JtT

Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches.

What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions.

What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.

To Prepare:

Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.

Reflect on the leadership behaviors presented in the three resources that you selected for review.

Reflect on your results of the CliftonStrengths Assessment, and consider how the results relate to your leadership traits.

The Assignment (2-3 pages):

Personal Leadership Philosophies

Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:

-A description of your core values

-A personal mission/vision statement

-An analysis of your CliftonStrengths Assessment summarizing the results of your profile

-A description of two key behaviors that you wish to strengthen

-A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.

-Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2.

Feedback 1

I enjoyed your posting. In contrast let us look at this type these leadership: Authoritative is demonstrated when a leader makes all decisions without considering input from staff (Marquis & Huston, 2015). With authoritative leaders, it is best when they are in an emergency situation. This type of leadership is not a healthy one for the leader and the staff if it is worth to go on for a daily basis. I also believe in having teamwork. With the democratic leadership, they believe in doing what is right. As a leader, you need to be able to carry people along and be more influential both emotionally, otherwise and to think rationally (Martin, 2016).

Reference

Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Martin, (2016). Democratic Leadership Guide: Definition, Qualities, Pros & Cons, Examples. Retrieved https://www.cleverism.com/democratic-leadership-guide/

Feedback 2

I enjoyed reading your post. Transformational leadership can work very well when the person in the role cares about their employees. When employees are aware of this, it can increase their self-efficacy as indicated by Kim and Jung (2019) with an increase of safety values not only for the employees but the patients they serve. Asif, Jameel, Hussain, Hwang, and Sahito (2019) agree that the use of positive transformational leadership help to empower their employees, leading to job satisfaction and better outcomes for the patients.

Reference

Asif, M., Jameel, A., Hussain, A., Hwang, J., & Sahito, N. (2019). Linking transformational leadership with nurse-assessed adverse patient outcomes and the quality of care: Assessing the role of job satisfaction and structural empowerment. International Journal Of Environmental Research And Public Health, 16(13). https://doi-org.ezp.waldenulibrary.org/10.3390/ijerph16132381

Kim, B.-J., & Jung, S.-Y. (2019). The mediating role of job strain in the transformational leadership⁻safety behavior link: The buffering effect of self-efficacy on safety. International Journal Of Environmental Research And Public Health, 16(8). https://doi-org.ezp.waldenulibrary.org/10.3390/ijerph16081425

Ryan Keller

Your Signature Themes
SURVEY COMPLETION DATE: 0

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3-2020

DON CLIFTON

Father of Strengths Psychology and
Inventor of CliftonStrengths

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9428122 (Ryan Keller)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.

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Ryan Keller
SURVEY COMPLETION DATE: 03-23-2020

Many years of research conducted by The Gallup Organization suggest that the most effective people
are those who understand their strengths and behaviors. These people are best able to develop
strategies to meet and exceed the demands of their daily lives, their careers, and their families.

A review of the knowledge and skills you have acquired can provide a basic sense of your abilities,
but an awareness and understanding of your natural talents will provide true insight into the core
reasons behind your consistent successes.

Your Signature Themes report presents your five most dominant themes of talent, in the rank order
revealed by your responses to CliftonStrengths. Of the 34 themes measured, these are your “top
five.”

Your Signature Themes are very important in maximizing the talents that lead to your successes. By
focusing on your Signature Themes, separately and in combination, you can identify your talents,
build them into strengths, and enjoy personal and career success through consistent, near-perfect
performance.

Harmony

You look for areas of agreement. In your view there is little to be gained from conflict and friction, so
you seek to hold them to a minimum. When you know that the people around you hold differing views,
you try to find the common ground. You try to steer them away from confrontation and toward
harmony. In fact, harmony is one of your guiding values. You can’t quite believe how much time is
wasted by people trying to impose their views on others. Wouldn’t we all be more productive if we
kept our opinions in check and instead looked for consensus and support? You believe we would, and
you live by that belief. When others are sounding off about their goals, their claims, and their fervently
held opinions, you hold your peace. When others strike out in a direction, you will willingly, in the
service of harmony, modify your own objectives to merge with theirs (as long as their basic values do
not clash with yours). When others start to argue about their pet theory or concept, you steer clear of
the debate, preferring to talk about practical, down-to-earth matters on which you can all agree. In
your view we are all in the same boat, and we need this boat to get where we are going. It is a good
boat. There is no need to rock it just to show that you can.

1249428122 (Ryan Keller)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.

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Consistency

Balance is important to you. You are keenly aware of the need to treat people the same, no matter
what their station in life, so you do not want to see the scales tipped too far in any one person’s favor.
In your view this leads to selfishness and individualism. It leads to a world where some people gain an
unfair advantage because of their connections or their background or their greasing of the wheels.
This is truly offensive to you. You see yourself as a guardian against it. In direct contrast to this world
of special favors, you believe that people function best in a consistent environment where the rules
are clear and are applied to everyone equally. This is an environment where people know what is
expected. It is predictable and evenhanded. It is fair. Here each person has an even chance to show
his or her worth.

Context

You look back. You look back because that is where the answers lie. You look back to understand the
present. From your vantage point the present is unstable, a confusing clamor of competing voices. It
is only by casting your mind back to an earlier time, a time when the plans were being drawn up, that
the present regains its stability. The earlier time was a simpler time. It was a time of blueprints. As you
look back, you begin to see these blueprints emerge. You realize what the initial intentions were.
These blueprints or intentions have since become so embellished that they are almost
unrecognizable, but now this Context theme reveals them again. This understanding brings you
confidence. No longer disoriented, you make better decisions because you sense the underlying
structure. You become a better partner because you understand how your colleagues came to be who
they are. And counterintuitively you become wiser about the future because you saw its seeds being
sown in the past. Faced with new people and new situations, it will take you a little time to orient
yourself, but you must give yourself this time. You must discipline yourself to ask the questions and
allow the blueprints to emerge because no matter what the situation, if you haven’t seen the
blueprints, you will have less confidence in your decisions.

Developer

You see the potential in others. Very often, in fact, potential is all you see. In your view no individual is
fully formed. On the contrary, each individual is a work in progress, alive with possibilities. And you
are drawn toward people for this very reason. When you interact with others, your goal is to help them
experience success. You look for ways to challenge them. You devise interesting experiences that
can stretch them and help them grow. And all the while you are on the lookout for the signs of
growth—a new behavior learned or modified, a slight improvement in a skill, a glimpse of excellence

1249428122 (Ryan Keller)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
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or of “flow” where previously there were only halting steps. For you these small increments—invisible
to some—are clear signs of potential being realized. These signs of growth in others are your fuel.
They bring you strength and satisfaction. Over time many will seek you out for help and
encouragement because on some level they know that your helpfulness is both genuine and fulfilling
to you.

Restorative

You love to solve problems. Whereas some are dismayed when they encounter yet another
breakdown, you can be energized by it. You enjoy the challenge of analyzing the symptoms,
identifying what is wrong, and finding the solution. You may prefer practical problems or conceptual
ones or personal ones. You may seek out specific kinds of problems that you have met many times
before and that you are confident you can fix. Or you may feel the greatest push when faced with
complex and unfamiliar problems. Your exact preferences are determined by your other themes and
experiences. But what is certain is that you enjoy bringing things back to life. It is a wonderful feeling
to identify the undermining factor(s), eradicate them, and restore something to its true glory.
Intuitively, you know that without your intervention, this thing—this machine, this technique, this
person, this company—might have ceased to function. You fixed it, resuscitated it, rekindled its
vitality. Phrasing it the way you might, you saved it.

1249428122 (Ryan Keller)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
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