Leadership: Personal Leadership Philosophies

How healthy is your workplace?

You may think your current organization operates seamlessly, or you may feel it has many issues. You may experience or even observe things that give you pause. Yet, much as you wouldn’t try to determine the health of a patient through mere observation, you should not attempt to gauge the health of your work environment based on observation and opinion. Often, there are issues you perceive as problems that others do not; similarly, issues may run much deeper than leadership recognizes.

There are many factors and measures that may impact organizational health. Among these is civility. While an organization can institute policies designed to promote such things as civility, how can it be sure these are managed effectively? In this Discussion, you will examine the use of tools in measuring workplace civility.

To Prepare:

· Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).

· Review and complete the Work Environment Assessment Template in the Resources.

By Day 3 of Week 7

Post a brief description of the results of your Work Environment Assessment. Based on the results, how civil is your workplace? Explain why your workplace is or is not civil. Then, describe a situation where you have experienced incivility in the workplace. How was this addressed? Be specific and provide examples.

As a future healthcare leader, it is important that we are able to discern the health and wellbeing of our workplace environments. Upon completion of the Clark Healthy Workplace Inventory (2014), my current workplace scored an 84, which is rated as moderately healthy. Areas where I scored lower were based on lack of diverse ideas and compensations, which I felt justified, as we are a state funded agency. Areas which I scored higher were the amount of training, teamwork and advancement opportunities available for employees.

It is my opinion that my workplace has a high level of civility. I have never been involved with a disagreement or argument with a coworker and have not heard of any other problems within the organization. I feel that I am treated with respect and treat others with respect which promotes civility within our company. Also, everyone seems happy to work with one another which promote a harmonious environment. “When we nurture a culture of collaboration, we can synthesize the unique strengths that healthcare workers of all disciplines bring to the workplace” (Clark, 2015).

“Keys to effective communication are self-knowledge and sensitivity to what others want and need to know” (Marshall and Broome, 2017). As leaders, knowing our strengths and weaknesses can promote or hinder effective avenues of communication. I witnessed this first hand while working in the Emergency Department, which is a high stress environment and tests the limits of each individual’s personality. I once saw a Nurse Manager in the ED scream across the busy department for another nurse to “get off their lazy (bottom) and help out”, what the manager did not realize is that the nurse she was communicating to was entering orders for a physician in another emergency situation. This incident resulted in the Nurse Manager being demoted, all due to stress and a failure to properly communicate with her staff. Marshall and Broome states “successful communication is active listening” which would have helped in the aforementioned situation (2017).

References

Cynthia M., C. (2019). Combining Cognitive Rehearsal, Simulation, and Evidence-Based Scripting to Address Incivility. Nurse Educator, (2), 64. https://doi-org.ezp.waldenulibrary.org/10.1097/NNE.0000000000000563

Clark, C., (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today 10(11), 18-23. Retrieved on 10/7/2019 from https://www.americannursetoday.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf

Laureate Education (Producer). (2009a). Working with Groups and Teams [Video file]. Baltimore, MD: Author.

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.

Work Environment Assessment Template

Use this document to complete the Module 4 Workplace Environment Assessment .

Work Environment Assessment

Template

PERSONAL LEADERSHIP PHILOSOPHIES 1

PERSONAL LEADERSHIP PHILOSOPHIES 8

Personal Leadership Philosophies

Student’s Name

Institutional Affiliation

Personal Leadership Philosophies

My Personal Leadership Philosophy

My leadership is exemplary, and it is good to let others know it, what keeps me in the right leadership track, who are my followers and what their expectations are from me, and my expectations from my leadership. The paper reflects my core values, vision, mission, Clifton Strengths assessment summarizing my profile results, and critical behaviors that I need to strengthen as well as a developmental plan of improving such behaviors.

Kindness, security, honesty, learning, perseverance, and success to attain my goals and objectives are my primary personal core values and beliefs. These values have been of great importance to me because they significantly shape the daily decisions that I make as a leader. According to my perception, excellent leadership is the one that involves integrity, knowledge, and a sense of responsibility (Clark, 2015). My values are congruent with professional philosophies because these values have played a crucial role in driving force in all things that I target to achieve. I always keep something in mind, which is, all people are human, and no one is perfect regardless of the effort made by a person to become the best. This concept enables me to keep and strictly follow my philosophies. My vision is being a resourceful person to others, approachable, and respected by people within the organization (Marshall & Broome, 2017). Similarly, my mission is to provide both affordable and quality services to educate and guide individuals on ways of living a meaningful life.

