...Echevarria NUR/587 November 23, 2015 Professor Carla Hronek Leadership Interview Leadership can take on many forms and shapes. Each leadership style is unique and has a great impact on its team. Leadership is not about position, but more so about how a leader influences others to create a difference or change. The style of leadership that a leader portrays is often not chosen; it is more of a developed set of traits that come from the beliefs and values displayed on a daily basis. While it can be argued that leaders are born not created, leadership styles can be evolved based on experience and knowledge of how to motivate others. This paper will discuss points from an interview with a nursing leader. Included in the discussion will be the perspectives by the nurse leader in regards to leadership style, leadership role, challenges faced, and the effects of formal and informal power on an organization. Nurse Leader and Leadership Style Christine Roller RN (C.R.) has been a leader within her organization for the last ten years. Currently, she is the Nurse Manager of a busy observation unit and a 37-bed med-surg unit. She is a dedicated leader whose core values are strong and are the foundation of her confident leadership ability. As a leader, she is respected by her peers for displaying integrity, approachability, trust, and partnership; as evidenced by her annual peer reviews. C.R. describes her leadership style as charismatic. A charismatic lead has a strong conviction...
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...Research Title: Research in: Leaders & Challenges - Case of Omantel Statement of the problem: The life of a modern-day leader clearly is not easy. Leaders in all organization face different type of challenges that affect the performance of individuals and organization as well. In order to perform well the leaders should manage the team in high level of professionalism.it is really significant to address this issue and give recommendation that could help leaders. This research will cover the challenges leaders face in Omantel (The biggest Telecommunication Company) in Oman. Purposes: The main purpose of this research is to study the nature of leadership in Omantel, (the biggest telecommunication company in Oman) and evaluate the challenges...
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...Effective Leadership Adaptive Challenge Every problem in an organizational context represents a gap between the aspirations of the management and the things that happen in practice. If the problem is related to some technical aspects it would be lot easier to solve the issues. However adaptive challenges represent a completely different dimension of organizational issues. They cannot be solved so easily as those of technical nature. The adaptive challenges require more than applying the current expertise. Even applying authoritative decision making or standard operating procedures may not really help mitigating the adaptive challenges. It must be understood that for an adaptive challenge can be found external to the current ways of operating. While it is possible to solve the technical issues by using the current expertise it may not be possible to solve the adaptive challenges in the same way. In the case of Figgie International the adaptive challenge was never identified. There have been resistances from the divisional heads for the changes mooted by the consultants. The resistances were either out of their anxiety to meet the budgeted bottom lines or out of genuine concerns about the change in the production process which ultimately would affect the quality of the output. While there can be no argument on the superiority of technical and adaptive approaches to organizational changes – since both are needed – the strategic principles of leadership are to be applied...
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...Situational Leadership GCU: LDR 802 8/7/12 Abstract Two situational leadership self assessments were completed to determine the authors situational leadership style. The discovered leadership style will be applied to a scenario in which a change to curriculum is being implemented in a school. Situational Leadership According to Northouse (2010) situational leadership calls for different types of leadership depending on the situation the leader finds themselves in. Northouse (2010) also states that “the essence of situational leadership demands that leaders match their style to the competence and commitment of the subordinates.” The idea is that leaders must be able to adapt depending on the situation and their subordinates. The purpose of this paper, in part, is to analyze the results of two situational leadership assessments to determine the author’s leadership style. The leadership style determined will be used within a scenario that involves changes to a course’s curriculum. The implementation of the changes will be hypothesized using the author’s determined leadership style. The author’s discovery of their situational leadership style is very important. It will enable the author to have a better understanding of how to lead in different situations. The author will also be implementing changes within courses at their school so the scenario will also provide some insight for those changes. Summary of Self Assessments The first assessment...
