Transformational Leadership
Tom Rath explains in his book, StrenghtsFinder 2.0 (2007), that identifying and capitalizing on one’s strengths makes for a more fulfilled and effective employee, further benefitting the employing organization. Rath states that when in a position not utilizing our strengths, we are six times more likely to be disengaged in our work. Studies show that this disengagement or dissatisfaction carries over into our personal lives affecting our health and personal relationships.
As a matter of self-knowledge, I have taken the Clifton StrenghtsFinder assessment, my five top strengths were revealed. Rath explains that my results are unique to me. Even though others may share one or more of the strengths identified for me, they may be manifested in other ways. As an Achiever, the assessment explains that I am a self-motivated, hard worker who can spend hours studying, reading, and researching. I enjoy sharing my knowledge and skills through coaching, mentoring, or training. I set lofty goals for myself and relentlessly pursue them.
Additionally, the strength Futuristic was identified. This indicates that I am always examining what I can fix or do better. I become bored with tradition and doing things just because that is the way they have always been done. I focus on what is possible for the future. Additionally, I enjoy group problem solving.
As a Learner, I seek knowledge and to understand. I am continually questioning and have done so since a small child. I love learning from history. I spend time examining problems or glitches.
Manifestations of the strength, Input, are that I love to read and learn, sometimes multiple books at a time. I like to gather new ideas, approaches, concepts, or techno...
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...it them in their positions. Rath (2007), explained in his book, StrengthsFinder 2.0, that those who are most engaged in their work and more successful are those who naturally exhibit the strengths appropriate for the positions they hold. This is particularly true for transformational leaders.
References
Rath, T. (2007). StrengthsFinder 2.0. New York, NY: Gallup Press.
Casida, J., & Parker, J. (2011). Staff nurse perceptions of nurse manager leadership styles and outcomes. Journal of Nursing Management, 19(), 478-486.
Grant, B., Colello, S., Riehle, M., & Dende, D. (2010). An evaluation of the nursing practice environment and successful change management using the new generation Magnet Model. Journal of Nursing Management, 18(), 326-331.
Tomlinson, J. (2012, July). Exploration of transformational and distributed leadership. Nursing Management, 19(4), 30-34.
Strengths Finder 2.0 uses an online assessment to evaluate the individuals unique talents by having the taker rate how they view a particular question in 20 seconds or less (Rath, 2007). After taking the assessment, my five strengths were determined to be achiever, maximizer, input, arranger, and relator (Gallup StrengthsFinder, 2012).
The magnet recognition program began in the early 1980s as a stride towards promoting nurse retention in the United States. Administrators, directors, staff nurses, and hospital administration gathered together to discuss the essentials of hospital designation. The original research, gathered in 1983, was targeted to identify successful nurse retention. In 1993, the ANCC approved the standards set forth in previous research to become standardized utilizing the forces of magnetism. The 14 characteristics described by the ANCC as “forces of magnetism” define the structure of excellence within the healthcare environment. McClure & Hinshaw (2002), describe the following 14 characteristics that attract and retain nurses to magnet hospitals: “Quality nursing leadership, organizational structure, management style, personal policies and programs, professional models of care, quality of care, quality improvement, consultation and resources, autonomy, community and health organization, nurses as teachers, image of nursing, interdisciplinary relationships, and professional development”.
The authors in this article aimed to discover nurse manager leadership styles and their outcomes. Nurses from hospitals in the Northeastern part of the United States were asked questions. The data was collected in a locked room, alone, so no one would influence the answers of someone else. The results were put into a software program and displayed for analysis. Results showed when choosing a nurse for a managerial leadership role, one should choose someone if they have the basic components of transformational leadership, not transactional leadership. The authors show that transformational leadership had revealed positive patient outcomes, retention, and satisfaction in the nursing staff. Those nurse leaders who have qualities of transformational leadership are encouraged to build on those skills constantly.
