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.
• Download your Signature Theme Report to submit for this Assignment.

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.
• Note: Be sure to attach your Signature Theme Report to your Assignment submission.

Upcoming paper (week 6)

READ the rubric- the third part of this paper must be the bulk of your paper (worth 55% of grade)

In the first section (worth only 15 points max) be sure to include all three- they are not one and the same

· Philosophy statement- contains your beliefs, values, and the principles that guide you as you live your life as a nurse- it answer the question about who are you as a nurse.

· I believe that nursing is whatever nurses are doing, wherever they are doing it. Nursing is both an art and science and how we apply our nursing skills is as important as the skills themselves.

· Mission statement – defines who you are now as a nurse, what you stand for and your objectives as a nurse-

· My nursing goal is to endeavor to improve the life of everyone I care for, teach, and work by with freely offering my time, my skill and my knowledge without reservation or bias.

· Vision statement- describes your future goals, who you want to be and where you want to be in the future

· My future nursing goals are to contribute to the profession through teaching and service in professional organizations, and to inspire a passion for learning and caring in the next generation of nurses.

The second section (15 points max) of the paper asks you to submit a summary of your CliftonStrengths Assessment – summarizing the results of your profile; and to describe two key behaviors you wish to strengthen.

· Make sure you cite and references this tool in your paper

· Provide a comprehensive and substantive summary- DO NOT cut and paste the tool into your paper

· Pick the two behaviors you want to change wisely (make sure you can find research on how to change them)

· Describe the behaviors, do not just LIST them

The last major section of the paper is the PLAN- (worth 55% of your grade)

· Bulk of content belongs here

· All suggestions for the planned change MUST be supported by the evidence in the literature (no blogs, newspaper, or magazines)- Use the library and Professional journal articles, preferably research studies.

· Plan must be consistent with your personal vision (your future)

Steps to Behavior Change: my example

I think the most easily recognized change might be one to improve my overall health (goal).

Objectives:

1. I will begin walking 10,000 steps per day for the next 4 weeks (I know there is research on this I can cite)

a. Explain how you will do this and cite sources

i. Walk instead of ride in a golf cart on Monday and Thursday for my gold league

ii. Take dog for a walk each evening- twice around the block

2. I will eat at least 2 servings of fresh vegetables each day for 4 weeks(I know there is research on this I can cite)

a. Explain how you will do this and cite sources

i. I will create a meal plan ahead of time that includes fresh vegetables

ii. I will make sure I have fresh vegetable in the refrigerator

3. I will get 8 hours of sleep each night for 4 weeks (I know there is research on this also)

a. Explain how you will do this and cite sources

i. I will go to bed by 10 pm, shutting off lights and listening to my favorite relaxing music

ii. I will stop watching TV or using electronic devises by 9 pm to promote better sleep

Evaluation is the most important part of the plan- I will plan to reevaluate in 4 weeks (that was in my objective) by checking my Fitbit recorder to see how many days I hit my 10,000 step goal, I will check my food diary to see how many servings of vegetables I had each day, and I will check my Fitbit again to see how many hours of sleep I got each night. The will you do going forward?

YOUR Steps in Behavior Change Plan

· See that there is a problem.- You did this in the previous section of your paper with the Assessment

· Identify which behaviors are the problem.- this was also identified in the previous section of the paper

· NOW comes the PLAN-

· Set goals for behaviors you want to stop and start.

· Goals (one for each behavior)- what do you want to do (in general)

· Create a plan for how to reach the goals.

· To reach these goals you will need objectives- steps to get you there- objectives and goals are not the same. You will have at least 2-3 objectives for each goal

· Objectives use active verbs, are measureable, and have a timeframe

· Objectives tell your what you will do each day to achieve your goal

· Create a way and timeframe for evaluating your success or lack of success based upon the outcome you identified in your objective

Finally every paper must have an introduction and a conclusion, and your introduction must include a comprehensive purpose statement

NOW LETS TALK ABOUT OTHER WRITING ISSUES

Common error by Novice writer- Examples of trivia or material taken out of context- do not cite trivia

What not to do

Jones (2018) wrote a paper about leadership values.

