 Highest nursing degree Diploma 14 Associate 14 Bachelor’s 37 Master’s 8 Doctorate 1 No response 1 Enrolled in a degree program? Yes 21 No 49 No response 5 leadership style can elevate the professional status of nursing. Past leadership style trends. Historically, healthcare organizations attempted to motivate employees using transactional leadership styles, which can be exemplified by the presence of conditional rewards and management by exception.2,7,8 This model emphasizes tasks and control by managers, and assumes that the staff response is driven by rewards, such as compensation and praise. Managers intervene with clinical nurses only when something goes wrong.8 This leadership style is based on the “transaction” of job performance for salary, benefits, and acceptable working conditions. New way forward. Now, current studies support the concept that clinical nurses desire leaders who are increasingly visible and accessible, and who communicate effectively.5 These qualities are hallmarks of a transformational leader. The theory of transformational leadership proposes that meeting the needs of your direct reports is vital to achieving high work performance.9 By its very nature, transformational leadership lends itself to increased staff/job satisfaction.10 This type of leader invests in staff, inspiring nurses to higher levels of engagement, resulting in improved patient care and outcomes. Managers who use the principles of transformational leadership foster an environment wherein nurses have greater commitment to the organization and high levels of morale and job satisfaction.11 32 October 2016 • Nursing Management More data are needed. This leadership style is strongly associated with staff satisfaction in other industries.10 Although research exists broadly linking transformational leadership and nursing environment, only one qualitative study examines leadership style from the perspective of both frontline managers and clinical nurses.12,13 Further, clinical research is severely lacking. Additional studies, such as the one outlined here, are needed to more accurately measure the impact of transformational and other leadership styles on a multigenerational workforce and in the nursing environment.
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