LEADERSHIP

Introduction

Nursing-775 Assignment - 1 ID-3760697

In this assignment I will be reflecting on my own leadership effectiveness, the best model of leadership and the action plan that will bring about effective leadership in the health organization. Jackson and Parry (2008) explains leadership means vision, cheerleading, enthusiasm , love, trust, verve, passion, obsession, consistency, the use of symbols, paying attention as illustrated by the content of ones calendar, out and out drama (and the management theory),creating heroes at all levels, coaching, effectively wandering around, and numerous other things. Leadership must be present at all levels in the organization. It depends on a million little things done with obsession, consistency and care, but all of those million little things add up to nothing if trust, vision and basic belief are not there. Leadership has lot of definitions but it is difficult to explain and understand. Grint (2005) suggest that leadership has traditionally been understood in four quite different ways: leadership as result: it is WHO; leaders, achieve that makes them leaders? Leadership as position: it is WHERE operating that makes them leaders? Leadership is a process it is HOW leaders get things done that makes them leaders?

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Assignment - 1 ID-3760697 To my knowledge true leaders are made not born. Even though those born to leadership found to be leaders if they do not develop themselves as leaders, this is, they do not update the being of being a leader and the effective exercise of leadership. To have effective leadership the leader and followers need to come to a better conclusion which will benefit the organization. Erlhard & Jensen (2009) said it is important that to be effective in dealing with a leadership demand one will be able to correctly perceive that demand, and then act effectively in dealing with demand. However neuroscience tell us that at least 80% of what we perceive is what out brain sees (comes from our memory), not what our eyes see. And 80% of our perception that comes from our memory is constrained and shaped by our network of ideas, beliefs, social and cultural embedded-ness and taken for granted assumptions. Leadership research has shown that successful leaders are also likely to have high level of emotional intelligence. This involves leaders using emotions to enhance thinking and decision, and being accurately aware of themselves; their emotions, tendencies, strengths and weakness. Albrecht (2005) claim that emotion intelligence is a better predictor of leadership success that IQ. Goleman (2001) build a practical model explaining emotional intelligence, identifying five dimensions of: competence self awareness, self regulations, motivations, empathy and relationship. He
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Assignment - 1 ID-3760697 explains that the most effective leaders integrate their styles of leadership switching to the one most appropriate in a given leadership. Emotion intelligence is also related to social intelligence, which has being shown to be the single largest factor impacting on leadership effectiveness

(killian,2007).it is claimed that leading effectively is about developing a genuine interest and the talent for fostering positive feelings in the people whose cooperation and support you need as explained by Goleman (2008). He found that workers whose leaders scored low in social intelligence reported unmet patient care needs at three times the rate, and emotional exhaustion at four times their colleagues who had supportive leaders.

SELF REFLECTION ON LEADERSHIP AND MODEL A colleague suggested that l was not demonstrating enough leadership at work. When l asked him what he meant he stated that l had not being assertive enough in demonstrating what needed to be done. Later when l reflected on our discussion and thought, sometimes you need to lead from behind before you can lead at all. l always put aside what l think must be done immediately in order to allow others to process at their own rate. l believe leadership is very much about pointing the way enabling others to succeed, but sometimes in order to accomplish that aim l take a step back.
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Assignment - 1 ID-3760697 Laschinger & Finnegan & Wilk (2009) stated leadership is a key factor in creating empowering conditions in the work place. The quality of relationship between managers and workers particularly at the unit level, where there are greater opportunities for interaction, influences both employee outcomes and limit performance. The LMX (Liden and Maslys) theory is a useful model that may be used to examine the effects of relation between leaders and followers. The LMX relationship quality consists of four dimensions: contribution (performing work beyond minimal

expectation).affects (friendship and liking), loyalty and professional respect for ones capabilities. Leader-member exchange quality has linked to job satisfaction, commitment and to job performance. Leading from behind or even from the middle is a very effective means of leadership particularly in times of transition of transformation believe the reason the most leadership fails because leaders start from a high without letting people in the middle and on the ground observe internalize and implement always allow nurses take the initiative and make it their own, there is a great chance for success. At most times l do get effectiveness of my leadership when there is a shared leadership while working in the busy environment where decision making is always takes place. Shirley (2007) states 10 tips for expert, effective leadership incorporate. The AONE Nurse Executive Competencies. The list represents a foundation
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Assignment - 1 ID-3760697 to build upon and to develop throughout a nurse executives career journey along the novice to expert continuum. 1. Identify ones core values. Character and values come first. Staying true to ones values and leading in a way consistent with values set the tone for any organization. Leaders who do the right things for people and organizations usually see positive results from their efforts. 2. Create a

