Discussion: NRSE 6053 Leadership Profile
Discussion: NRSE 6053 Leadership Profile
Discussion: NRSE 6053 Leadership Profile
Question
NURS6053/NRSE6053 INTERPROFESSIONAL ORGANIZATIONAL AND SYSTEMS
LEADERSHIP
Week 5 Discussion
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Your
Leadership Profile
Do you
believe you have the traits to be an effective leader? Perhaps you are already
in a supervisory role, but as has been discussed previously, appointment does not
guarantee leadership skills.
How can you
evaluate your own leadership skills and behaviors? You can start by analyzing
your performance in specific areas of leadership. In this Discussion, you will
participate in a leadership assessment tool, reflect on the results, and
examine how the results relate to your leadership traits.
To Prepare:
Complete
the CliftonStrengths Assessment, provided in the Resources.
Reflect on
the results of your Assessment, and consider how the results relate to your
leadership traits.
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Discussion: NRSE 6053 Leadership Profile
Hospital and health system leaders are struggling at a much higher rate than they were three years ago. The cause of that increase is an increasingly complex environment. The solution for an individual leader is to seek out development and coaching that will help them to be more effective. The solution for hospitals and health systems is to take a new look at their leadership development, coaching and appointment practices — what they are currently doing isn’t working.
Success Profiles, Inc. has been focused on the measurement of healthcare leadership for 12 years. Using proprietary techniques and tools we have evaluated over 30,000 leaders.
Evaluations differentiate the demonstrated ability (i.e., talent) of leaders using categories, respective to a normal bell curve distribution (i.e. A, B+, B, B-, C, and D). Those leaders are also given an overall performance rating (failing, struggling, succeeding or excelling) based on performance metrics (e.g. quality, patient satisfaction, revenue, turnover, staff engagement and culture) achieved within their span of control. For every leader evaluated, measurement was also completed on the complexity of their role. Using further proprietary techniques, those roles are divided into three levels of complexity: low, medium or high. Acknowledging that leading or managing at any level in healthcare is difficult and complex, the differentiation of complexity is still absolutely essential to understand probabilities of success.
My StrengthsFinder assessment went in this order from one through five.
Learner
The subject matter that interests me most will be determined by my other themes and experiences, but whatever the subject, I will always be drawn to the process of learning. The process, more than the content or the result, is especially exciting for me. I am energized by the steady and deliberate journey from ignorance to competence. The thrill of the first few facts, the early efforts to recite or practice what I have learned, the growing confidence of a skill mastered—this is the process that entices me.
Communication
I like to explain, describe, host, speak in public, and write. This is my communication theme at work. Ideas are a dry beginning. Events are static. I feel a need to bring them to life, energize them, to make them exciting and vivid. And so, I turn events into stories and practice telling them. I take the dry idea and enliven it with images and examples and metaphors. I believe that most people have a very short attention span. They are bombarded by information, but very little of it survives. I want my information—whether an idea, an event, a product’s features and benefits, a discovery, or a lesson—to survive. Simple opportunities for improvement present themselves if we just maintain an open mind (Paige, 2016).
Includer
This is the philosophy around which I orient my life. I want to include people and make them feel part of the group. In direct contrast to those who are drawn only to exclusive groups, I actively avoid those groups that exclude others. I want to expand the group so that as many people as possible can benefit from its support. I hate the sight of someone on the outside looking in. I want to draw them in so that they can feel the warmth of the group. I am an instinctively accepting person. Regardless of race or sex or nationality or personality or faith, I cast few judgments. Judgments can hurt a person’s feelings. Accepting nature does not necessarily rest on a belief that each of us is different and that one should respect these differences. Rather, it rests on your conviction that fundamentally we are all the same. We are all equally important. Thus, no one should be ignored
Positivity
I am generous with praise, quick to smile, and always on the lookout for the positive in the situation. Some call me lighthearted. Others just wish that their glass were as full as mine, seems to be. But either way, people want to be around me. Their world looks better around me because my enthusiasm is contagious. Lacking my energy and optimism, some find their world drab with repetition or, worse, heavy with pressure. I seem to find a way to lighten their spirit. I inject drama into every project. I celebrate every achievement. Somehow I can’t quite escape your conviction that it is good to be alive, that work can be fun, and that no matter what the setbacks, one must never lose one’s sense of humor.
