NURS FPX 5012 Assessment 4 Personal Leadership Model

Personal Leadership Model Development

NURS FPX 5012 Assessment 4 Personal Leadership Model

Healthcare professionals have to care about and plan not only the operational aspects but also financial goals are important for ensuring progress. Emotional intelligence is a strong skill that helps professionals to perceive their own emotions and understand others. As a leading nurse in the healthcare organization, I faced significant challenges and obstacles that required me to develop unique and mandatory leadership skills; with the integration of personal leadership qualities and competences, I can develop values and change the organizational culture for superior outcomes (García‐Sierra, 2018). In this report, the focus is on the development of a personal leadership model based on my evaluation of how I should respond to critical challenges. This plan will help me to develop and assess my own personal strengths and leadership style which I can use as a model for leadership within the organization. 

How emotional intelligence strengthens leadership skills

The current healthcare system is evolving in the United State which calls leaders to replace their outdated methods. Especially, nursing leaders need to become efficient due to shortage of resources and turnover rates. Emotional intelligence or EI is referred to nurses’ ability to influence and motivate other employees and stakeholders to handle conflicts effectively. EI helps nurses to be aware of their own emotions and also understand their capabilities and weaknesses that allow them to improve transformational and authentic leadership (Goh, 2018). In our organization, the emotional needs of pateints with diabetes type 2 and hypertension inpatients are increasingly overwhelming. Using the Goldman’s Model of Emotional Intelligence, I as a nursing leader can develop my emotional intelligence and learns skills and characteristics such as, self-awareness, self-regulation, and motivation. 

NURS FPX 5012 Assessment 4 Personal Leadership Model

For example, the most crucial element of developing EI as a leader is self-awareness. This can increase the personal responsibility of nursing leaders and practitioners who make mistakes and become responsible for their actions. This helps them to cope with occupational anxieties and situations which require leaders to reflect on their strengths and give constructive feedback. Moreover, empathy is another vital element of emotional intelligence that helps professionals to become more professional and thoughtful to embrace change and help other team members to improve patient outcomes by demonstrating humility and respect (Lappalainen, 2020). Finally, emotional intelligence in my eyes also requires us to develop social skills such as soft skills like communication to build strong professional relationships with stakeholders. Effective collaboration will ensure that all the team members in the nursing department feel valuable. Therefore, as a part of leadership development, the emotional intelligence can be enhanced to bring positive outcomes and overcome weaknesses. 

Evidence-based leadership strategies for managing stressful situations

Since one important task of an emotionally intelligence leader is the stress management and anxiety-free environment creation, my duty to help other employees feel less burnout is crucial as an EI-oriented nursing leader. For instance, in our organization after COVID-19, the importance of making quick and wise decisions has increased dramatically. Decision-making is necessary because the leaders have been facing a crisis without vital skills to control their own stress. This increased the anxiety in the whole organization and also led to missing opportunities. Therefore, a sense of control is vital in these crisis-filled times. Stress has caused abruptness in nurses and had made them impatient (McCay, 2018). Therefore, the evidence suggests that prioritizing self-care using emotional intelligence can help nursing leaders to recharge and allow their teams to stay fueled and energetic (Spiva et al., 2020). Moreover, the study by   Rasa (2020) on emotional intelligence for leaders also states that leaders must prioritize activities such as exercise, outdoor trips, and meditation and prayer opportunities for team members in addition to help them maintaining a proper diet. With extended working hours, it is vital for leaders to teach others to turn off computers after their shifts and get a good night sleep (Wei et al., 2020). Aligning these leadership qualities with my own performance will allow me to strengthen my leadership powers and apply them for solving the problems of my teams and the department. For example, managing anxiety through fun exercises and outdoor meetings can reduce burnout in our nurses and will allow them to remain motivated and highly energized in the toughest days. The overall result will be rejuvenation of my team with greater desire for productivity. 

Personal leadership brand that reflects organizational direction and need

A leadership brand is useful in conveying the identity and distinctiveness as leaders in healthcare organizations. Developing leadership brand is beneficial and crucial for on customers, partners and employees. The approach that I use to develop and identify my own leadership brand includes considering factors such as the organizational needs and what do me represent and what is my call to action? Answering these questions can help me to develop my own leadership brand and become an extension of my organization (Spiva et al., 2020). For example, I need to focus on traits which come naturally and are vital to help me play my role as a motivator and an emotionally intelligent leader. Since a brand is a promise, being true to myself will allow me to understand my own values and pride. For example, I want people and employees to know me in the organization as an emotionally intelligent and a transformational leader. This brand identify helps me to create value for my clients, employees, and seniors without taking many risks. My leadership brand also allows me to make unusual decisions and take risks in situations when there is no other way but to move forward and make progress. For example, as a leader, I can be known as a risk taker when the COVID-19 or any other pandemic or a natural disaster strikes and make crucial decisions to hire new remote employees due to sick employees and high turnover rate. This could raise cost but can also bring internationally acclaimed remote employees to contribute to our success. 