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...The Future of Nurse Leadership A paper submitted in partial fulfillment of the course MHST/NURS 604 Leadership Roles in Health XXXXX February 28, 2013 Abstract Canada’s healthcare environment faces dynamics of change and elements of uncertainly. However, change and uncertainty need not be met with prospects of a dismal future. The framework of healthcare faces distinct challenges, potentially providing the opportunity for nurse leadership to provide a pathway for the future. One concern is the capacity to prepare the next generation of nurse leaders, both formal and informal, to become effective leaders, contributing to the future health of the workplace. This study is an analysis pertaining to the development of future nurse leaders. The analysis seeks to uncover the challenges of developing nurse leaders, and the necessary requirements for the next generation of leaders within healthcare. The findings suggest that the development of nursing leadership is vital in relation to healthy workplace environments, and quality patient care. Furthermore, a new paradigm and set of competencies necessary to lead nursing into the future. Keywords: leadership, nursing, development...
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...A Vision to 21st century leadership The ultimate measure of man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy. --Martin Luther King Jr. Abstract: Great quotes, great literature, great historical leaders, but still world is exploring the real essence of leadership. When we talk about leadership skills what exactly do we mean? Leadership skills are tools, behaviors and capabilities that a person need in order to be successful at motivating and directing others. Yet true leadership skills involve something more; the ability to help people grow in their own abilities. It can be said that the most successful leaders are those that drive others to achieve their own success. There are many leadership styles and has lot many leadership qualities attributed to the styles. Which one is perfect and what qualities make a good leader is slowly becoming the context and situation oriented. The dynamics and characteristics of this 21st century world are greatly varied than previous centuries. As the society becomes faster paced and dynamic the problems and challenges are also evolving in rapid fashion, making them even more difficult to resolve. People perception and demands on their leadership is also changing fast. They demand new styles of leadership which provide solutions, not necessary an autocratic way but a blend of different styles and qualities to suite these dynamic, challenging, complex 21st and future...
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...Compare and Contrast of Select Leadership Models Leadership comes in different forms and in different aspects of life from private business to government entities (Wren, 1995, p. 5). The models of leadership used are dependent upon the individual attributes of the leaders, for example traits, values, self-identity, skills, and competencies (Yukl, 2013, p. 136). A close look at select leadership models and how they compare and contrast with each other provides insight into the types of leadership that might be employed within organizations as they face various leadership issues and challenges. In this paper, we will review four leadership models: charismatic, servant, situational, and transformational. A separate discussion describing similarities and differences between the models as they apply. As similarities and differences are identified, we will discuss how contemporary leadership issues and challenges are addressed within the scope of each leadership model. Leadership Models Charismatic Leadership A charismatic leader has three key dimensions that Weber (1968) identified as concepts of charisma that include vision or mission, extraordinary or exceptional qualities, and recognition (as cited in Avolio and Yammarino, 2013, p. 167). Transformational leadership closely resembles charismatic leadership as both are vision related and empowering; however the main difference deals with the expectations set by the leader. Charismatic leaders typically set unrealistic expectations...
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...cardiac rehabilitation unit has been a formal nurse leader for the past five years. The conversation began with a discussion about her personal leadership style and how it evolved from a knee jerk style to her current democratic style. Being a nurse leader requires adaptation and flexibility. Administration, Medicare, and certifying organizations require changes to be made frequently to improve patient care. These changes are often tied to service reimbursement, so they must be initiated swiftly. Many difficulties surround the role of leader in today’s health care. Being unprepared for a management role, avoiding micromanagement, and maintaining clinical competency were the biggest challenges identified during the transition and continuing role as nurse leader. Open communication was the key to overcoming the personal and professional challenges of being a leader. Formal and informal power influences the success of the organization and the role of a nurse manager. The nurse manager identified administration as a formal leader. Patients and her staff were recognized as informal leaders. Maintaining an open relationship with both formal and informal leaders is essential to achieving the organizations mission. Leadership Style As a successful nurse leader the nurse manager of the cardiac rehabilitation unit describes her style of leadership as democratic. According to Marriner Tomey (2009) “Democratic leaders maintain less control; ask questions and make suggestions rather than...