Nurses provide holistic care and are ethical (Jackson, 2020).

See below for an example for what to cite and how- do not cite trivia

Strengths and Limitations of Correlation Designs

Strengths

Perhaps the biggest advantage of a correlation design is the ability to assess relationships between many variables in a single study (Adams, 2019). Correlation designs are excellent to use when little is known about a problem or phenomenon. It provides information that would be useful for designing more rigorous studies (Polit & Beck, 2017)

Limitations

The major limitation of correlation research is that the results do not really indicate cause and effect (Adams, 2019; Marrin & Bridgmon, 2012). Correlation can only identify relationships, it cannot explain why relationships exist. Two variables could be genuinely related to each other, or a third variable could act on both variables in the same way making it appear they are related (Polit & Beck, 2017).

REFERENCES- Dos and Don’ts

The most common mistakes in references is incorrect capitalization, italics or doi

Capitalization of titles
(articles and BOOKS)

· Only Capitalize proper names, The first word in a title and the first word following a colon or dash)

Italics- Used for volume and name of a journal and for title of a book

· Journal of Advanced Nursing, 13(4), 122-125.

DOI numbers

· Found on the first page of text for professional journals

· DOES NOT include the words “Walden Library”- that is a cut and paste error

Correct:

Siedlecki, S. L. (2020). Understanding descriptive research designs and methods. Journal of Clinical Nurse Specialist, 34(1), 8-12.

https://doi:10.1097/NUR.0000000000000493

PAMELLA BROWN

Your Signature Themes
SURVEY COMPLETION DATE: 0

3

–

2

9-202

1

DON CLIFTON

Father of Strengths Psychology and
Inventor of CliftonStrengths

1271396520 (PAMELLA BROWN)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.

1

PAMELLA BROWN
SURVEY COMPLETION DATE: 03-29-2021

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 3

4

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.

Achiever

Your Achiever theme helps explain your drive. Achiever describes a constant need for achievement.
You feel as if every day starts at zero. By the end of the day you must achieve something tangible in
order to feel good about yourself. And by “every day” you mean every single day—workdays,
weekends, vacations. No matter how much you may feel you deserve a day of rest, if the day passes
without some form of achievement, no matter how small, you will feel dissatisfied. You have an
internal fire burning inside you. It pushes you to do more, to achieve more. After each
accomplishment is reached, the fire dwindles for a moment, but very soon it rekindles itself, forcing
you toward the next accomplishment. Your relentless need for achievement might not be logical. It
might not even be focused. But it will always be with you. As an Achiever you must learn to live with
this whisper of discontent. It does have its benefits. It brings you the energy you need to work long
hours without burning out. It is the jolt you can always count on to get you started on new tasks, new
challenges. It is the power supply that causes you to set the pace and define the levels of productivity
for your work group. It is the theme that keeps you moving.

1271396520 (PAMELLA BROWN)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
2

Maximizer

Excellence, not average, is your measure. Taking something from below average to slightly above
average takes a great deal of effort and in your opinion is not very rewarding. Transforming something
strong into something superb takes just as much effort but is much more thrilling. Strengths, whether
yours or someone else’s, fascinate you. Like a diver after pearls, you search them out, watching for
the telltale signs of a strength. A glimpse of untutored excellence, rapid learning, a skill mastered
without recourse to steps—all these are clues that a strength may be in play. And having found a
strength, you feel compelled to nurture it, refine it, and stretch it toward excellence. You polish the
pearl until it shines. This natural sorting of strengths means that others see you as discriminating. You
choose to spend time with people who appreciate your particular strengths. Likewise, you are
attracted to others who seem to have found and cultivated their own strengths. You tend to avoid
those who want to fix you and make you well rounded. You don’t want to spend your life bemoaning
what you lack. Rather, you want to capitalize on the gifts with which you are blessed. It’s more fun. It’s
more productive. And, counterintuitively, it is more demanding.

