Creating A Personal Model Of Leadershipuse The Information Below For A ✓ Solved

Creating a Personal Model of Leadership Use the information below for assistance in creating your personal model of leadership. What is a personal model of leadership? Leadership is an important dimension of personal growth and development. Developing leadership qualities is a complex process that involves much more than simply selecting an appealing leadership model or participating in leadership training. Creating a satisfying personal model of leadership, which reflects one’s values and beliefs and impacts how one affects organizations, communities, and society, is a lifelong process.

What approach should I take to complete my personal leadership model? Building a personal leadership model can be approached from both a systematic and holistic perspective. It also requires creativity, passion, and a framework that leaders can use as they explore various models of leadership over their lifetimes. The process of creating a personal model involves continuously exploring and analyzing various leadership models. You will find certain elements of these models appealing and might choose to integrate them into your own model.

Others you will not want to include. It is important to weigh the elements against your own system of values and beliefs and select the ones that will most enrich your own model and the lives of those whom you lead. What do I use to develop my personal model of leadership? As you explore various leadership models, utilize the table provided below to breakdown, select, and record their appealing elements. You will complete the table as you move through the process of developing your leadership model throughout the course.

This table will serve as a starting point or outline as you think through your personal model of leadership and write your paper. How do I develop my personal model of leadership? Creating a leadership model involves the following: 1. Select the basic values that will provide the foundation and identify the leadership behaviors that will result from those values. As you select values for your own model, link each one you choose to one of these following four perspectives: a.

Values that guide you from an individual or “I†perspective. b. Values that guide you from an interpersonal perspective. c. Values that guide you from an organizational perspective. d. Values that guide you from a societal perspective. 2.

Identify a clear approach for creating a sense of meaning and purpose, including contributing to society. You will consider why the values you selected are meaningful and how you can utilize them to contribute to the greater good. Also, identify the impact of one’s contributions to self, others, organizations, and society. You will consider how the behaviors that result from your foundation of values impact the world around you in a positive and meaningful way. Is there an example that I may follow to craft my leadership model?

Below are definitions and an example you can follow as you use the provided table to think through and develop your own personal model of leadership. Definitions Values and beliefs: A value or belief describes something that is important to you. It fits into the sentence: “I value….†Examples include integrity, respect, trust, high performance, making an impact, and a clean environment. Behaviors and action: A behavior describes the visible actions that demonstrate (or are based on) a value. For example, if you believe in “trust†as a value, then the behavior may be, “I always keep private information shared with me in confidence to myself.†Clear approach for creating meaning and purpose: This is the sense of meaning or purpose that you focus on based on your values.

So, if you value protecting the environment, you might outline your approach for contributing to an organization that protects wildlife. Impact: Impact is attaining positive results or improvements in your area of focus. So, if you are working in a wildlife organization, it could be saving the lives of wildlife or protecting a particular ecosystem. Example Table Personal Model of Leadership Values Level Behaviors and Actions Meaning and Purpose Impact Integrity Individual I follow through with my commitments. I want to be recognized for my integrity.

I feel good about my actions and behaviors. Respect Interpersonal I listen to others with the intent to understand their meaning and feelings. People on my team treat each other with respect. I have a high-performing team that meets or exceeds goals. High Performance Organizational I encourage my team to regularly meet or exceed its goals.

I define measurable results in a balanced scorecard. My team measurably impacts the organization’s business results. Protecting the Environment Societal I am an active member in an environmental group/organization. I improve the lives of wild animals in Arizona by volunteering monthly in an environmental group. Our group saves animals’ lives and preserves ecosystems.

Blank Table Below is a blank table for your use. Copy and paste it into your own document and begin completing it as you start examining a variety of leadership models. Add to it as you are exposed to more leadership qualities that appeal to you. Utilize your completed table as a resource to draft your own personal leadership model. You do not need to submit this chart with your assignments.

Personal Model of Leadership Values Level Behaviors and Actions Meaning and Purpose Impact Value 1 Value 2 Value 3 Value 4 © 2021. Grand Canyon University. All Rights Reserved. 2 Leadership and Systems-Based Professional Nursing Practice Chapter Healthcare Delivery System Population shifts Cultural diversity Patterns of diseases Advances in technology Economic changes Complexity 2 Nursing Leadership Competencies in a Complex Healthcare System (1 of 2) Ability to assess and understand the system Ability to translate and communicate within the organization Ability to problem solve Ability to accept ambiguity Nursing Leadership Competencies in a Complex Healthcare System (2 of 2) Ability to deal with conflict and tension that accompanies a continuously evolving system Ability to recognize and engage the creativity and potential of individuals within the organization in decision making Forces of Magnetism Quality of nursing leadership Organizational structure Management style Personnel policies and programs Professional models of care Quality of care Quality improvement Consultation and resources Autonomy Community and healthcare organization Nurses as teachers Image of nursing Interdisciplinary relationships Professional development Five Components of the Magnet Model (1 of 2) Transformational leadership that directs people to where they need to be to meet the demands of the future Structural empowerment that provides a variety of structures and programs that develop, direct, and empower the staff to accomplish the organizational goals and achieve desired outcomes Exemplary professional practice Five Components of the Magnet Model (2 of 2) New knowledge, innovation, and improvements with recognition of the ethical and professional responsibility that Magnet organizations have to contribute to patient care, the organization, and the profession Empirical quality results by demonstrating solutions to healthcare problems through innovative structures and processes Four Elements Central to Care Delivery Systems Nurse/patient relationship and decision making Work allocation and/or patient assignments Communication between members of the healthcare team Management of unit or environment of care Models of Care Nursing models of patient care: Team nursing Total patient care Primary nursing Case management 9 Roles of the Professional Nurse Leader Caregiver Advocate Manager 10

