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0 PERSONAL LEADERSHIP PORTRAIT Personal Leadership Portrait Latisha Fowler Capella University Collaboration, Communication, and Case Analysis Personal Leadership Portrait September 29, 2019

PERSONAL LEADERSHIP PORTRAITS 1 Abstract The following paper is an analysis of my personal leadership styles and how they directly correlate to my leadership theory. Included is an analysis of my leadership analysis which includes my strengths and weaknesses, the assessment assisted me with knowing what areas I needed improve currently as a health care administrator and furthering my career in the health care industry. I want to be able to improve in the areas that I am weak or that are non-existent me as I now see the importance of all the characteristics listed. I want to continue being an effective communicator and listener as those two things are the building blocks of establishing trust and respect amongst your peers.

PERSONAL LEADERSHIP PORTRAITS 2 Personal Leadership Portrait Change is constant so organizations are constantly looking for new leaders to fit the vision and direction of the change. Leadership which is the action of leading a group or people or organization, being in the position as a leader. There are many different styles of leadership many that seem similar but also have some slightly different characteristics and in leadership it is almost necessary to be diverse and adaptable to the changing needs of any organization. I believe effective leaders are sort of like chameleons they can adapt to their environments or situations. The most effective leader seek to make a difference in the lives of others (Keith, 2008;Lynch & Friedman, 2013) Analysis of Leadership Strengths and Weaknesses In the assessment there were several categories that best suite my leadership style, they were contingency, charismatic, transformational, servant , trait and transactional. Contingency is the trait in which it is task motivated but varies based on the situation, charismatic is the trait which is self-confident a role model who is influential, transformational trait motivates and inspires however they are an enabler, the servant trait helps followers achieve their goals they are nurturers and listeners and base decisions on morals, trait is a genetic characteristic which is based on strong values, intelligence and effectiveness and transactional believe in rewards and discipline they perform based on the exchange for something they display an authoritarian demeanor natural negotiator and very influential. Being influential is very powerful, because the level of influence you have on others is directly proportionate to the level of trust, they have in you, so it is imperative to gain one’s trust.

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PERSONAL LEADERSHIP PORTRAITS 3 Personal Leadership Characteristics and Change Management The characteristic of leadership theory which best aligns with my thoughts of what leadership means would be contingency or situational leadership. Both leadership styles I consider to be my strength they are quite similar however they differ, contingency leadership style is based on the surrounding environment and situational leadership can adjust his or her style to fit the situation they are trying to influence both are so similar that they are always confused t he differences between contingency and situational leadership is situational leadership theory believe that the leader should adapt his style to the situation at hand whereas contingency leadership theory style match the right situation. As a healthcare administrator you never repeat the same day, routine may be the same, but situations are constantly changing and sometimes several times within the hour. In these circumstances I must constantly change my leadership theory depending on the situation at hand in order to make the most effective decisions. The biggest obstacle in most health care organizations outside of ethical and effective leadership is the lack of communication, it is very common to hear different departments, staff and even patients stating that they were unaware, or message was not conveyed correctly. In those cases, as the leader I must adjust to the situation and put myself in the mindset of the one communicating as well as the one its being communicated to and this then helps me communicate effectively as well as listen effectively. I would like to develop the ability to be more of a servant leader, I lack the display of empathy. I am a great listener and an extraordinary communicator, however in my position in my organization I am the only African American female administrator I do sometimes feel that showing any form of emotions when

PERSONAL LEADERSHIP PORTRAITS 4 dealing with an all-male board of doctors that is a sign of weakness. Most of the meetings or conferences I conduct is usually of serious matters, so I am usually in a very stern position but when dealing with patients I do forget how to transition and show a little more warmness. Personal Leadership Characteristics and Interprofessional Relationships Contingency leadership was developed by Fieldler and is the theory that states a leader’s effectiveness is contingent upon how his or her leadership style matches the situation. Contingency theory believes relationship is built between the leader and coworker and it will then determine whether the leader is relationship- oriented or task oriented, the effectiveness of the leader is measured upon the person’s leadership style and what’s the favorable situation. Situational leadership was developed by Hersey and Blanchard and is the theory that states a leader should adapt his or her leadership style to match the situation. The relationship between the leader and coworker is not established, however the situation will determine if the leader is relationship oriented or task oriented. The effectiveness of the leader is based and dependent upon how they change their leadership style to the situation. My company already run under the contingency and situational terms, so being one of the leaders I am natural fit. Trust and confidence are crucial amongst the leader and its team in both leadership styles, leaders like to depend on strong relationships to ensure that their team has confidence in them, their vision and their direction. They like knowing that they are respected and their capability of being an effective leader is confirmed. Both leadership styles build that trust bond to ensure that the job gets completed efficiently and effectively we are borderline perfectionist.