Futuristic

“Wouldn’t it be great if . . .” You are the kind of person who loves to peer over the horizon. The future
fascinates you. As if it were projected on the wall, you see in detail what the future might hold, and
this detailed picture keeps pulling you forward, into tomorrow. While the exact content of the picture
will depend on your other strengths and interests—a better product, a better team, a better life, or a
better world—it will always be inspirational to you. You are a dreamer who sees visions of what could
be and who cherishes those visions. When the present proves too frustrating and the people around
you too pragmatic, you conjure up your visions of the future and they energize you. They can energize
others, too. In fact, very often people look to you to describe your visions of the future. They want a
picture that can raise their sights and thereby their spirits. You can paint it for them. Practice. Choose
your words carefully. Make the picture as vivid as possible. People will want to latch on to the hope
you bring.

Relator

Relator describes your attitude toward your relationships. In simple terms, the Relator theme pulls you
toward people you already know. You do not necessarily shy away from meeting new people—in fact,
you may have other themes that cause you to enjoy the thrill of turning strangers into friends—but you
do derive a great deal of pleasure and strength from being around your close friends. You are
comfortable with intimacy. Once the initial connection has been made, you deliberately encourage a

1271396520 (PAMELLA BROWN)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
3

deepening of the relationship. You want to understand their feelings, their goals, their fears, and their
dreams; and you want them to understand yours. You know that this kind of closeness implies a
certain amount of risk—you might be taken advantage of—but you are willing to accept that risk. For
you a relationship has value only if it is genuine. And the only way to know that is to entrust yourself to
the other person. The more you share with each other, the more you risk together. The more you risk
together, the more each of you proves your caring is genuine. These are your steps toward real
friendship, and you take them willingly.

Focus

“Where am I headed?” you ask yourself. You ask this question every day. Guided by this theme of
Focus, you need a clear destination. Lacking one, your life and your work can quickly become
frustrating. And so each year, each month, and even each week you set goals. These goals then
serve as your compass, helping you determine priorities and make the necessary corrections to get
back on course. Your Focus is powerful because it forces you to filter; you instinctively evaluate
whether or not a particular action will help you move toward your goal. Those that don’t are ignored. In
the end, then, your Focus forces you to be efficient. Naturally, the flip side of this is that it causes you
to become impatient with delays, obstacles, and even tangents, no matter how intriguing they appear
to be. This makes you an extremely valuable team member. When others start to wander down other
avenues, you bring them back to the main road. Your Focus reminds everyone that if something is not
helping you move toward your destination, then it is not important. And if it is not important, then it is
not worth your time. You keep everyone on point.

1271396520 (PAMELLA BROWN)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
4

PAMELLA BROWN
Don Clifton
Father of Strengths Psychology and Inventor of CliftonStrengths
Achiever
Maximizer
Futuristic
Relator
Focus

Christin

a

Gordon

 

RE:

Discussion

–

Week

4

COLLAPSE

Top

of

Form

Hi Pamella,

I enjoyed reading

you

r discussion this week. You

provide

d good incite of how efficient a leader should

be

when

leading

staff

. According to (Pishgooie et al 2018) a trans

for

mational leader is good quality source

because

the

y

can

impact the

team

by providing

clear expression of values, objectives,

and

mission of the

organization. Transformational

leaders

try to raise confidence in employees by implementing respect through

caring acts,

support

ing

their

views and suggestions, and being optimistic about the futu

re.

The

re

are

many

leadership styles

that

can be utilized in the nursing field and every leader h

as

a uniqueness to deliver that style

of leadership.

A good leader acquires ethical standards and principals of nursing that are reflected upon

staff

members

.

 

Blizzard

2020

conveys

that when 

nursing staff are aware of clear

–

cut instructions,

 

teamwork

and

communication

can be

easily

modified

aspects

of the

work.