Bass (1990) states that transformational leadership is identified by different patterns of behavior. Firstly , transformational leadership delivers the charisma to be a leader in order to gain respect and trust. Secondly, the characteristics of a leader show efforts to change a purpose of the transformation process and to effectively communicate. Finally, transformational leadership proposes that leaders treat employees individually to show them attention and provide them coaching and advice to show that you care about your employees. However, Wang and Howell (2010) claim that transformational leadership is in every individual.This means an individual can develop their potential to enhance their abilities and skills to improve and overcome any weaknesses. In relation to group work transformational leadership helps to grow common values and beliefs, and to inspire group members to reach their group goals. In this type of situation, leaders treat equally towards members and to make them feel comfortable. However, on occasions problems occur during team work which puts a leader into a situation to overcome the condition. For example, if one of my team members has no belief in me to lead the group, my attitude towards the group and the member will change as they have shown a lack of confidence and interest in teamwork. According to Novicevic, Harvey, Buckley, Brown & Evans (2006) explains that authentic leadership is when a leader shows their individual responsibility in what they were responsible for in their organization. Novicevic, Harvey, Buckley, Brown & Evans (2006) discusses a particular style of leadership which is the matrix of executive leadership. This style of leadership occurs when a leader has lost confidence in them self. The
Azaare, J., & Gross, J. (2011). The nature of leadership in nursing management. British Journal of Nursing, 20(11), 672-680. Retrieved from EBSCO host
The idea of what makes an individual a good leader; a manager or a worker is generally based on what are his/her perceived strengths. In Clifton and Nelson (2010) book “Soar With Your Strengths”, the reader is encouraged to focus on their strengths rather than their weakness to excel in school, in business, or in the workplace (p.19). In an organizational leadership role, management must understand the strengths and weakness of their subordinates. Successful organizations identify and improve upon their strengths. Simultaneously, effective leadership also acknowledges the existence of weakness while effectively isolating it. More often than not, unsuccessful organizations fail to achieve success because they focus on their faults rather than their strong suits.
Everyone has strengths and weaknesses. As Roth states in Strengths Finder 2.0, we as a present day world tend to focus on and try to overcome our weaknesses rather that building up our strengths. Using our natural talents can help us do the best we can and help us be a better asset. After taking the strengths assessment, I found that my top five strengths themes ended up being: relator, discipline, competition, responsibility, and significance.
For me to be an effective leader, I must first evaluate my strengths. I took the Gallup 2.0 Strength Finder report which showed my strengths in an insight and action planning guide. The results indicated the top five themes for me were input, learner, responsibility, maximizer and arranger. I believe the evaluation offered an accurate assessment of my strengths. The input theme states my mind is like a sponge, soaking up information. As a lifelong learner, the second theme is also, correct. I have a quest for knowledge about things that interest me. I am responsible, in my job and life. As a maximizer, I focus on long term goals and strive toward excellence. As a nurse, working in an environment of change, the arranger strength in my personality allows me to adapt easily and figure out the best way to accomplish tasks (Strengths, 2012).
The Keirsey Temperament Sorter II identified my temperament as artisan, and the classic temperament report identified me as an ISTP, or Introverted Sensing Thinking Perceiving. The description of my temperament was dead on with my view of myself, especially the more in depth classic temperament. My strengths include an excellent ability to apply logic and reason to solve problems or discover how things work, and being high;y practical and realistic, however I will not function well in regimented or structured environments, as I will become bored or feel stifled. This temperament profile also correlates to my learning style, as the Keirsey Temperament Sorter II results also mention that I learn best hands-on, and states that ISTP’s are a master of their physical environment.
Spinks, N., & Moore, C. (2007). Nursing Leadership. The Changing Workforce, Workplace and Nature of Work: Implications for Health Human Resource Management, 20(3), 26-41.
This strength, in particular, influenced my decision to pursue social work as a career because cases will often be complex and I know that changes do not occur overnight and positive results only occur within time. I mastered the strength of being patient because growing up with an older sibling often requires you to learn patience. One aspect I realized was I don’t get frustrated easily and that is because I can be a patient person. The second strength I possess is being empathetic for example when a friend or family member shares something that may not be going to good in their life I like to pretend I am in their shoes, I like to provide empowerment and also be relatable, often times when one of my friends is upset over a situation I tend to get upset as well. I like to look at events through a sociological lens so I can better understand the situation. The last strength I possess is dedication, I feel this will influence my decision to pursue social work because I put my heart and soul into every aspect of my life, for example, I am quite dedicated to my studies, in High School I worked extremely hard to make it into the top ten of my graduating class and by being dedicated to my school work I ended up being number five. I am an extremely dedicated person because I do not like to fail, and I’ll always give it my all until I can no longer do so, I believe I would be a good social worker because I’d be dedicated to my client trying my hardest to provide the best of the
Clifton’s Strengthfinder urges people to focus on their strengths rather than their shortcomings in order to reach their full potential. Finding one’s strengths can be beneficial in all aspects of life, including in the work place.
These characteristics of a nurse manager show how their leadership plays a role in their position in the nursing field. Without this position in the nursing structure, it would be very difficult to produce positive results in providing optimal patient ca...
Through the self-assessment instruments utilized in this program, I have gained wealth of knowledge about my strengths, and weaknesses and how they affect my personal and professional life. By using different exercises, I recognized new strengths and weaknesses. At the same time, I identified ways to develop my strengths and overcome my weaknesses. The Kolb Learning Style Inventory (LSI) identified some of my strengths as the ability to get things done, initiating, and taking risks (Kolb, 2007). In the Strongest Self Feedback Exercise, some of the feedback listed my strengths as having excellent interpersonal and communication skills, being self-confident, a fast learner, determined, hardworking, and an awesome listener (Drucker, 2005).