Appropriate Leadership Model Analysis

The first day of the 2017-2018 school year, August 27th has arrived. The students are back! This week’s emphasis is on establishing clear expectations while enforcing rules and procedures to set the foundation for a strong school year.

I have held many leadership roles throughout my nursing career: Certified Nursing Assistant Team Leader, Nursing Supervisor, Unit Manager, Assistant Director of Nursing, and most recently I was promoted to the position of Director of Nursing. It has been quite a rewarding journey and I attribute my success as a leader to my ability to uphold a representation of a positive role model. I believe that good leadership comes from the heart. When a leader considers the hearts of others or empathizes with them; the leader is able to effectively sway people to action. Thus, I tend to inspire my team and myself to work together in solving problems or completing a work. I communicate effectively my goal to my team; with the awareness that my success

As I reflect back on my Air Force career, especially my current duty position as the Section Chief of the Small Air Terminal at Hill Air Force Base. I realized that I am a Management by Exception-Active (MBE-A) this came to me after I reviewed my Electronic Self-Assessment of Leadership behavior. At my current assignment I keep my subordinates and processes in control and I enforce all the Air Force standards as well as local policies in my organization. When it comes to the mission I avoid unnecessary risks and always ensure the mission is complete. My goal for the next three to five years is to improve my leadership effectiveness and become a transformational leader using the five most valuable concepts I learned in Course 15. These concepts are avoiding conflict, cognitive flexibility, communication, subordinate-centered communication and mediation.

The next individual who was identified as a leader was George Voskovec (Juror 11), the watchmaker. He displayed the characteristic of determination, forward-looking, emotional stability, and passion. He asked specific question he wanted answered and was driven to figure out the proper verdict, instead of settling for what everyone else said. He looked past the surface and dug deeper, looking for other outcomes and possibilities others were missing. Furthermore, he maintained his emotions through adverse situations when other jurors sarcastically poked at him about his manners, did not sink to their level and have an emotional response (Lumet, 1957). Moreover, after individuals began to switch votes because they wanted it to end sooner, he intensely

In all honesty each of the theories in our reading carry some sort of relevance and irreloevance, not to mention that everyone one of them are interesting theories. Above all things there will always be a prejudice depending on one's frame of reference and the context of a situation, but from a general point of view these are the theories I find to be most agreeable with, most disagreeable with, and most interesting. Before I follow on though I must mention that the theory I find most agreeable with would be my most interesting one too as my interest would lean to that of something I would intend on implementing the most from a leadership point of view, but for the sake

The US Army has a Leadership Requirements Model to describe the make-up of an Army leader. It defines the attributes a leader should possess and the competencies the individual should perform. All of the model’s attributes and competencies holistically contribute to the leader’s success. It is important for me to master these concepts and improve upon the areas I am weak in. A sub-element of the “Achieves” competency - giving feedback - is a weakness of mine. I will improve my ability to give feedback during my study at the Command and General Staff Officer’s Course (CGSOC) this year because it increases my effectiveness as a leader, develops others, and contributes to the success of strategic Army objectives.

Week one into this course has been a defining moment in my life. It sets the stage into life as a more consciously self-aware and emotionally intelligent being, and the awareness of others as equally emotional beings whether or not these others are self-aware or not. In it, the MBTI were taught to which I as at then, tentatively identify my preference as one that is inclined to Introversion, iNtuition, Feeling and Perceiving – (INFP).

The Full Range Leadership (FRL) model is probably the most researched and validated leadership models in use worldwide today (Kirkbride, 2006 p. 23). The transformational styles described are strongly connected to success in leaders. This model produces a mix of 360-degree feedback, workshops and one-on-one coaching sessions. Kirkbride (2006) goes on to say the development of transformational leaders have led to intellectual stimulations, inspiring motivation and idealized influence.

be a positive with the situational leadership style, but often times it is not intentional

Presently as per Jim Collins 5 levels of – Good to Great Leadership Model', Indra Nooyi falls under level 3 & 4. That is, she is an equipped chief and also a successful pioneer.

When combined with authentic leadership, critical theory allows me to examine organizations from a variety of perspectives while challenging inequities in policy or practice through an action-oriented approach. The primary strength of authentic leadership is that it is multi-faceted. Authentic leaders are proactive, adapting their style to fit the situation. Authentic leaders are also strategic and are said to lead with their heart and their head. For example, they can move fluidly from empathetic and motivational to visionary and goal centered, and balance the needs of followers with the goals of the organization all while remaining true to themselves. (Northouse, 2016; Walumbwa et al., 2008; Gardiner, 2011). I am also fully aware that my lens as a

Currently, in my workplace, we are in search of a new manager for our department. Our previous manager was in the position for six months until he started experiencing health related issues that caused him to have a heart attack. Since the incident, he has been recovering great and had decided to step down from the position. He was offered and accepted a non-management position that would reduce the stress that he was encountering during time he was our manager. Even though he may have had the skills needed to perform the job, he lacked in the area of adaptability. In the process of selecting the new candidates to fill the position, particular competencies need to be stressed and enforced in order to hire the best candidate that will emphasize the behaviors and skills needed by the department directors. Competency models describe the behaviors and skills managers need to exhibit if an organization is to be successful (Hughes, 2015). Below is my example of a leadership competency model for the leadership position currently open in my workplace.

Ethical Leadership in the workplace has a tremendous impact and influence on people who are following the leader. Therefore, ethical leadership is the ability, to consistently examine oneself in terms of values, behaviors, and conduct in leading people, within an organization. It is important to note, that ethical leadership has the ability to influence other people, attitudes and a leader also has the ability, to transform people, in unique ways, by setting standards and leading by examples in their own positive ethical and moral conduct. In both the old and new testaments for those who identify themselves as God’s people are called to be like God in character and moral practice…God’s people are to

The stresses that we as leaders encounter daily tend to become a problem across all organizations and the leaders of today find themselves facing many challenges such as coaxing people at all levels. For anyone that has led, you know the main part of leadership does not begin at the top, it stems from the middle level leaders. In the book “The360-degree Leader”, authored by John C. Maxwell, he outlines philosophies a leader can implement in an effort to increase significance and empower on all levels of the organization. A leader that follows the 360 model, leading up, leading across, and leading down should be able to apply its principles, in order to be successful. From my experiences, I feel that most supervisors have a feeling that because they are not as high on the management ladder, they are not in a spot to influence their manager, peers, and employees. Following the model allows leaders to use the three different philosophies described by Maxwell, to more effective and efficiently influence others and become an all-around 360-degree leader (Maxwell, 2005).

Fatimah is a 30-year-old woman who owns and manages her own fashion brand label and design company. She started her business 2005. In addition to managing her business, Fatimah is the mother of three adorable kids, ages 5, 7, and 9. In her fashion company, she heads a team of 26 employees ranging from tailors, salesperson, drivers, and secretaries. Fatimah supervises operations, coordinates her staff, and displays good leadership and communication skills. She also interacts regularly with clients and suppliers.