 

Many

areas

of the

environment

and

productivity

for

patient

care

and staff

relationships

are

improved

as

well.

When

nurse

leaders

spend

time

communicating

with

staff,

they

demonstrated

recognition

and support of their team members and provide a

“practice

what

you

preach

method

of

teaching.

 

Thank you for sharing your experience with a great leader.

Refer

ences

Blizzard,

L.

&

Woods,

S.

L. 

(2020).

 The

Relationship

Between

the

Implicit

Rationing

of

Nursing

Care

and

Emotionally

Intelligent

Leadership

Style.

 

JONA:

The

Journal

of Nursing

Administration,

 

50

(12),

 

623

–

628

http://doi:10.1097/NNA.0000000000000949

Pishgooie, A. H., Atashzadeh

‐

Shoorideh, F., Falcó

‐

Pegueroles, A., &

Lotfi, Z. (2018). Correlation between

nursing managers’ leadership styles and nurses’ job stress and anticipated turnover.

 

Journal of Nursing

Management,

 

27

(3), 527

–

534.

 

http://doi:10.1111/jonm.12707

Bottom of Form

PLEASE REPLY TO THIS POST THANK YOU

Sandra Siedlecki WALDEN INSTRUCTOR MANAGER 

RE: Discussion – Week 4

COLLAPSE

Top of Form

Pamella  thanks for the post- as you think about your past experiences, what characteristics of what person made you think that they were a leader (not a manager)? What characteristics must you acquire to become a leader yourself? Think about your current position, do people follow you? Why or why not? Dr S

REPLY

 

QUOTE

 

EMAIL AUTHOR

Bottom of Form

Christina Gordon

RE:

Discussion

–

Week

4

COLLAPSE

Hi Pamella,

I enjoyed reading your discussion this week. You provided good incite of how efficient a leader should
be when leading staff. According to (Pishgooie et al 2018) a transformational leader is good quality source
because they can impact the team by providing

clear expression of values, objectives, and mission of the
organization. Transformational leaders try to raise confidence in employees by implementing respect through
caring acts, supporting their views and suggestions, and being optimistic about the futu
re. There are many
leadership styles that can be utilized in the nursing field and every leader has a uniqueness to deliver that style
of leadership.

A good leader acquires ethical standards and principals of nursing that are reflected upon
staffmembers.

Blizzard

2020

conveys

that

when

nursing staff are aware of clear
–
cut instructions,

teamwork

and

communication

can

be

easily

modified

aspects

of

the

work.

Many

areas

of

the

environment

and

productivity

for

patient

care

and

staff

relationships

are

improved

as

well.

When

nurse

leaders

spend

time

communicating

with

staff,

they

demonstrated

recognition

and

support

of

their

team

members

and

provide

a

“practice

what

you

preach

method

of

teaching.

Thank you for sharing your experience with a great leader.

Refer
ences

Blizzard,

L.

&

Woods,

S.

L.

(2020).

The

Relationship

Between

the

Implicit

Rationing

of

Nursing

Care

and

Emotionally

Intelligent

Leadership

Style.

JONA:

The

Journal

of

Nursing

Administration,

50
(12),

623
–
628

http://doi:10.1097/NNA.0000000000000949

Pishgooie, A. H., Atashzadeh
–
Shoorideh, F., Falcó
–
Pegueroles, A., &
Lotfi, Z. (2018). Correlation between
nursing managers’ leadership styles and nurses’ job stress and anticipated turnover.

