Develop And Submit A Personal Leadership Philosophy That Reflects What You Think Are Characteristics Of A Good Leader
Personal Leadership Philosophy
Health care organizations need forward-thinking and visionary leaders to achieve their missions and strategic plans. Whether at the departmental level or organization-wide, excellent leadership is critical in organizations for direction, motivation, and improved efficiency. Amid this universal call for leaders, it is common for leaders to apply different leadership styles due to their differences in philosophies and core values. Due to the need for personal development, nurse leaders and practitioners should assess their strengths and behaviors and improve accordingly. The purpose of this paper is to discuss the essentials of my leadership philosophy, including core values, mission and vision statements, CliftonStrengths assessment results, and a development plan for personal improvement and vision accomplishment.
A Description of My Core Values
A good leader should be authentic and committed to empowering followers. Good leaders should also be purpose-driven and visionary and practice emotional intelligence. Authentic leaders model desirable behaviors since they are honest and can be trusted. Empowering followers is instrumental in an organization’s development and can be achieved through engagement, delegation, and continuous support. According to Broome and Marshall (2021), leaders who engage, support, and motivate their followers enhance their productivity through transformation and positive influence. From these values, a good leader should possess admirable traits, empower followers, and lead with a transformative mindset.
Personal Mission and Vision Statements
Nurse practitioners should have a personal strategy for accomplishing present and future goals. A mission statement is a personal understanding of success expressed through one’s goals and values. A vision statement is a personal aspiration. It illustrates what a person would like to achieve and become as time advances.
Mission statement: to foster organizational growth and develop robust relationships through inspiration, visionary leadership, and engagement.
Vision statement: to grow as a committed, transformative leader who practices engagement, empowerment, and inspirational leadership.
CliftonStrengths Assessment Results
It is crucial to understand personal behaviors and strengths as a leader or a potential leader. The Signature Themes enable individuals to maximize their talents and become more successful. Out of the 34 themes measured via the strengths assessment, my top five are positivity, strategic, relator, belief, and futuristic. In leadership and everyday practice, the positivity trait is dominant in leaders with a strong appeal. Such leaders are rarely dragged down and possess energy and optimism. The strategic theme is a way of thinking for individuals who can sort things, analyze patterns, and overcome obstacles. Huebner and Flessa (2022) found that strategic thinkers develop health care organizations into innovative enterprises, underscoring its criticality as a leadership trait. The relator theme describes a person’s attitude towards relationships. It shows that I love deepening current relationships and establishing new ones. The belief theme makes me a family-oriented, altruistic person who values responsibility and ethics. Lastly, the futuristic theme typifies an individual who dreams and envisions better life, organizations, and products and works to achieve them.
Two Behaviors that I wish to Strengthen
From an individual perspective and colleagues’ feedback in the discussion, the CliftonStrengths assessment demonstrates me as an optimistic individual who develops healthy relationships and believes in the progressive development of individuals and organizations. As a result, I should work more on the strategic and futuristic aspects of my behaviors and strengths. The implication is that it is crucial to develop the right relationships as a health care professional. As a person fascinated by the future, I should also understand that visions can obstruct me from focusing on my present goals.
Personal Development Plan
Improving Key Behaviors
Various interventions will be instrumental in behavior change and personal growth. I will embrace positive change in practice to ensure I am fascinated by what benefits me. Doing so will enable me to avoid intrusions as I work on my goals. Developing the right relationships will involve interacting with knowledgeable and beneficial people such as mentors, colleagues, and other forward-thinking professionals. Shafi et al. (2020) asserted that innovative and transformational individuals embrace intellectual stimulation. Similarly, I will actively engage in challenging and stimulating activities regularly.
Achieving Personal Vision
I look forward to growth and development as a transformative leader in my vision. To accomplish this, I will embrace and lead change in organizations. As change agents, nurse practitioners and leaders have a professional obligation to identify practice gaps and develop appropriate interventions (Busari et al., 2020; Alagoz et al., 2018). Similarly, I will continue identifying patient care and workplace issues that hamper outcomes and develop appropriate interventions through an evidence-based approach. The other behaviors and strategies I will incorporate in my development plan include acting with integrity, innovative thinking, and approaching issues and situations with an open mindset.
Conclusion
Leadership strategies vary due to the differences in leadership philosophies. Assessing personal strengths and behaviors guides leaders in personal development as they look forward to excelling in their roles. The CliftonStrengths assessment helped me to understand my top five themes. I will work on each area to develop as a nursing practitioner and a leader. The development plan shows my priority areas, but I am open to change as time advances.
References
Alagoz, E., Chih, M. Y., Hitchcock, M., Brown, R., & Quanbeck, A. (2018). The use of external change agents to promote quality improvement and organizational change in healthcare organizations: A systematic review. BMC Health Services Research, 18(1), 1-13. doi: 10.1186/s12913-018-2856-9
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Busari, J. O., Yaldiz, H., Gans, R. O., & Duits, A. J. (2020). Clinical leadership as an agent for change: A health system improvement intervention in Curaçao. Journal of Multidisciplinary Healthcare, 13, 787-798. https://doi.org/10.2147/JMDH.S262415
Huebner, C., & Flessa, S. (2022). Strategic management in healthcare: A call for long-term and systems-thinking in an uncertain system. International Journal of Environmental Research and Public Health, 19(14), 8617-8634. https://doi.org/10.3390/ijerph19148617
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation. Asia Pacific Management Review, 25(3), 166-176. https://doi.org/10.1016/j.apmrv.2019.12.002