Leadership strategies to guide highly effective teams

In complex healthcare organizations, the role of leaders is to transform the organization according to their mission and vision. The role of a leader is strategic in terms that it allows outcomes of inspiration, motivation, collaboration, and communication to foster a culture of productivity and prowess (Secchia et al., 2021).  Leading teams and ensuring rock star teams’ performance is a trait of emotionally intelligence and transformational leaders. I will explain and align the personal strategies with the leadership tactics and skills. The strategies I use to lead my teams of professional include: 

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1. Cultivate self-awareness between nursing and workers’ teams which allows them to understand each other’s emotions, strengths, motivations, and sensitivity. 
2. Creating a personal philosophy of leadership by following theories and traits. 
3. Another strategy is to understand the roles of managers and followers and helping other employees to engage in managerial roles to become leaders. This strategy can help teams to flourish their own leadership traits. 

NURS FPX 5012 Assessment 4 Personal Leadership Model

1. Using humor and fun to help teams understand vital goals and directions. 
2. Demonstrating and implementing accountability on my own using professional standards helps to focus on patient-focused approaches. 
3. Improving both non-verbal and verbal communication can allow me to maintain a warm and open environment to help people spend quality time with each other’s and discs problems and disparities (Rasa, 2020). 
4. Finally, building effective and stress-free teams include a strategy to nurture an environment of change and show encouraging support to employees for anticipating and welcoming change. 

How Financial Forecasts Influence Leadership Style

NURS FPX 5012 Assessment 4 Personal Leadership Model

Strengthening leadership muscles can help to improve the organizational outcomes. It requires improve the leadership muscles and styles to take the company on a journey to success. As a best leader, my job is to communicate the vision of the organization to attract positive talent and that also includes maintaining a financial picture and painting it adequately (McCay, 2018). For example, the forecasting is a vital procedure that allows the healthcare organization to think about its financial vision; this process helps to exercise my leadership muscles that allow me to associate the company’s vision with the financial outcomes. This also allows me to put some barriers and limits on expenses which are unnecessary and harmful for the organization. This means that financial forecast is vital communicating the vision to others and increases the company’s capital to attract more investors and lenders (Lappalainen, 2020). In the end, it will pay dividends and will better help to align the employee’s goals with the company’s financial goals. 

Explains how leadership style aligns with organizational mission and values

To better suit the circumstances, the leadership styles must be clearly defined to align with the organizational vision and the mission. As an effective business leader, identifying the objectives and values of the organization is vital. However, the objectives must be time bound, specific, and measureable (Goh, 2018). Enduring that the nursing professionals align with the mission and the vision of the organization such as improving the quality of care by reducing 40% re-admissions in next three months is vital. Managing employees and teams effectively for a nursing leader is challenging and interesting. That includes effective decision making that explore the relationship between leadership and the capability of the organization that allows achieving strategic goals. For instance, using a charismatic leadership style will help me to communicate clear vision in presentation and company meetings. Moreover, charismatic leadership style will be helpful in motivating the employees and administrators using Six Sigma Quality Initiatives through knowledge and experience. I prefer charismatic and transformational leadership style over autocratic style because the latter does not help employees much to develop their own leadership qualities. Charismatic leadership allows conveying and sharing skills and knowledge with others to enable nurses develop the similar qualities. 

Moreover, there are situations and conditions where the above-stated leadership style and strategy can and must change. For example, the interaction between nurses and physicians became extremely limited during the pandemic era. Fewer pateints were coming in and the leaders failed to delegate regularly. Moreover, the team members were not getting professional advice from me, instead, they were silent and doubting my abilities of sincere opinions to help them survive and thrive during turbulent times (García‐Sierra, 2018). This allowed me to think deeply to change my leadership style and helped me to develop charisma that allowed other employees to trust me and approach me better. 

References

García‐Sierra, R., & Fernández‐Castro, J. (2018). Relationships between leadership, structural empowerment, and engagement in nurses. Journal of Advanced Nursing, 74(12), 2809-2819.

Goh, A. M. J., Ang, S. Y., & Della, P. R. (2018). Leadership style of nurse managers as perceived by registered nurses: A cross-sectional survey. Proceedings of Singapore Healthcare, 27(3), 205-210.

Lappalainen, M., Härkänen, M., & Kvist, T. (2020). The relationship between nurse manager’s transformational leadership style and medication safety. Scandinavian Journal of Caring Sciences, 34(2), 357-369.

NURS FPX 5012 Assessment 4 Personal Leadership Model

McCay, R., Lyles, A. A., & Larkey, L. (2018). Nurse leadership style, nurse satisfaction, and patient satisfaction: a systematic review. Journal of nursing care quality, 33(4), 361-367.

Raso, R., Fitzpatrick, J. J., & Masick, K. (2020). Clinical nurses’ perceptions of authentic nurse leadership and healthy work environment. JONA: The Journal of Nursing Administration, 50(9), 489-494.

Secchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18(4), 1552.

Spiva, L., Davis, S., Case-Wirth, J., Hedenström, L., Hogue, V., Box, M., … & Ahlers, L. (2020). The effectiveness of charge nurse training on leadership style and resiliency. JONA: The Journal of Nursing Administration, 50(2), 95-103.

Wei, H., King, A., Jiang, Y., Sewell, K. A., & Lake, D. M. (2020). The impact of nurse leadership styles on nurse burnout: A systematic literature review. Nurse Leader, 18(5), 439-450.