Achiever
My Achiever theme helps explain my drive. Achiever describes a constant need for achievement. I feel as if every day starts at zero. By the end of the day, I must achieve something tangible to feel good about myself. And by “every day” I mean every single day—workdays, weekends, vacations. No matter how much I may feel I deserve a day of rest, if the day passes without some form of achievement, no matter how small, I will feel dissatisfied. I have an internal fire burning inside me. It pushes me to do more, to achieve more. After each accomplishment is reached, the fire dwindles for a moment, but very soon it rekindles itself, forcing me toward the next accomplishment. My relentless need for achievement might not be logical. It might not even be focused. But it will always be with me.
Briefly describe two core values:
I am an altruistic person. As Swank, J. M., Ohrt, J. H., & Robinson wrote in a study posted in the National Library of Medicine, Altruism entails supporting patients’ and nurses’ concerns for their patient’s well-being within the scope of their professional responsibilities. In truth, altruism is defined as the act of caring for others without expecting anything in return. Altruistic action is driven by care for others or by internalized ideals, aspirations, and self-benefits rather than by a desire for tangible or social rewards or to avoid punishment. (Swank, J. M., Ohrt, J. H., & Robinson, 2013). Humanistic care and altruism are connected to empathy in that, after understanding another person’s circumstances, one is more likely to engage in an act of kindness and experience enjoyment as a consequence. Empathy is a prerequisite for charity. In other words, before engaging in a beneficial activity, one must be able to empathize with another.
Briefly describe two strengths in nursing leadership
Compassion and empathy. These skills may be used by nurse leaders not just while dealing with patients, but also when working with and training other nurses. Compassion and empathy enhance training and team communication while also assisting nurse leaders in understanding and reducing nursing job pressures. Also, the capacity to motivate, inspire, and engage nursing staff are leadership strengths in nursing which will drive health care personnel to collaborate in order to maximize their potential and achieve organizational goals. Nurses with high self-efficacy are more engaged in interprofessional collaboration (Costanzo et al., 2019).
For me, the two strengths I’d like to improve myself are patience and resistance to stress. Patience is essential when defining what true leadership skills are all about. If our direct reports show signs of strain or uncertainty, we need to be able to support them, not get irritated. If we think about what patience is, it’s having the ability to stay calm in the face of disappointment, adversity, or distress. Nurses who have a high sense of self-efficacy and patience are more likely to engage in interprofessional teamwork (Costanzo et al., 2019). As Maslach in one of the studies posted in the National Library of Medicine, stress creates Burnout over time, which is described as a psychological response to prolonged pressures by three independent but linked dimensions: emotional weariness, cynicism or depersonalization, and a perceived lack of personal success. (Maslach, C., Schaufeli, W. B., & Leiter, M. P, 2001). Being your best self means playing to your strengths at work and everywhere else (Gallup, 2019)
Attached you will find a WORD document with my CliftonStrengths report.
Reference:
Costanzo, A. J., Gormley, D. K., Hill-Clark, J., Israel, J., Goetz, J., Staubach, K., … Little, M (2019). Leadership Development and Interprofessional Nurse-Led Bedside Rounding
Improves Nurse Leadership Self-Efficacy. Nurse Leader, 17(3), 257–262. https://doiorg.
ezp.waldenulibrary.org/10.1016/j.mnl.2018.10.0
Gallup. 2019. Strengths finder. Retrieved from: https://walden.gallup.com/application/strengthsquest#home
Paige, A. (2016, October 26). How to Be Open-Minded in the Work Place. Retrieved from: https://smallbusiness.chron.com/openminded-work-place-10166.html
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422. https://doi.org/10.1146/annurev.psych.52.1.397
Swank, J. M., Ohrt, J. H., & Robinson, E. H. M. (2013, March 31). A qualitative exploration of counseling students’ perception of altruism. Journal of Humanistic Counseling.
Retrieved September 26, 2022, from https://eric.ed.gov/?id=EJ1003888
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