Personal Philosophy of Leadership and Innovation

1. Description of your leadership philosophy

a. Fundamental leadership concept

The main emphasis emerging from the transformational leadership concept is for nursing leaders to produce not just constructive but also valuation challenges for their subordinates and followers for the realization of the established organizational objectives. Based on Damirch, Rahimi, and Seyyedi (2011), the famous James MacGregor Burns created this design when researching governmental leaders; nevertheless, its good effect traversed to other fields and areas. In my situation, the importance given to the transformational leadership idea is related to its development of a higher-performing, dedicated personnel when used in health-care institutions. In medical centers as well as other treatment institutions, transformational leadership could be carried out within any institutional system or department like worker groups, divisions, sectors, as well as at the top leadership (Choi, Goh, Adam, And Tan, 2016). Essentially, this idea improves not just the inspiration but the overall performance and spirits of professional followers via an array of systems (Kelly, 2005). Via constant learning, these systems vary and differ in many ways; from performing as a role model for followers as a motivation, to having knowledge of their weaknesses and strengths, and more importantly, challenging their abilities for constant quality advancement (Hiuhu, 2017).

b. Characteristics of my approach

Within the framework of Drinons efforts, my leadership approach leans forwards a combination of an uplifting and encouraging leader. The reason is, I succeed in developing partnerships and I also am a lot more people-focused. Becoming a motivating (I) type, I am simply encouraging, affecting, impressionable, exceptional and curious about people. With regards to supportive, I am simply dependable, steady and pleasant but, when uncontrollable may become centered, indecisive or maybe even resentful. The I type forces me to normally put forward these questions: Who will perform the work or perhaps be included? What am I meant to achieve? Alternatively, the encouraging style, will inquire HOW queries. How are we planning to get this done? Somebody must manage how a particular project will be completed. Simultaneously, within my task as leader, I am just first of all accountable for attempting to keep everyone centered on the What initially and then the How and train myself personally to understand that sequence (Drinon 2014).

c. Characteristics and abilities related to my approach

Furthermore, I plan not only to enhance my medical abilities but additionally achieve higher-effectiveness levels as being a registered nurse leader in attaining institutional objectives whilst strengthening my followers via the use of the transformational leadership concept. Generally, medical experts get a promotion to leadership roles within their workplaces because of their higher levels of skills in technical knowledge instead of their capabilities and abilities as leaders (Denker, 2014). Contrarily, health-care institutions are focused on hiring and keeping leaders who are able to impact workers towards a standard objective instead of only having technological abilities in medical settings. As a result of experience and constant understanding, I am going to fill up this hole by having both medical and leadership abilities via the use of the transformational leadership concept to accomplish standard institutional objectives (Porter-OGrady And Malloch, 2014). This leadership design may have a massive effect on my drive of obtaining my professional development as well as the profession growth and development of my followers (Hiuhu, 2017).

d. Most significant affects

This leadership design is crucial to cultivating my long-term roles as being a registered nurse leader, which are centered on being a professional manager to guide the interest of the occupation. I intend to constantly educate myself by receiving more training in medical management and leadership with the purpose of favorably affecting the occupation from the management level. Nurse practitioners ought to practice by making the most of their potential via training as well as education. By getting more training, I am going to expand my leadership abilities and understanding to use the transformational leadership concept. Via official education, I am going to discover every aspect of the theory before implementing it within my practice as being a registered nurse leader to impact my followers for the accomplishment of institutional objectives and goals (Hiuhu, 2017).

My objective of dealing with groups as a leader with the adoption of techniques that encourages constructive change is consistent with the transformational leadership concept. Based on Denker (2014), this idea is...

…activities over and above those received inside a baccalaureate medical course. These experiential possibilities ought to be adequate to inform individual practice decisions and comprehend the effects of those decisions (American Association of Colleges of Nursing, 2006).

Simply because a number of differentiated jobs and roles might be retained by the DNP graduate student, task preparation for specialized medical practice, such as legal as well as regulatory problems, is an element of each and every DNP programs curriculum. The motivational and ncouraging models push for a curriculum that involve building and preserving restorative partnerships and relationships with individuals (individual, household or team) as well as other experts to help optimal treatment and patient results. Additionally, show sophisticated levels of medical intelligence, systems thinking, along with responsibility in creating, providing, and assessing proof-centered treatment to enhance patient results. Finally, lead, coach, and assist other nurse practitioners to accomplish efficiency in nursing practice. Lastly, teach and lead people and organizations via sophisticated health as well as situational transitions (American Association of Colleges of Nursing, 2006).

References

Hiuhu, G. (2017). Nursing Leadership Philosophy. Retrieved March 14, 2018 from https://www.scribd.com/document/372212077/Nursing-Leadership-Philosophy

Drinon, R. (2014). Recognizing & Relating to Four Behavioral Styles. Retrieved March 14, 2018 from https://www.kscpa.org/writable/files/Self-Study/dle_article_2_-_2014.pdf.

American Association of Colleges of Nursing (2006). The essentials of doctoral education for advanced nursing practice. Washington, DC.

Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment. Human Resources for Health, 14,73.

Damirch, Q. V., Rahimi, G., & Seyyedi, M. H. (2011). Transformational leadership style and innovative behavior on innovative climate at SMEs in Iran'. Kuwait Chapter of Arabian Journal of Business and Management Review, 1(4), 119-127.

Denker, A. G. (2014). Transformational leadership in nursing: A pilot nurse leader development program. Bellarmine University. Retrieved from http://scholarworks.bellarmine.edu/tdc/6/

Fischer, S. A. (2016). Transformational leadership in nursing: a concept analysis. Journal of advanced nursing, 72(11), 2644-2653.

Kelly, T. (2005). The ten faces of innovation. New York: Currency Doubleday.

Maxwell, J (1999). The 21 indispensable qualities of a leader: Becoming the person others will want to follow. Nashville: Thomas Nelson.

Porter-OGrady, T & Malloch, K. (2014). Quantum leadership: Advancing innovation, transforming health care. (4th ed.).…