Journal of Nursing
Management,

27
(3), 527
–
534.

http://doi:10.1111/jonm.12707

1

1

Leadership Philosophy: Nursing

Pamella Brown

Masters in Nursing, Walden University

NURSING 6053

, Section

01, Interprofessional Organizational and System Leadership

Sandra Siedlecki

April 11, 2021

Through the journey of becoming a leader, it is inevitable for one to emulate and look up to a given leader to follow and follow in their footsteps or even eventually doing better than they did. However, one through the leadership journey unknowingly, one form their unique leadership philosophy that will follow through the trip (Figliuolo, 2011 as cited in Speranza & Pierce, 2019). This paper will highlight my personal views on leadership and how I perceive it to be. Personally, leadership in the workspace is an essential entity that aims to address and show people when I become a leader. I will be what guides and motivates me toward good leadership and my personal goals towards good leadership. Therefore, this paper is a discussion of my vision, core values, and missions in leadership. Additionally, this paper will cover my assessment of my strengths through the Clifton strength assessment technique, summarise the profile of my skills and mention the key areas I would like to strengthen.

Core Values

To dictate your leadership journey and behavior, one needs to have core values to guide them and keep them in line. In nursing, and from a personal view, caring, perseverance, honesty, learning, and ambition to set a goal and work to achieve them should be a leader’s core values. However, the underlying core value every nurse should possess is being caring. Dyess (2015) states that the uniting and transforming factor in the nursing profession is caring, giving a sense of responsibility to the patients. From the leadership perspective, caring is a significant value. Not only does it help in connecting with patients and with my colleagues. Caring bring about co-operation in the workspace. If employees feel cared for, it automatically commands respect and understanding. Thus, since my inception into nursing education and career life, it has been the first core value to embrace.

Learning and perseverance also prioritize my core values, from the two core values other relevant to leadership in nursing. Knowledge and determination enable one to develop diversity as a core value which is crucial in adapting to problematic situations and embracing the different cultures and people’s ways of life in the workplace. American Nurses Association put out diversity being an essential quality in nursing, acknowledging and appreciating that there are several beliefs, thoughts, and attitudes in the health-seeking behaviors in the healthcare sector. Diversity is a portrayal of how we interreact with the society and our responsibility to uphold the code of ethics during health care delivery, considering and without bias toward the indifference religion, beliefs, cultures, and priorities with patients and fellow workers(American Nurses Association, n.d.).

Mission statement

To identify and tap into my vision, mission, and full potential as a nurse, my aim would be to self-reflect to find my true purpose as a nurse and a leader to my colleagues. My mission as a healthcare provider is to provide quality services and care to my patients, friends, family, colleagues, and the surrounding community through excellent and exceptional leadership and healthcare services. My immediate goal and commitment are quality healthcare provision to my patients and community to promote their overall health quality and respectable and quality leader to my colleagues and community.

Clifton Strength Assessment

The Gallup Organization’s extensive research deduces that influential people get to understand their strengths and behaviors. Through which one can come up with strategies to which they attain their set targets. From the research, thirty-four themes are put out to be the definition of individual strength and behaviors. However, Pamela (2021) places five pieces to be the top to be used in Clifton’sstrengthassessment, which is well understood. From the five, I summarize my key strengths and which areas are most suitable and need improvement. I would characterize myself as an Achiever, for a very goal that I set, I push myself to the limit to achieve it. At times, my fellow students refer to me as the “the bullseye” this is attributed to my relentless efforts to achieve what I set to hit the targets.

Being a realtor can be said to be one of the most potent behaviors. This comes up naturally, as my core value of being caring makes it simple for me. I can easily connect with new people and establish deep connections with them. Other than those I have known, I can easily relate to them and create a conducive rapport. Nevertheless, for the solid point, we have those areas that derail according to the assessment. I want to improve my maximizer and futuristic as a theme and personal behavior.

Futuristic

Futuristic as behavior entails having the ability to make sense of what is currently going on but perceiving and interpreting it to what may be or what it will be in the future. In my earlier work on my leadership philosophy, one of my visions as a leader was being quick in solving the communities and my team’s problems, thus leading to the quality provision of healthcare services through my leadership. William Gibson asses that we have no future because our present is too volatile. We have risk management.

The spinning of the given moment’s scenarios (Henthorne, 2011). From this, we can deduce our future is determined by how to see and handle things in our current times, thus to be an effective leader, I will have to make decisions considering the future outcome. Developing my futuristic behavior will entail going through the planned development strategy.