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...Abstract In leadership there are many methods to triumph over a task or challenge. In the first case study there is a significantly high failure rate among students. The leader is tasked by redesigning the curriculum, assessments, and participation. With this case study a situational leadership approach is done. This essay will describe the self assessment of the writer situational leadership style and the application of situational leadership theory. Situational leadership plays an important role for researchers in organizations to effectively evaluate at leader in a certain position. Jesuıno (2005) asserted that, "several definitions of leadership excess partly that in addition to the concept of leader leadership there should be understating the concept of power and authority", (as cited in Furtado, Batista, & Francisco, 2011, p.1048) In a situational leadership model there are four leadership styles that are defined; telling, selling, participating, and delegating. For the writer is important to understand what type of leader he is so that he will be able to lead effectively and provide the best leadership possible. For the writer, by understanding the different situational leadership roles the writer will be able to incorporate different skills and knowledge to any task and or challenge that is needed by the organization or company. This essay will describe the self assessment of the writer's situational leadership style and application of situational leadership theory...
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...Four Models of Leadership Lisa S. Patrick University of Phoenix Four Leadership Models There are theories that suggest characteristics, behaviors and relationships that inspire and create effective leaders and followers within organizations. The Trait Leadership Model, Behavior Leadership Model, Situational Leadership Model, and Charismatic Leadership Model provide assumptions built on theories from approaches that incorporate characteristics, leader behaviors, outcomes affected by situations and how leader relationships inspire change in an organization. Differences and similarities exist among these approaches and may address some of the contemporary leadership and challenges in organizations. Trait Leadership Model The Trait Model examined specific traits researchers believed were associated with leadership and focused on the innate characteristics that make good leaders. This body of research included theories that “leaders were born and not made” (Clawson, 2006, p. 379) in the “Great Man” Theory of Leadership. Kouzes (2003) believes that to view a few men and woman as innate greatness is wrong and that heroes do exists in organizations. Other Theorists like Stogdill’s Leadership Traits, Maccobys Leader, and John Gardner’s Leaders noted characteristics believed to make great leaders. Stogdill believed leaders were strong, task-oriented, confident, handled stress, and accepted responsibility for actions were qualities of a good leader (Clawson, 2006; Clemers...
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...The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie Reprint r0111k December 2001 Required Reading Barbara Kellerman r0111a r0111b HBR Survey Personal Histories: Leaders Remember the Moments and People That Shaped Them Primal Leadership: The Hidden Driver of Great Performance Daniel Goleman, Richard Boyatzis, and Annie McKee r0111c HBR Roundtable All in a Day’s Work A roundtable with Raymond Gilmartin, Frances Hesselbein, Frederick Smith, Lionel Tiger, Cynthia Tragge-Lakra, and Abraham Zaleznik r0111d What Titans Can Teach Us Richard S. Tedlow r0111e Best of HBR What Leaders Really Do John P Kotter . r0111f r0111g r0111h r0111j r0111k r0111l The Hard Work of Being a Soft Manager William H. Peace Leadership in a Combat Zone William G. Pagonis Leadership: Sad Facts and Silver Linings Thomas J. Peters The Work of Leadership Ronald A. Heifetz and Donald L. Laurie In Closing Followership: It’s Personal, Too Robert Goffee and Gareth Jones Best of HBR 1997 The Work of Leadership Followers want comfort, stability, and solutions from their leaders. But that’s babysitting. Real leaders ask Sometimes an article comes along and turns the conventional thinking on a subject not upside down but inside out. So it is with this landmark piece by Ronald Heifetz and Donald Laurie, published in January 1997. Not only do the authors introduce the breakthrough concept of adaptive change – the sort of change that occurs...