vision and engage others in the vision. Leaders should identify a clear vision of a desired future and guide leadership practice in a way that supports from there to here thinking. To engage others and achieve desired organizational outcomes, leaders should incorporate organizational mission into vision and values. 3. Build alliances and channels of collaboration. It is said that 2 heads are better than 1. As a leader effective communication skills always encouraged to build trustable relationship with employees. Followers contribution should always be taken in to consideration to move forward the organizational vision and goal. 4. Be a change agent and advocate for innovation. Sustainability in organizations comes not from maintaining the status quo, but rather from recognizing change as a constant and supporting a trail blazing spirit. In understanding that excellence is a journey and not a destination, the leader creates possibilities and restores hope in the future. 5. Build community and create joy in the workplace. As a
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Assignment - 1 ID-3760697 leader it is important to look after your employees by caring, respect and dignity at all times. By empowering these cultures employees feel valued and understand the leader. Leaders should always keep balance in life between work and play and humour and seriousness. 6. Invest in the growth and development of people. Employees are valuable assets of the organization. Always coach and ensure staff development is in place to create a better working environment for effective performance. Leaders should not lose sight of their personal growth needs and take advantage of the opportunity to read good books, take advice from the sages in the field, attend educational programs, and share knowledge and experiences with others. 7. Lead with passion, determination, sense of discovery, and commitment to self-discipline. Passion is a necessary driver to establish definiteness of purpose, knowledge of the destination, a burning desire to achieve the destination, and the perseverance to stay focused to reach the destination. A leader with passion can energize others to achieve results that others might not even dream possible. Being a passionate leader requires a great deal of energy and thus entails an equal commitment to personal renewal. Accordingly, leaders must take care of themselves before they can take care of others. 8. Hire the right people. Leaders must

understand their own strengths and weaknesses. To build an effective team, leaders must hire and retain the best and the brightest. This
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Assignment - 1 ID-3760697 approach requires leaders to integrate into their teams those individuals who have talents that the leader does not. Once hired, leaders need to believe in the goodness of their people and allow them to do their jobs to the best of their abilities. In doing so, leaders will gain commitment and build on strength while simultaneously cultivating the talents of the next generation of leaders. 9. Share power and decision making. A leaders

most important character traits are humility, the ability to listen to others, and the willingness to give up power. In sharing power, greater influence is achieved for purposes of generating greater good for the organization and the communities served. 10. Ensure accountability and results as a covenant of good stewardship. Leaders are responsible for achieving the organizations desired outcomes and for making things happen.

Accountability for ones leadership is a true example of good stewardship in practice. While getting results, however, accountability also involves the generosity to reward and recognize those who contribute toward achieving the expected outcomes in ensuring accountability, it is important for leaders to have a sense for when to intervene and for when to let go. Walters (2009) states shared governance has being described by nursing leaders as a catalyst for organizations to improve patient outcomes while engaging staff in the process and ownership of these improvements. Ideally a shared governance model is based on the principals of accountability,
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Assignment - 1 ID-3760697 partnership, ownership, and equity that can benefit patients, staff and leadership in an organization. Successful implementation of a shared leadership model takes not only careful planning but also significant investments in staff developments and financial resources. I also experience that shared leadership will improve the patient relation issues are decreased, there is a decrease in nursing turnover, as everyone engage in decision making and nursing sensitivity outcomes are improved. Baldoni (2005) claims to be a effective leader Toyota production has done by implementing principals of leading from the middle such as: be open, people want to know whats going on and their role in it. It falls to leaders to make clear what the goals are and especially how those goals affect the team. As above comment from Baldoni, l believe that to be a effective

leader l always have willingness to inculcate communal trust, norms engender trust with employees. As a nursing leader l am always trustworthy and credible. As a nursing leader l always trust my nursing staff and also allow them to make mistakes because that is the charactistic of a trusting environment. I always observe nursing staff need to reflect on their relations with their nursing leaders and consider that whether they take opportunities to affirm my leadership and actively contribute to a collegial and trusting workplace. As my charge nurse in the past used to always advice me that trust is the key concerns for leaders seeking to replace
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Assignment - 1 ID-3760697 antagonistic relationship with partnership forms of relationships in the workplace. Baldoni (2005) claims Toyota had principals as to be facilitating-leadership is the art of enabling others to succeed. Managers can do this by providing tools and resources so people can have what they need to do their job. Leaders also need to be available to set directions and be of a counsel that is the team advisor. sometimes leaders have to jump in and help out with the work load but often it is matter of facilitation and that starts with being available to advise, nudge and most of all listen. To be an effective leader l always delegate duties and as being a leader l will not give out the work and disappear. Instead l will be available to the team for assistance when requested and periodically check on progress and follow up applied correctly. The team and its individual performance will truly believe they are controlling the patient care and l as the leader will be comfortable with hoe the work is progressing. Hill (2009) wrote nursing leaders accept responsibility for assuring that standards are aligned with nursing practice guidelines, are in support of the mission of the organization and in the best interest of the patient. Developing the mechanism for nursing leader to have a role and authority in the service line executive, the nurse executive must be given organizational authority to set standards and enforce and adherence to
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Assignment - 1 ID-3760697 those practices necessary for patient safety and consistency in practice. I as being a leader in the emergency care centre, l always successfully coach to make conscious effects to deal with conflicts, be more aware of the start point of the conflicts, never suppress conflicts, try to deal with the conflicts at an early stage and always trying to use the negotiation skills. Hische (2009) states being forward looking-envisioning sckiting possibilities and enlisting others in a shared view of the future- is the attribute that most distinguishes leaders from non leaders. We know this because we ask followers. As working in the emergency care centre and transit care team l found that l have being using transformational model of leadership style. Honestly writing this assignment l was never born a leader but my leadership skills was developed with experience and mentorship from my senior

