In his book, Tom Rath (2008) discusses strengths based leadership and reviews the data from the Gallup StrengthsFinder assessment and examines the domains of being an effective leader and why people follow leaders.
Rath (2008) finds: the most effective leaders are always investing in strengths, the most effective leaders surround themselves with the right people and then maximize their team, and the most effective leaders understand their followers needs (p. 2-3).
He reveals teams are formulated from four domains of leadership strength: Executing, Influencing, Relationship Building, and Strategic Thinking (Rath, 2016, p.23).
Effective leaders know their strengths and combine them with skills and expertise to achieve optimal results. The
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My leadership strengths give me the tools needed to fulfill the needs of my followers. People follow for many reasons; research done by Gallup discovered that people follow due to trust, compassion, stability, and hope (Rath, 2008, p. 82). Being critically ill in the intensive care unit turns the lives of patients and their family 's upside down. It is important to provide stability during these trying times. It is necessary to create a feeling of security and follow through with my plans and leading with responsibility. I show stability by being an analytical person and placing families at ease with my knowledge and confidence. I inform the people in my care what I am doing and the reasoning behind it. As an includer, I incorporate the patient and family into the plan of care. I’ll ask for their suggestions and see what works well for …show more content…
Leaders “need to surround themselves with a team that complements their own strengths, and compensates for the skills that they lack” (Gottlieb et al., 2012, p.43). I am currently using my leadership strengths with developing a new protocol and education for manual proning in the intensive care unit. I am strong in areas of research, sifting through information, and compiling it; however, I’m not great about speaking in public. I made sure to include a member of my team whom was comfortable with public speaking. By having a team comprised of different strengths, we will have a greater chance of sharing our vision on the importance of manual proning with the
Leadership has many definitions. Chin, Desormeaux, and Sawyer (2016) define leadership as a relationship between followers and a leader with the intent to promote change through a mutual vision. Therefore, leaders are active influences in the outcome of organizations, through their decision-making, strategies, and influence on followers (Dinh et al., 2014). Additionally, in the nursing context, it has been documented that a leader 's style plays a factor in patient outcomes (Fischer, 2016). Indeed, in an ever-changing, complex health care environment, nursing leadership has become a crucial factor in managing challenges and maintaining patient safety (Fischer, 2016).
with issues associated with running a business, and it greatly lacks the required management competencies needed to effectively lead and restructure the current healthcare model. Because healthcare leadership must now model itself like a business, it forces you to identify leadership competency gaps and confront the leadership shift from healthcare-specific leaders to business leaders. IDENTIFYING HEALTHCARE LEADERSHIP COMPETENCIES Per the Center for Creating Leadership, clinical teams are proficient in adaptability, meeting objectives, and resourcefulness. They are straight-shooters, quick learners, and skilled at managing a diverse team.
(Finkelman, et al, 2013). The importance to having all health care members working together in leadership roles is imperative to positive changes within the health care setting. Nurses can give an insight on matters that only a nurse can, and this is an important viewpoint that needs to be included when
However, there are certain strategies that can overcome these barriers. For instance, the nurse’s resistance to change and poor communication of objectives is overcome by constant communication of the benefits of this leadership style not just through word, but also through actions until they understand its
I have worked with medical students who come from the UA COM-P culture and I believe they bring a great amount of cultural awareness to their role on the healthcare team. The focus of early clinical exposure at UA COM-P makes a significant difference in learning how to care for people. The UA COM-P emphasis on cultural diversity allows for more learning opportunities and fully encompasses what it means to take care of the patient and not just treat a disease. I entered the medical field wanting to be at the bedside helping people. I think this gives me a unique view, and ability to help contribute to UA COM-P diversity centered training and culture.
The objective of this paper is to reflect on the leadership and management skills observed during Leadership Practicum. This author has chosen to interview Robin Mason, Director of Clinical Informatics at South Bay Hospital and preceptor to this author. Personal Analysis This author has had the priviledge to shadow the Director of Informatics and observe her leadership qualities, selflessness, and ability to manage stress and stressful situations with professionalism, grace, and ease. Robin Mason is a staple around South Bay Hospital. Starting employment there as a Registrar and then a Graduate RN, Robin has worked in various departments including Cardiac Rehab, Quality, the Emergency Department, and now Clinical Informatics.
They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or
Thus, a leader may arise in any field be it politics, social service or sports. A leader possesses both talent and skill. Talent is an innate quality however skill is a proficiency which can be gained through rigorous persistence, training and experience. Leadership is nothing about seniority or one’s rank in a
Through self-reflection and academic readings, I have discovered that I identify with three different leadership theories. During the first meeting in a Strength Based Leadership class, we were asked to write our leadership history. The class then began an ongoing exploration of various leadership theories. Upon reviewing my leadership history from the first class and synthesizing the information from the theories that were examined, I discovered that I most resonate with the Trait Leadership Theory, the Skills Leadership Theory, and the Path-Goal Leadership theory. These theories are leader focused, describing the process and techniques a leader uses to accomplish goals.
1 4 Life positions People’s opinions differ from each other and will cause a certain amount of conflict between them that manifest themselves as an individual’s thoughts, feelings, and behaviours (Berne, 1964). He defined transactional analysis as “the method for studying interactions between individuals”, and identified three alter ego states that are present in every person, namely the parent, child and adult that is briefly described below. 4.1 Parent This type of behaviour is the result of our upbringing and education during the first five years of life and is evidenced by anger or impatient body language and expressions and words such as always, never and other words of a critical nature (Berne, 1964).