Comparison of Leadership Models and Styles
Part One
My personal model of leadership is participative. I like to get everyone’s opinion when engaging in decision-making. By gaining their inputs, it allows everyone to feel like a stakeholder in the organization and to feel that their thoughts are valued and their opinions respected. They also feel that what they say makes a difference, so long as the leader is able to reflect their input in the final decision. As a leader, ultimately, the decision comes down to me—but as a leader it is also important for me to stay informed about what others are thinking and what I can do to reflect their values more within the company. As a doctorally prepared advanced practice nurse, my aim would be to include people in the decision-making process as much as possible. This means I would be putting their need to be heard and listened to and acknowledge ahead of my need to make decisions. It would benefit all of us in the sense that I would be more informed about what my workers want and how they see things, and in that sense I would be better prepared to assist them in their professional development.
My personal model of leadership reflects a process of servant leadership in the sense that it allows me to cater to the needs of others through specific actions of listening, hearing, acknowledging and reciprocating. Servant leadership is about putting the needs of others first, but it is also dependent on the ability to act in a way that assists the individual worker in growing and developing professionally and personally (Russell & Stone, 2002). In order to listen to workers and hear their concerns, a leader has to do more than call a meeting, however. The leader also has to recognize what is not being said verbally: it is about using one’s social and emotional intelligence to hear them and to understand what they are saying even in non-verbal forms of communication, and then responding to those needs accordingly (Cacamis & El Asmar, 2014). A participative type of servant leadership allows me to do just that by asking my workers for input and inviting them to be part of the process of change. As all workers need to develop accountability skills, this...
References
Barbuto Jr, J. E. (2005). Motivation and transactional, charismatic, and transformational leadership: A test of antecedents. Journal of Leadership & Organizational Studies, 11(4), 26-40.
Cacamis, M. E., & El Asmar, M. (2014). Improving project performance through partnering and emotional intelligence. Practice Periodical on Structural Design & Construction, 19(1), 50-56.
Russell, R. F., & Gregory Stone, A. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3), 145-157.
Tobias, R. M. (2015). Why do so many organizational change efforts fail?. Public Manager, 44(1), 35.
Warrick, D. D. (2011). The urgent need for skilled transformational leaders: Integrating transformational leadership and organization development. Journal of Leadership, Accountability and Ethics, 8(5), 11-26.
Topic: Leadership Style - nursing Bring to mind a leader in your healthcare organization. Would you describe his or her style as authoritative, democratic, or laissez-faire? Why? The leader within my organization carries a democratic leadership model. This is basically the case because the leader consists of a number of other individuals within the process of making decisions to find out what tasks to undertake and the way to get it done.
In this regard, she has demonstrated superior emotional intelligence (EI), a key component of democratic and transformational leadership (Sanders, Davidson, Price, 1996). She also is compassionate and helps the nurses who need more guidance to understand advanced procedures and how to get tasks accomplished. In this regard she shows transformational leadership skills (Lung, Braithwaite, 1992). All of these qualities I plan on emulating. The qualities I don't plan on
Leadership Styles -- Mentor Observations Primary Form of Leadership My mentor's leadership style is mostly democratic or participative. This form of leadership is particularly effective in a clinical setting as it encourages teamwork, collaboration and use of the collective experiences of multiple skilled staff members. This leadership style may also be described as democratic, where the leader encourages participation and input from other staff members and followers. Participative leadership enables multiple members of
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