experienced colleagues who were in the leadership role. As l read literature reviews and doing my formal studies l now realize l have being using transformational leadership models. Transformational leadership is about implementing new ideas; those individuals continuously change

themselves, leaders stay flexible and adaptable and continuously improve those around them. Burns (1978) first introduced the concept of transformational leadership in his descriptive research on political leaders. According to Burns (1978)
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Assignment - 1 ID-3760697 transformational leadership is a process in which leaders and followers make each other to advance to a higher level of morale and motivation. Another researcher Brass (1995) suggests a transformational leadership theory that adds to the initial concepts of Burns (1978).the extent to which leader is transformational is measures first, in terms of influence on the followers. The followers of such leaders feel trust, admiration, loyalty and respect to the leader and they are denied to do more that they are expected in the beginning. The leader transforms and motivates followers by charisma, intellectual arousal and individual consideration. In addition this leader seeks for new working ways while he tries to identify new opportunities versus threats and tries to get out of the status quo and after the environment. Kouzers and Posner (2009) states that vision is not just about the leaders aspiration, but that the leaders followers want visions of the future that take reflect their own aspiration the only vision that take holds are shared visions and that s the only way to lead people into the future is to connect with them deeply in the present. Mckernan (2007 p.12) of ministry of health in new Zealand states part of the development plan over the past two years and the future has been to build leadership capability that can transform our health care services and the organization. I believe that to be a successful leader in New Zealand
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Assignment - 1 ID-3760697 health care setting it is important to be a transformational leader with the ability to communicate effectively the vision of the health organization, and with a flexible leadership style to the team you are leading. The minister for health has clearly stated a message to all the DHB in New Zealand that the public health system is required to deliver better, sooner, more convenient health care to all New Zealanders, with shorter waiting times, less bureaucracy ,a trusted and motivates health workforce (Ryall ,2009). As a senior nurse in the emergency care centre this has particular relevance for my role as a team leader, in that these is a focus on all the emergency department all over new Zealand to improve waiting times, transporting of patients in the hospital in the respected specialty ward for the better level of care whilst ensuring that care for our patient is not compromised, resulting in the errors made and gain trust by the public. As per NZ department of labour Effective leadership is about having a clear vision of where your business is heading to .Its about identifying new opportunities and inspiring your team to pursue those opportunities. Leadership is required from individuals and from teams. Building leadership and management includes: -Encouraging leadership at every level of the organization

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Assignment - 1 ID-3760697 -Leading by example and creating a positive and productive work environment -Making sure your staffs have the skills and resources to improve their and go on learning -Investing in management development and training -Supporting innovative thinking and making use of new ideas.

(Http://www.dol.govt.nz) Currently new Zealand is facing some of the same issues as other developed countries are facing such as higher demands of health care, increasing ageing population, an increase in chronic care diseases, a struggle for the ageing health care workforce to keep pace with increased demand for service expectations from the public (briefing for minister of health 2008). In this current health care leaders play a pivotal role in the retention of nurses by shaping the health care practice environment to

produce quality outcomes for staff nurses and the patients(Shirley 2006 p.256). To have a healthy work environment for nursing practice is

important to maintain an adequate nursing workforce as nursing profession is stressful in nature often leads to high sick leave, burnout of nurses, disability and ultimately contributes to the escalating shortage of nurses.