PERSONAL LEADERSHIP PORTRAITS 5 The Ability to Implement Ethical Principles There are three basic categories that make up this both leadership theory which is positional power, relationships and task structure, relationship deals with daily interactions between the leaders and the teams, this leadership style will establish the authoritarian figure to display and express the clarity to whom have the power to reward, promote or punish individuals. Both theories also believe that the leaders a perfect for specific situations, personality does not be adjusted to the situation, but the situation should be adjusted to the personality and that they identify that most leaders are task oriented or relationship oriented. Handling Diversity and Inclusions Diversity and inclusion are imperative to any company, in healthcare we deal with a very diverse group, whether it is race, sex, ethnicity and religion. People want to feel like they matter, when a person is a part of an organization, they want to feel appreciated and relevant. Leaders need to have open forums where their staff can express their opinions and ideas, this gives them a sense of their part in decision making also it makes them feel relevant. Leaders must be effective listeners they must express compassion and empathy, but most importantly they must be educated and knowledgeable of the diversity within the organization as well as inclusion implementation and improvement. The Scholar- Practitioner Model in Health Care Leadership

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PERSONAL LEADERSHIP PORTRAITS 6 Research is important in understanding different ways to improve the way the organization operates. The scholarly practitioner model is based on research and experimental knowledge and sole purpose is to ensure the educating of new ideas and learning is effective and conceptual. One must be competent in order to obtain knowledge and effectively use the knowledge learned in order to improve situations or solve problems. Many have a fear of change and have a very hard time adapting to change, those individuals are not competent enough to understand that change is inevitable and is necessary especially in healthcare since technology is constantly advancing and changing. ). Conclusion Effective communication and effective listening are important no matter what leadership style you possess. Leaders must have great interpersonal skills as well as have common consideration and respect for their staff. Leaders must be knowledgeable in the code of ethics, must be adaptable and have strong problem-solving skills especially when dealing with diversity and inclusions. A great leader is competent, competency was defined as being “ professional qualified, capable, and able to understand and do certain things in an appropriate and effective manner,” which is inclusive of attitudes, knowledge, skills and behaviors (Rodolfa et al. , 2005, p. 348

PERSONAL LEADERSHIP PORTRAITS 7 References Dugan, J. P., Barnes, A. C., Turman, N. T., & Torrez, M. A. (2017). Leadership theory : Facilitator's guide . Retrieved from https://ebookcentral-proquest-com.library.capella.edu Tanno, J. (2017). Servant leadership: What makes it an effective leadership model (Order No. 10604029). Available from ProQuest Dissertations & Theses Global. (1936708382). Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview %2F1936708382%3Facco https://www.wisegeek.com/what-is-organizational-leadership-theory.htm Walls, E. (2019). THE VALUE OF SITUATIONAL LEADERSHIP: THE JOURNAL OF THE HEALTH VISITORS' ASSOCIATION. Community Practitioner, 92 (2), 31-33. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview %2F2187546684%3Faccoun Lynch, B. (2015). Partnering for performance in situational leadership: A person-centered leadership approach. International Practice Development Journal, 5 Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview %2F1793668971%3Faccou Rockinson-Szapkiw, A. (2018). The development and validation of the scholar–practitioner research development scale for students enrolled in professional doctoral programs. Journal of Applied Research in Higher Education, 10 (4), 478-492. doi:http://dx.doi.org.library.capella.edu/10.1108/JARHE-01-2018-0011 https://leaderonomics.com/leadership/leadership-is-influence

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