Development strategy

To develop and build a robust futuristic behavior, I will have to through three key steps to gauge myself from time to time to determine my progress towards building a solid futuristic behavior. The initial step will be preparing myself to work with being Futuristic; implying that preparing myself to support for my futuristic thinking, i.e., for every thought or decision that I have to make, should gauge it with a futuristic approach or mentality and from the approach the path that I should choose to take I should provide a logical explanation why It was the right one. From this, my ambitious visions of the future will be rooted in real possibilities.

The second step will be to lead to a futuristic; the company that surrounds you plays a more significant part in turning out. Having a company rooted in this behavior will force me to align my vision with futuristic thinking, thus tapping into the full potential of my futuristic talent as it will be a norm to use it around them. Additionally, the company will feel exhilarated by efforts towards building and achieving the visions, thus making it easy to harness our energy to propel the idea towards reality. Finally, the final step will be to live in a futuristic manner , which will involve me having to set out more time to think about the future, i.e., for every decision I have to make that has an impact on my leadership vision, I should take more time to gauge e the decision the possible impacts it may have on my future visions. Furthermore, the more time I spend pegging my decisions with the future, the more vivid and robust I nurture the behavior, i.e., through practice, perfection is achieved as seen through the works of Jack(1997).

Maximizer

Maximizer as a behavior can be deduced as the ability to take a situation or something that is considered below average (Asplundet al., 2007). Taking it above average or to higher levels requires a substantial amount of effort. Still, it is thrilling and satisfying to bring out the change in situations deemed to be unworthy of investing in it in the long run. In line with my vision of providing quality healthcare and service to the community and patients, plus quality leadership to my fellow workmates, it requires a maximizer mentality to improve the poor healthcare services to standard healthcare services.

Development strategy

Like the futuristic development strategy, the maximizer also has three similar vital steps, the difference being the approach and style of implementation. The first step is working with maximizer; through seeking roles requiring me to help people succeed or change their situations below average to better levels. Through the coaching, managing, and mentoring their positions, my focus on maximization strengths will improve, thus turning around situations and people’s characters. The second step will be leading with maximizer, devising ways to measure my performance and others’ performance. This will help spot areas that can be easily improved or prioritize during the improvement process, boosting my tactical mentality during maximization.

Assessment of progress

To determine the progress, an evaluation will be made every four weeks. The determinant factors that will gauge progress will be how many situations deemed below average did I manage to turn around.

Conclusion

It can be deduced that the two behaviors are a vital part of the vision for better leadership and to achieve my foreseen leadership philosophy. The development plan’s analysis and compression can be effective in developing the skills only if I stick to them.

References

American Nurses Association. (n.d.). Diversity Awareness. Retrieved from

https://www.nursingworld.org/practice-policy/workforce/clinical-practice -material/diversity-awareness/

Asplund, J., Lopez, S. J., Hodges, T., & Harter, J. (2007). The Clifton StrengthsFinder 2.0 technical report: Development and validation. Princeton (NJ): Gallup Inc.

Dyess SL, Prestia AS, & Smith MC. (2015). Support for Caring and Resiliency Among Successful Nurse Leaders. Nursing Administration Quarterly, 39(2):104–116. doi: 10.1097/NAQ.0000000000000101.

Henthorne, T. (2011). William Gibson: A Literary Companion (Vol. 12). McFarland.

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. doi: 10.12806/V18/I3/A2

Walshe, M. (1993). Teachings of a Buddhist Monk. AjhanSumedho. Edited by Diana St Ruth. Foreword by Jack Kornfield. (Buddhist Publication Group) Sharpham North 1990. 109 pp., illustrated. £ 4.99. Buddhist Studies Review, 10(1), 120-121.

1

Leadership Philosophy: Nursing

Pamella Brown

Masters in Nursing, Walden University

NURSING 6053
, Section

01, Interprofessional Organizational and System Leadership

Sandra Siedlecki

April 11, 2021