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Leadership philosophy entails value-based ideas that determine the source of power, behaviors, and actions of leaders. It is supported by a set of beliefs and values since it involves a way of thinking and making decisions. Philosophy offers a foundation or reference points where actions, decisions, plans, and processes are built. Moreover, leadership philosophy tends to connect leadership with morality and ethics, trust, and humanity. This paper intends to explore my leadership philosophy and provide analysis based on the Clifton-Strengths assessment.
My core beliefs and values are honesty, kindness, courage, achievement, health, positivity, determination, dependability, friendship, and creativity. They help me understand and improve my ability to fulfill my goals by offering an unwavering guide. Since effective leadership requires a sense of responsibility, knowledge, and integrity, my values align with professional philosophies (Moore Foundation, 2016). I strive to keep improving my leadership qualities to remain innovative and strong. My vision is to become a resourceful, approachable, courageous, and respectable leader. My mission is to provide affordable, accessible, and quality leadership service and offer guidance and insights to people, and enable them to attain meaningful lives.
My top themes from the Clifton-Strengths assessment are relator, intellection, positivity, responsibility, and learner. I am interested in learning new skills and developing positive experiences to improve my capabilities (Chavez et al., 2019). My responsibility strength encourages me to enhance my accountability and remain focused on the achievement of desired results, including operating in a challenging environment. It influences me to show commitment, maintain integrity, lead by example, enhance my organization, and make an effort to promote success. My responsible behaviors inspire me to develop positive attitudes towards work and show determination in influencing positive outcomes (Duggan et al., 2015). My restorative strengths imply that I am focused on solving problems and eliminating issues hindering the achievement of the set objectives. I evaluate the cause of a problem, point out what went wrong, and take the necessary measures to find a long-lasting solution.
The relator strength encourages me to understand the dreams, fears, goals, and feelings of others while making it possible for them to understand my strengths. Ensuring that the relationship is genuine and based on positive values helps facilitate the achievement of a desirable outcome. Increased sharing of ideas and interactions proves that my caring is genuine and appropriate. As a developer, I see the potential in others and establish strategies to promote them. I believe that everyone can gain better-quality skills and achieve greater expectations (Duggan et al., 2015). This motivates me to focus on areas requiring improvement and strive to help them grow. Exploiting signs of growth facilitates the development of better behaviors that are modified or learned.
The behaviors that I intend to strengthen are building trust and inspiring others around me. I am taking action to influence others to respect and gain confidence in my actions. Instead of making unilateral calls, I involve every concerned person during the decision-making process. My vision is to motivate people to follow and express inspiration with energy and passion.
My development plan to improve on the two behaviors will start with the establishment of an effective and inspirational vision. I will support the plan with strong values and beliefs and excite people to become part of the successful outcome. Moreover, I will strive to maintain consistency and transparency to enable subordinates to understand my expectation and make everyone feel proud of being associated with me (Broome & Marshall, 2021). For instance, I will be calling meetings and involving every worker in the department to make them feel like part of the organization. This will encourage owning up to decisions and reduce possible resistance from the workers.
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Chavez, F., Kelly, T., Kunisch, J. R., & Kurth, A. (2019). Systems leadership doctor of nursing practice: global relevance.International Nursing Review, 66(4), 482-489. Web.
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence based practices: lessons from the field in six local health departments across the United States.BMC Health Services Research, 15(1), 1-9. Web.
Moore Foundation. (2016).Nurses share lessons in leadership [Video]. YouTube. Web.
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