Personal leadership model
Leadership is a process in which social influence occurs when a leader is seeking the voluntary participation of subordinates as they all try to achieve the goals of an organization (Hanse et al., 2016). A leader is an individual who influences other people within an organization to work together for the achievement of the organization goals through the performance of specific tasks. There is a rapid global change that requires the leaders of the current societies to understand the complexities and the changes in the technological systems. According to (Manning, 2016), effectiveness on the side of the employees always occurs when there is a good relationship between the manager and the employees and the tasks to be accomplished are well structured.
My personal model of leadership is one in which those who are around me and within my workplace are empowered and encouraged for better achievements and outcomes in the health facility. I desire to see every nurse improve and develop more understanding, knowledge, attitude and skills for the betterment of themselves and the improvement of the organization through achievements of goals in patient care. I concentrate more on the way the nurses and the workmates are motivated for them to develop moral values that will raise the standards of the organization.
In my personal leadership model, am empathetic and a good listener and therefore I find myself being so much concern with the needs and the interest of the nurses and the colleagues than my own needs and my family. I spend most of the time encouraging and motivating the colleagues and nurses to have a new, different perspective every day on how they view challenges that comes their way. Besides, I encourage and support listening to each other to help in enhancing freedom of communication among the nurses and the leadership, which further helps in the identification of individuals within the organization.
My personal leadership model has a focus on both the process and intervention of achieving objectives and the outcome that result from every effort that is placed on a particular workload. In return, the nurses are rewarded through increased salaries, bonuses and pensions and their skills, attitude and knowledge are improved through seminars and conferences within the organization.
In comparison with other leadership models, my leadership model is a mixture of different leadership model but has more qualities of transformational and servant leader. I think that I have the characteristics of transformational, democratic, leizzer- fairre, authentic, authoritative and servant leaders. According to the graphic organizer, just as a transformational leader I promote free communication between the employees and the leaders and encourage the nurses to have a different perspective of various challenges that come their way primarily of resources allocation. Besides, as the transformational leader am an excellent listener since I listen to the need and the interest of the team members and with empathy, I address the desires of the team members.
On the other hand, I have the characteristics of the democratic leader whereby I encourage open communication, and I enjoy helping and motivating the team members and the fellow nurses with salaries and bonuses which is a materialistic form of encouragement. Autocratic leadership qualities come in in my personal leadership model in that at times I enforce the group members to work towards the achievement of the set goals of the unit and the goals of the organization at large. Besides, the commitment in me to build the organization through the development of moral values, good relationships with nurses and focusing on the purpose of the organization portrays the characteristics of an authentic leader in me (Berman, Snyder & Frandsen, 2016). I focus more on the tasks and the outcome of the job, even though the little control on the team members makes me have the laissez-faire and authoritarian leadership qualities in my personal leadership model.
Having researched and understood all the other models of leadership, I came to realize that I am more poof a transformational leader by nature. Since the first time when I came to my new place of work at the operation room in a different hospital after I had worked for six years in another hospital, I have equipped myself with better leadership skills daily. In the operation room, my fellow nurses were used to practising autocratic and authoritarian leadership approach for them to achieve the objectives and goals of patient care because of the high demand in the operating room. Just like a transformative leader, I encourage my fellow nurses and leaders to aim at moral value development. (Fischer, 2016) Argues that the use of good listening, empathy and freedom of communication between the nurses and the nurse’s leaders enhances job satisfaction and patient outcome.
According to (Jamal & Abu, 2017) having an understanding of your leadership style is very important for any leader in different organizational positions because it helps in knowing your strengths and weaknesses in the leadership role. As a leader, you should expect people to approach you for guidance and directions on the various ways of handling procedures and challenges within an organization. Therefore, a leader should maintain their good qualities and work towards the improvement of their leadership qualities because they always act as a role model of other employees.
References
Fischer, S. A. (2016). Transformational leadership in nursing: a concept analysis. Journal of Advanced Nursing, 72(11), 2644-2653.
Hanse, J. J., Harlin, U., Jarebrant, C., Ulin, K., & Winkel, J. (2016). The impact of servant leadership dimensions on leader-member exchange among health care professionals. Journal of nursing management, 24(2), 228-234.
Jamal, J., & Abu Bakar, H. (2017). The mediating role of charismatic leadership communication in a crisis: A Malaysian example. International Journal of Business Communication, 54(4), 369-393.
Manning, J. (2016). The influence of nurse manager leadership style on staff nurse work engagement. Journal of Nursing Administration, 46(9), 438-443.
Berman, A., Snyder, S., & Frandsen, G. (2016). Kozier & Erb’s Fundamentals of Nursing: Concepts, process, and practice. Boston, MA: Pearson