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LEADERSHIP

Nursing-775 Assignment - 1 ID-3760697

I always think what other colleagues and the peer groups think about my leadership performance and I always take critical comments as positively and start acting on them to improve my performance. I had my feedback for my performance review from my work colleagues by asking them to fill the questionnaires and it anonymous and this was used to assess my performance. I received constructive and encouraging feedback. Some comments were: I am very approachable and take time to listen to the concerns and find solutions in the best possible ways, that I am keeping a positive calming effect within the working environment by using good communication skills by providing clarity with peers. Areas in which staff suggested I could improve on were on building confidence that I was seen as slightly hesitant in meetings but this was observed to b improving. Action Plan For Effective Leadership 1. Role Model Development. Leadership set the tone in enabling a culture of development. I as a nurse leaders believe that good role modelling for developing skills for new team members. I believe that development is important, and they make development a priority. I see learning not as an expense, but an investment that returns dividends of a nursing workforce more committed to the leader
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Assignment - 1 ID-3760697 and more willing to expend their discretionary effort to get the job done. When you stop learning, you stop leading! my personal opinion. As a leader I provide one-on-one coaching and mentoring opportunities to apply new technical skills or knowledge on regular work or new projects and relate these teachable moments back to the overall organizational vision or strategy. 2. Clearly Communicate Expectations. I as a Leader strategically use communication to produce enthusiasm and foster an atmosphere of open exchange and support. I always energize people to see pathways that get to goals despite challenging conditions. I always establish clear performance expectations and hold people accountable to deliver on their work promises to their team, and patients. As I been Transformational leader believe in distributed leadership and Transformational leaders believe in distributed leadership and are often seen mentoring, coaching, and ensuring the development of others. Often see mentoring, coaching, and ensuring the development of others. 3. Ensure Work Provides Learning. Majority of employees would like to learn and grow while performing dayto-day work and crave a learning environment in the department. As a leader I incorporate learning as an essential part of nurses normal job
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Assignment - 1 ID-3760697 responsibilities and blur the line between learning and work. I create learning environments so that, on each work assignment, I can help nurses creatively anticipate and find solutions to specific challenges. Achievement from action plan: Establish an effective leadership based organizational culture, although not from a command and control perspective, but one that involves a coaching environment and conscious attempts at continuous dialogue within nurses to achieve breakthrough improvements in leadership and employee relationships and on-the-job results.

Conclusion In conclusion our health care system and society as a whole faces many current and future challenges in the developed countries. The nursing workforce is the largest component of the health workforce and nurses daily coordinate care for people in the hospitals and in the community. We as leaders need to recognize the unique opportunity to influence health policy and the development of caring, ethical organization that promote standard of the health care and health care leadership. Nursing leadership is in best position to lead the way in effective leadership reform in the health care
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Assignment - 1 ID-3760697 Atfter studying all the leadership style my leadership style is

transformational, flexible and trustworthy.

References
Albrecht, D., (2005). Social intelligence: The new science of success. San Francisco: Jossey-Bass Baldoni, J., (2005). Developing leadership skills: leading from within. Retrieve august: http://www.cio.com/article/print /13274 Bass, B.M., (1985). Leadership and performance. N.Y .free press Briefing for the incoming minister for health. (November 2008). 10th august 2009.Retrieved: 2008pdf Burns, J.M. (1978). Leadership. N.Y. Harper and Raw. Erlhard, W., Jensen, M.C. (2009). Vonto group inc. retrieved on 07th august: http://www.ssrn.com/abstract1238158 Goleman, D., Boyatzis, R., (2008). Social intelligence and the biology of leadership. Harvard Business Review. Vol 86.9 p.74 http://www.moh.govt.nz/moh.nsf/pagesmh/8705/file/bim-

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Assignment - 1 ID-3760697 Goleman, D., Cherniss, C., (2001). The emotionally intelligent workplace: how to select for, measure and improve emotional in individuals, groups and organizations. San Francisco: jossey-bass.

Grint, k. (2005)., Leadership: limits and possibilities. New York. Palgrave Macmillan. Hill, k, s., (2009). Service line structures: where does this leave nursing. Journal of Nursing Administration. Vol 39. No 4. P 147-148. Hische, J. (2009). Harvard Business Review vol. 87.1 Jackson, B., Parry, K., (2008). A very short fairly interesting and reasonably cheap book: studying leadership. Sage publications ltd.

Killian, S., (ND). ABC of effective leadership: A practical overview of leadership theories. Retrieved 10 august 2009 from http://www.leadershipdevolopment.edu.au

Kouzes, J, M., Posner, B, Z., (2009). To lead, create a shared vision. Harvard Business Review. P 20-21. Lashinger, H, K, S., Finegon, J. Wilk, P. (2009). The impact of unit leadership and empowerment on nurses organizational commitment. Journal of Nursing Administration. Vol 39. No 5. P.230. Mckernan, S., (2008). Evolution and leadership in the New Zealand health system. Asia Pacific journal of health management. Vol 12-3. P.10-13.
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Assignment - 1 ID-3760697 Shirley, M, R., (2007). Competencies and tips for effective leadership: from Novice to Expert. Journal of Nursing Administration. Vol 37. No 4. P.167170. Shirey, M., (2006). Authentic leaders creating healthy work environments for nursing practise. American journal of critical care. Vol 15. P 256-267. Walters, S., (2009). Shared leadership. Journal of Nursing Administration. Vol39. No 1. P.26.

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