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...Future Trends in Leadership Development By Nick Petrie Issued December 2011 CONTENTS 3 3 5 6 7 10 29 30 32 About the Author Experts Consulted during This Study About This Project Executive Summary Section 1 – The Challenge of Our Current Situation Section 2 – Future Trends for Leadership Development Bibliography References Appendix About the author Nick Petrie is a Senior Faculty member with the Center for Creative Leadership’s Colorado Springs campus. He is a member of the faculty for the Leadership Development Program (LDP)® and the Legal sector. Nick is from New Zealand and has significant international experience having spent ten years living and working in Japan, Spain, Scotland, Ireland, Norway and Dubai. Before joining CCL, he ran his own consulting company and spent the last several years developing and implementing customized leadership programs for senior leaders around the world. Nick holds a master’s degree from Harvard University and undergraduate degrees in business administration and physical education from Otago University in New Zealand. Before beginning his business career, he was a professional rugby player and coach for seven years. Experts consulted during this study I wish to thank the following experts who contributed their time and thinking to this report in order to make it stronger. I also relieve them of any liability for its weaknesses, for which I am fully responsible. Thanks all. Bill Torbert, Professor Emeritus of Leadership at the Carroll...
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...Future Trends in Leadership Development By Nick Petrie Issued December 2011 CONTENTS 3 3 5 6 7 10 29 30 32 About the Author Experts Consulted during This Study About This Project Executive Summary Section 1 – The Challenge of Our Current Situation Section 2 – Future Trends for Leadership Development Bibliography References Appendix About the author Nick Petrie is a Senior Faculty member with the Center for Creative Leadership’s Colorado Springs campus. He is a member of the faculty for the Leadership Development Program (LDP)® and the Legal sector. Nick is from New Zealand and has significant international experience having spent ten years living and working in Japan, Spain, Scotland, Ireland, Norway and Dubai. Before joining CCL, he ran his own consulting company and spent the last several years developing and implementing customized leadership programs for senior leaders around the world. Nick holds a master’s degree from Harvard University and undergraduate degrees in business administration and physical education from Otago University in New Zealand. Before beginning his business career, he was a professional rugby player and coach for seven years. Experts consulted during this study I wish to thank the following experts who contributed their time and thinking to this report in order to make it stronger. I also relieve them of any liability for its weaknesses, for which I am fully responsible. Thanks all. Bill Torbert, Professor Emeritus of Leadership at the Carroll...
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...How does organizational learning connect with change? | Much literature exists concerning how to create change in organizations. Change is a constant element in a global environment and the frequency of communication over great distances. Advances in technology are creating new opportunities like never before and new threats to existing markets as well. The ability of an organization to adapt and grow, innovate and identify new markets will determine which organizations thrive or even survive. Because of this increased need to learn to live in permanent white water organizational change processes must be understood by leadership and management. Perhaps one of the most effective ways to implement organizational change is John Kotter’s (1996) work on Leading Change. Kotter suggested reasons change efforts fail and steps for implementing change: Common reasons change initiatives fail: Allowing too much complacency. Failing to create a sufficiently powerful guiding coalition Underestimating the power of vision Under-communicating the vision by a factor of 10 or more Permitting obstacles to block the new vision Failing to create short term wins Declaring victory too soon Neglecting to anchor changes firmly in the corporate culture | Steps for implementing change 1. Establishing a sense of urgency Kotter suggested that a sense of urgency is a crucial beginning step for a change program. Even a crisis or manufactured crisis can be used to heighten awareness...
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...comfort zones. Then they manage the resulting distress. The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie Included with this full-text Harvard Business Review article: 2 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 3 The Work of Leadership 14 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0111K BEST OF HBR The Work of Leadership The Idea in Brief The Idea in Practice What presents your company with its toughest challenges? Shifting markets? Stiffening competition? Emerging technologies? When such challenges intensify, you may need to reclarify corporate values, redesign strategies, merge or dissolve businesses, or manage cross-functional strife. 1. Get on the balcony. Don’t get swept up in the field of play. Instead, move back and forth between the “action” and the “balcony.” You’ll spot emerging patterns, such as power struggles or work avoidance. This high-level perspective helps you mobilize people to do adaptive work. These adaptive challenges are murky, systemic problems with no easy answers. Perhaps even more vexing, the solutions to adaptive challenges don’t reside in the executive suite. Solving them requires the involvement of people throughout your organization. 2. Identify your adaptive challenge. COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION...
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