From Clifton Strengths Assessment, Intellection, Analytical, Context, Ideation, and Connectedness emerged as my top themes. These explain the unique ways that I experience my strengths every day and how the strengths influence one another. The fact that I am a leader who loves to gain new knowledge and emerging themes or things. All that serves my interest best is a matter of the subject determined rather than experiences. I view myself as a leader with significant introspective talents, and I always strive to know and improve knowledge. Improved knowledge will help in minimizing disputes, conflicts, and disagreements to maintain a high level of civility. The best approach to enhance the minimization of these challenges can be effective communication whereby I communicate sensitive issues that need a shared understanding with myself before sharing it people.

My Analytical theme challenges other people by seeing myself as an objective person. My ability to question what people say is true. This come across by my ability to get to the root cause or causes of a theory are revealed. It is great deal of stamina and hard work in motivating and inspiring followers make sure that I stay active, engaged, and productive to satisfy my needs and those of others. Regarding the Context theme, I cast my mind back in time because I believe that is where the answer lies.  It is only by casting your mind back to an earlier time, a time when the plans were being drawn up, that the present regains its stability (Gallup, 2020). take the whole blame of what I may say and do to my followers (Downey, Parslow, & Smart, 2011). As a result, this of bearing full responsibility, I commit myself to stable values such as being a loyal and honest person. Also, I always remain focused on bringing positive out of followers, creating positive environments for them, and finding what their motivation is. This focus revolves around my positivity and helps me in lightening the mood with others as well as transforming negativity with optimistic enthusiasm.

I would wish to strengthen the behaviors of building trust and inspiring others in my leadership. Within the organization, it is impossible for me as a leader to gain respect if my decisions do not reflect any trust. I acknowledge that building trust does not automatically come. Hence, I need to strengthen the existing trust to act in a manner that makes my followers proud when associating with me. Similarly, inspiring people will determine my success as a leader, hence need to strengthen how I treat and motivate followers (Clark, 2015). I need to focus on uplifting others to be part of my leadership by expressing my passion and energy while supporting firm beliefs and values that make a count.

A Development Plan for Improving Two Behaviors

Creating A Leadership Vision

The vision that I have will be crucial for enhancing my approaches to improving and building trust as well as inspiring others. This vision sets an overall tone of voice that I need to run to maintain the behaviors (Mitchell, 2013). My vision of being a resourceful person to others, approachable, and respected by people within the organization, I will provide any required training, working personal protective equipment, and guidance. Also, a vision lets anxiety and frustration motivate my commitments towards improving the situation of each one in times of challenges.

Making Leadership Goals A Clear Timeline

A clear timeline is needed to ensure that inspiring and building trust becomes a reality. This timeline is likely to push me further to take particular actions to reach my long-term leadership goal by taking pro-active steps that align with trust-building and inspiring followers (Downey et al., 2011). For instance, I will scan our operating context regularly to ensure team members meet their goals within the specified timeframe at the workplace.

Including Specific Action Steps That Are Measured Daily, Weekly, And Monthly

The improvement of such behaviors does not automatically take place. Some various phases or steps lead to improvement. So, I need to create specific and realistic actions that are measurable to determine whether I am on the right track in making required improvements (Marquis & Huston, 2017). For instance, I will set a target for my followers to achieve within 14 days, then inspire and closely work with them to enhance trust to see if there are some improvements.

References

Clark, C.M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18-23. Retrieved from https://www.americannursetoday.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf

Downey, M., Parslow, S., & Smart, M. (2011). The hidden treasure in nursing leadership: informal leaders. Journal of Nursing Management, 19(4), 517-521. https://doi.org/10.1111/j.1365-2834.2011.01253.x

Marquis, B. L., & Huston, C. J. (2017). Organizational planning. Leadership roles and management functions in nursing: Theory and application (9th ed. (pp. 160-185). Philadelphia, PA: Lippincott, Williams & Wilkins.

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.

Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management, 20(1), 32-37. Retrieved from https://web-b-ebscohost-com.ezp.waldenulibrary.org/ehost/detail/detail?vid=0&sid=240d1acb-23dc-4689-a606-bb5701c4d2fa%40sessionmgr103&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=10800