Personal Leadership Philosophy

Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. This is a personal reflective paper so you can use all the I, Me, and My statements you want.Your personal leadership philosophy should include the following:

 

A description of your core values.

A personal mission statement, AND

a personal vision statement.–

Analysis of your CliftonStrengths Assessment summarizing the results of your profile.

A description of two key behaviors you wish to strengthen.

*not required to submit CliftonStrengths Assessment.–

A development plan that explains how you plan to improve upon the two key behaviors you selected

 

Answer

Personal Leadership Philosophy

Effective healthcare leadership is a profound concept that results in improved care quality and conducive working environments. According to Roupnel et al. (2019), leadership encompasses the capacity to transform group members’ ways of seeing, thinking, and acting to achieve collective goals and adapt to various challenges. Equally, Cabuebas et al. (2021) contend that effective leadership is pivotal in enabling organizational survival amidst transitions and institutional changes. Based on the contribution of leadership to organizational progress, it is valid to contend that a successful leader should exhibit unique values, traits, and characteristics consistent with the need to motivate, inspire, and influence others. Cakir & Adiguzel (2020) argue that leaders should demonstrate humility, self-awareness, strong motivation, emotional awareness, self-sacrifice, cooperation, fairness, and commitment to influence others and uphold organizational objectives, mission, and vision. This paper elaborates on my core leadership values, personal vision, strengths, and a plan for leadership development.

Description of My Core Values

As an effective leader, my core values reflect the determination to act as a role model, influence others, create inspiring visions, and motivate team members to pursue a collective course of action consistent with group objectives, goals, and aspirations. Based on these principles of successful leadership, it is valid to argue that I exhibit the following values that form the basis of my leadership approach: honesty, integrity, fairness, impartiality, trustworthiness, courage, treating others with compassion and respect, and transcendence. These core values enable me to develop meaningful relationships with others, solve conflicts, establish connections, and withstand different pressures.

Personal Mission and Vision Statement

My mission is to apply leadership skills, core values, and abilities to influence others positively, ensure organizational survival amidst dynamics in the healthcare system, and facilitate change and transformations consistent with the overarching objective of providing quality and culturally responsive care. This mission aligns with the need to act as a role model, change agent, and the primary source of motivation and information necessary for driving positive change. My vision is “to apply my leadership approach as a profound strategy for promoting a culture of excellence, improving workplace environment, and providing quality, convenient, and culturally responsive care to high-diverse patient populations.”

Analysis of Clifton Strengths Assessment

The Clifton Strengths Signature Theme Report revealed that I possess five primary leadership strengths: self-assurance (self-confidence), a commanding ability, connectedness, the willingness to learn, and impatient to action (Activator). Self-assurance is confidence in the validity, values, opinions, and ideas (Gallup, 2022).. On the other hand, being a commanding leader means the ability to impose views and ideas on others without fear or confrontation while demonstrating a solid resolve to pursue a collective course of action. Thirdly, connectedness is the competence of individualized consideration, caring, and humanity. Fourthly, the willingness to learn is an essential leadership concept that enhances knowledge, awareness, and experience. Finally, being an activator entails the desire to facilitate organizational change and ensure that everyone can execute their responsibilities consistent with institutional objectives.

Development Plan for Improving the Selected Behaviors to Achieve Personal Vision

Although the Clifton Strengths Assessment Theme Report revealed various traits that form the basis of my leadership approach, I must improve on two leadership behaviors to achieve all thresholds of effective leadership. These behaviors are proper communication and impatience. A plan to improve the selected behaviors is essential in ensuring leadership development. According to Rubens et al. (2018), strategic professional development for leaders includes strategies like self-reflection, setting strategic goals, self-evaluation, and dealing with changes and uncertainties. As a leader, I can improve my communication skills by practicing the construct of mindfulness, non-judgmental awareness, and emotional regulation (Arendt et al., 2019). Further, it is vital to be an active listener and incorporate emotional intelligence to address implicit biases that affect communication patterns. By practicing these strategies, it will be possible to value other people’s ideas and suggestions while avoiding stereotypes and negative perceptions that hinder communication and affect teamwork.

Secondly, I can address impatience by involving team members in decision-making and problem-solving interventions. Also, it is crucial to take quality time to assess ideas, leverage feedback, and a diversity of recommendations before initiating, implementing, evaluating, and sustaining change. These strategies can enable me to create a sense of ownership of organizational activities, obtain team members’ buy-in, improve team performance, and address resistance to change.

Conclusion

Leadership is essential in healthcare organizations since it anchors the tenets of quality care delivery, institutional survival, and improved performance. Every healthcare institution requires effective leadership to facilitate change, enable employees to thrive amidst challenges like burnout and increased demands for quality care, and foster quality care provision. Leaders should identify their strengths, core values, and traits alongside areas of improvement to ensure effective leadership. In this sense, a good leader should demonstrate integrity, communication skills, trustworthiness, courage, resilience, the competence to influence others, self-assurance, patience, emotional intelligence, and conflict resolution capacity.

References

Arendt, J. F. W., Pircher Verdorfer, A., & Kugler, K. G. (2019). Mindfulness and leadership: Communication as a behavioral correlate of leader mindfulness and its effect on follower satisfaction. Frontiers in Psychology10(667). https://doi.org/10.3389/fpsyg.2019.00667

Cabuenas, A. L. C., Singco, J. K., & Español, R. C. (2021). Leadership approach: The role of traits, styles, skills, and culture in a Cebuano University. Journal of Human Resource and Sustainability Studies, 09(03), 385–396. https://doi.org/10.4236/jhrss.2021.93024

Cakir, F. S., & Adiguzel, Z. (2020). Analysis of leader effectiveness in organization and knowledge sharing behavior on employees and organization. SAGE Open10(1), 1–14. https://doi.org/10.1177/2158244020914634

Gallup. (2022). The 34 Cliftonstrengths themes explain your talent DNA. https://www.gallup.com/cliftonstrengths/en/253715/34-cliftonstrengths-themes.aspx

Roupnel, S., Rinfret, N., & Grenier, J. (2019). Leadership development: Three programs that maximize learning over time. Journal of Leadership Education, 18(2). https://doi.org/10.12806/v18/i2/t1

Rubens, A., Schoenfeld, G. A., Schaffer, B. S., & Leah, J. S. (2018). Self-awareness and leadership: Developing an individual strategic professional development plan in an MBA leadership course. The International Journal of Management Education, 16(1), 1–13. https://doi.org/10.1016/j.ijme.2017.11.001

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