Paper for above instructions

Creating A Personal Model Of Leadership
Introduction
Leadership is a multifaceted and deeply personal journey that extends beyond established theories and practices. A personal model of leadership combines one's beliefs, values, behaviors, and aspirations, paving the way for meaningful influence within organizations and society. By integrating elements from various leadership styles and reflecting on personal experiences, one can formulate a model that embodies individuality while also resonating with broader societal goals.
Defining a Personal Leadership Model
A personal leadership model is an individual's framework that encapsulates their values and philosophies, outlining how they intend to lead within their environment. It incorporates a consistent self-reflection strategy, whereby leaders assess their values and how they align with their actions and the impact of those actions within their communities (Northouse, 2021). This inherent understanding of one’s personal leadership style is essential, as it enables leaders to navigate complex situations while remaining true to their values and beliefs.
Approach to Developing a Personal Leadership Model
Creating a personal leadership model involves a systematic yet holistic perspective. It requires a thoughtful examination of various influential leadership theories, including transformational, servant, and adaptive leadership. Here, we outline the steps and considerations involved in developing a personalized model:
1. Selection of Core Values: The foundation of any leadership model rests on a set of core values that guide decision-making and actions (Kouzes & Posner, 2018). The first step in developing a personal model is identifying these values from four different perspectives:
- Individual perspective: Values that reflect personal beliefs. E.g., integrity, accountability.
- Interpersonal perspective: Values governing relationships with others. E.g., respect, collaboration.
- Organizational perspective: Values salient to the work environment. E.g., excellence, innovation.
- Societal perspective: Values about community and global responsibility. E.g., sustainability, social justice.
2. Identification of Behaviors and Actions: Once values are identified, it's crucial to determine the behaviors and actions that exemplify these values. Each value should translate into observable behaviors that guide interactions with others and personal commitments.
3. Creating Meaning and Purpose: Understanding how to incorporate the identified values into meaningful contributions is essential. Leaders should consider how their values can provide a sense of purpose in both their professional and personal lives. For instance, a leader valuing community engagement may partake in volunteer opportunities or advocacy groups that align with that belief (Schein, 2010).
4. Understanding Impact: Lastly, one should analyze how their values and related behaviors create an impact on individuals, teams, organizations, and communities at large. Assessing this impact ensures the model remains relevant and transformative.
Example of a Personal Model of Leadership
The following table demonstrates a hypothetical personal leadership model using the framework previously articulated.
| Values | Level | Behaviors and Actions | Meaning and Purpose | Impact |
|---------------------------|---------------|-----------------------------------------------------------------------------------------|-------------------------------------------------------------------------|----------------------------------------------------------------------|
| Integrity | Individual | I am honest in all communications, take responsibility for my actions, and lead by example. | I strive to inspire others to build trust within our team. | Team members cultivate accountability, resulting in improved morale. |
| Respect | Interpersonal | I actively listen to others, valuing diverse perspectives during discussions. | I aim to create a collaborative environment where everyone feels valued. | Enhanced collaboration and a sense of belonging among team members. |
| High Performance | Organizational | I set clear goals and provide constructive feedback, celebrating successes as a team. | I want to motivate my team to continuously improve and maximize potential. | Increased productivity and achievement of organizational objectives. |
| Sustainability | Societal | I support initiatives that promote environmental responsibility and ethical practices. | I engage in practices that benefit future generations and the environment. | Positive contributions to community welfare and environmental health. |
Exploring Various Leadership Models
Developing a personal leadership model also involves continuous exploration of established leadership frameworks. For instance:
- Transformational Leadership: This model encourages leaders to inspire and motivate their teams toward a common vision (Bass & Riggio, 2006). Integrating this characteristic fosters an environment of shared responsibility and commitment.
- Servant Leadership: Listening to team members, focusing on their needs, and prioritizing their development are key attributes of servant leadership (Greenleaf, 1977). By incorporating aspects of this model, a leader can build strong relationships based on trust and support.
- Adaptive Leadership: Emphasizing the ability to navigate change and uncertainty, adaptive leadership facilitates necessary adjustments in leadership strategies based on evolving environments (Heifetz et al., 2009). This model helps leaders remain resilient amidst an ever-changing landscape.
Final Thoughts
Establishing a personal model of leadership is an ongoing journey that reflects individual values and influences. By assessing core beliefs, analyzing desired behaviors, and determining societal impact, leaders can cultivate a style that not only enhances their personal growth but also benefits their communities and organizations. As these values and actions resonate through interactions with others and shape leadership roles, they become pivotal in addressing complex challenges within society.
The development of a personal model of leadership ultimately fosters a thoughtful approach to leading others, mirroring a commitment to integrity, respect, high performance, and a sustainable future.
References
1. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. 2nd ed. Mahwah, NJ: Lawrence Erlbaum Associates.
2. Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Mahwah, NJ: Paulist Press.
3. Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Boston, MA: Harvard Business Press.
4. Kouzes, J. M., & Posner, B. Z. (2018). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. 6th ed. Hoboken, NJ: Wiley.
5. Northouse, P. G. (2021). Leadership: Theory and Practice. 8th ed. Thousand Oaks, CA: SAGE Publications.
6. Schein, E. H. (2010). Organizational Culture and Leadership. 4th ed. San Francisco, CA: Jossey-Bass.
7. Boyatzis, R. E., & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion. Boston, MA: Harvard Business School Press.
8. Quinn, R. E., & Faerman, S. R. (2015). Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. Cambridge, MA: Wiley.
9. Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. 1st ed. New York: Free Press.
10. Tannenbaum, R., Weschler, I. R., & Massarik, F. (2021). Leadership Theory and Administrative Behavior: The Problem of Authority. New York: Wiley.