SU_NSG4029_W1_Project_Rodriguez_L

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Feb 20, 2024

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1 SU_NSG4029_W1_Project_Rodriguez_L South University Prof. Lanette Anderson, MSN, JD, RN February/ 16/2024

2 To ascertain my leadership approach, I conducted a self-evaluation. According to the assess- ment's findings, my primary leadership approach is participative. Indicating that I like to collabo- rate with others when making decisions. Before making a choice, I also like to hear and consider other people's opinions. Although this may occasionally cause decisions to take longer, it typi- cally increases team member buy-in since they feel that their opinions have been heard and con- sidered. My participative leadership style enables me to consider other people's viewpoints before coming to a conclusion. Because all opinions are being heard and taken into consideration, this may re- sult in better decision-making. This leadership style's ability to increase team member buy-in since it makes them feel like their thoughts are respected is another asset. This leadership style's drawback is that it occasionally causes decisions to take longer. Implies that further conversation is frequently needed to establish an agreement. Another area for improvement is that certain team members might feel uncomfortable participating in decision-making to this extent or that their ideas need to be given more weight. Democratic leadership is one notion that connects to my appraisal of my leadership style. This idea places a strong emphasis on the value of including group members in the process of making decisions. It also acknowledges that many individuals possess unique abilities and expertise that can enhance the performance of a group or institution. This theory fits with my beliefs, as it is es- sential to include people in decision-making and recognize the knowledge and experience they bring. Ensuring that all group members feel that their perspectives are valued and that their voices are heard, democratic leadership theory emphasizes the importance of including all group members in the decision-making process. For the team to gain from a range of viewpoints, this

3 kind of leader also understands how critical it is to utilize the various skill sets and knowledge bases that each group member possesses. This notion aligns nicely with my leadership style be- cause I also think that people should be valued for their talents and knowledge sets and included in decision-making processes. The QSEN concept of teamwork and collaboration resonates strongly with my leadership style. This idea emphasizes the importance of working together to improve patient outcomes because team members who can work well together and more readily share ideas and information will provide better patient care. Providing patients with high-quality care requires a collaborative ef- fort. Team members can communicate ideas and information more readily and quickly when col- laborating well, which can improve patient care. In the healthcare industry, this kind of commu- nication is particularly crucial as it can aid in error prevention and guarantee that patients receive optimal care. Although they are different ideas, management and leadership are connected. Whereas manage- ment concentrates on planning and carrying out tasks, leadership concentrates on inspiring and creating vision. A leader must be able to motivate others to follow them and establish the course for their group or company. To accomplish goals, they must also be able to inspire and organize people. Conversely, managers must take the vision that leaders have established and make it a re- ality by creating plans and seeing that they are carried out successfully. Although they have di- verse business roles, managers and leaders play significant roles. The main goals of a leader are to inspire others to follow them and create an example for their group or organization. To accom- plish their goals, they must also inspire and organize others. On the other hand, managers must create plans and see that those plans are carried out successfully to take the vision that leaders

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4 have set forth. Although they have diverse business roles, managers and leaders play significant roles. Both managers and leaders must master time management as it helps them set priorities and make the most of their time. Proper time management increases performance and productivity, decreases or eliminates stress, and helps achieve goals. Developing time management skills im- proves our ability to focus attention. And greater efficiency comes from greater concentration. We can complete household tasks more quickly and maximize the effectiveness of the workday by practicing time management. Time management is crucial in my job because we often have strict deadlines to meet to complete our tasks. Time management strategies help us focus on the most crucial tasks to meet deadlines without compromising accuracy or quality. Developing time management skills improves our ability to focus attention. And greater efficiency comes from greater concentration. We can complete household tasks more quickly and maximize the effec- tiveness of the workday by practicing time management. Some popular strategies include orga- nizing and prioritizing the most critical tasks at work, planning the next day, assigning tasks to others, taking breaks at predetermined times, and more. Whenever adjustments are made in my line of business, sometimes there is tension and conflict because everything depends on the cir- cumstances, environment, and situation. Leaders are early adopters of change, so they can use one of their leadership responsibilities (for example, providing an environment that encourages creativity, flexibility, and information sharing) to help employees who have difficulties accepting change. Among the theories applied in my work are relational or transformational theories, which focus on the interaction between a leader and a group. In it, managers help and motivate staff to fulfill the most crucial responsibilities. They put all their attention into performing to the best of their ability. Never ignoring the moral and ethical standards of the organization.

5 References Church, A. H., Guidry, B. W., Dickey, J. A., & Scrivani, J. A. (2021). Is there potential in assessing for high-potential? Evaluating the relationships between performance ratings, leadership assessment data, designated high-potential status, and promotion outcomes in

6 a global organization. The Leadership Quarterly, 32 (5), 101516. Komarek, R. L. D. (2020). Exploration and assessment of leadership development in engineering students (Doctoral dissertation, the University of Colorado at Boulder). Murray, E. (2021). Nursing Leadership and Management for Patient Safety and Quality Care (2nd ed.) . F.A. Davis. ISBN: 9781719641791 Smedick, B., & Rice, E. (2018). An overview of leadership competencies and assessment considerations. New Directions for Student Leadership, 2018 (157), 55-70

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