ASSIGNMENT: PERSONAL LEADERSHIP PHILOSOPIES

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Personal Leadership Philosophy

Patricia Virgil

Walden University

NURS 6053

07/13/2020

Dr. E. Townsley

Characteristics of a Good Leader

   Developing effective personal leadership philosophy is one of the hallmarks of excellent leadership skills. The approach allows leaders to understand personal values, priorities, and experiences and their implications in the attainment of organizational goals and objectives (Allio, 2016). Transformational leadership is a style that supports employee innovation through inspiration, motivation, and encouragement of employees (Speranza & Pierce, 2019). This paper aims to describe the development of personal leadership philosophy, Clifton strengths assessment, vision, core values, and development plan. 

Personal Leadership Philosophy

A personal leadership philosophy is essential because it provides a clear definition of an individual character, ensures consistency, and fosters collaboration with other health professionals (Jaafar & Ghazali, 2018). WHAT IS YOUR PERSONAL PHILOSOPHY STATEMENT? As a leader, I have attained some critical attributes—being visionary, positive influencer, empathetic, resilient, and consistency INCORRECT CITATION(Den Dekker, 2016). My core values are influence and respect for all regardless of their position, roles, culture, and educational levels (CITATION, YEAR). My leadership vision statement is to adopt the best leadership practices in leading organizational processes and human resources through collaboration with the relevant stakeholders (Allio, 2016).

Clifton Strengths Assessment

CliftonStrengths Assessment provided valuable insights concerning my leadership skills and capabilities. Self-evaluation is the first step in becoming an effective leader. Based on the assessment outcome, I realize I possess different leadership traits—discipline, consistency, relator, arranger, and individualization INCORRECT CITATION(Den Dekker, 2016). WHAT ARE YOUR TWO KEY BEHAVIORS?

Development Plan

      AGAIN NEED TO IDENTIFY YOUR TWO KEY BEHAVIORS.  Creating a development plan is the first step in attaining leadership goals. Consistency and discipline are some of the areas of improvement. For instance, I will attend leadership training to learn the value of discipline as far as demonstrating effective leadership within the organizational settings is concerned. Training and education sessions provide valuable insights into different aspects of leadership (Den Dekker, 2016). Secondly, I will identify mentors to help in horning my skill—discipline (Allio, 2016). Usually, mentors guide the improvement of desired leadership qualities. 

         My vision statement is to adopt the best leadership practices in leading organizational processes and human resources through collaboration with the relevant stakeholders (Allio, 2016). In achieving my vision, I will leverage the need to attend further training on leadership, identify mentors on the designated areas of weaknesses, and 

Literature Summary           

Article 1: Augustine-Shaw & Hachiya

Mentoring and induction programs are useful in supporting professional transitions. Upcoming leaders gain valuable insights from their veteran counterparts through mentoring and training programs (Augustine-Shaw & Hachiya, 2017; Rombley-Browne, 2018). Such approaches are important in strengthening decision-making skills and improving professional development as far as excellent leadership is concerned. Mentoring and educational programs maintain a focus on building and enhancing leadership capacities

Article 2: Nichols

        Leadership experience plays critical roles in influence the desirability of new leadership qualities. The self-presentation attempts are largely influenced by leaders' decision to acquire other desired leadership qualities (Nichols, 2016; Madanchian, Hussein, Noordin, & Taherdoost, 2017). In this regard, improvement in leadership skills depends on individual efforts in acquiring more skills and competencies. 

Conclusion

Personal leadership philosophy enables people to understand your priorities, values, expectations, and approaches to decision-making. I value persistence, dedication, and listening to the needs of others because it is the best strategy towards the achievement of the organizational goals. As a transformational leader, I remain consistent with the organization's guidelines and protocols. Time management will allow me to utilize available opportunities and continue punctually for the better accomplishment of the organization's goals. Grantley Ittera, in the week five discussion, pointed out the issue of being emotionally stable, which I find useful in developing my philosophy. 

References

Not complete Allio, J. R. (2016). Learning to be a leader. Strategy & Leadership.

Augustine-Shaw, D., & Hachiya, R. (2017). Strengthening the decision-making skills of new school leaders through mentoring and service. Servant leadership: theory & practice, 4(1), 3.

Den Dekker, W. (2016). Global mindset and cross-cultural behavior: Improving leadership effectiveness. Springer.

Jaafar, F. W. B., & Ghazali, P. L. B. (2018). The Characteristics of the Leaders on Effective Commitment. INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH IN BUSINESS AND SOCIAL SCIENCES, 8(12).

Larsson, I. E., & Sahlsten, M. J. (2016). The staff nurse clinical leader at the bedside: Swedish registered nurses' perceptions. Nursing research and practice, 2016.

Madanchian, M., Hussein, N., Noordin, F., & Taherdoost, H. (2017). Leadership effectiveness

measurement and its effect on organization outcomes. Procedia Engineering, 181, 1043-

1048.

Nichols, A. L. (2016). What do people desire in their leaders? The effect of leadership experience on desired leadership traits. Leadership & Organization Development Journal, 677-683.

Rombley-Browne, D. (2018). Leadership Strategies for Improving Supervisors' Performance.

Speranza, C. R., & Pierce, A. (2019). Development of a Personal Leadership Philosophy: An Experiential and Reflective Opportunity in the Graduate Classroom. Journal of Leadership Education, 18(3).