Executive Of Keiser University Financial Aid Office

We have spent 30 minutes of discussion and everyone adhered to his opinion. I then decided to change my preference from Suzanne to Kristin. I realized that Kristin has better leadership skills, and she might adapt quickly to the position because she worked for a peer company as a VP of Finance and has international exposure. In addition, she might bring a fresh outlook into the company. They both have superior qualifications and the differences between them are minor. Then, the group members made their decision based on the majority and selected

Leaders, to be a successful communicator, must acquire the skills and tasks of an active listener. My position as a charge nurse has allowed me to learn the art of communication of which I find to be crucial especially when dealing with volatile situations that occur in the workplace between the staff, patients, and their loved one. One particular case I can recall involved a family member who disagreed with the staff handling of their loved one whom they requested another nurse. This was one of my busiest nights, and I had to intervene and resolved the issue before it escalated to another level. The family requested to speak to someone in administration and as a charge nurse, I was able to intervene and solved the issue before

The most common styles she employs are democratic leadership, laissez-faire leadership, and shared leadership. Her position as a liaison between upper management and the nurse leads contributes to her need to regularly switch from a position of leader to follower and back again, keeping her not only extremely busy, but out of the office for most of the day. To lead her team, she must change tactics all day long, from one task to another. The leadership styles democratic leadership, laissez-faire leadership, and shared leadership all have one thing in common, these styles allow for the nurse manager to permit her team of nurse leads, the power to lead themselves. The nurse manager is capable of putting large amounts of responsibility in their subordinate’s hands, knowing that they are skilled and qualified to make decisions without interference (Giddens, J., 2013, p.376). These styles tend to work effectively for the Surgical Services Nurse Manager because her team of nurse leads are experienced and capable of performing their jobs with little to no feedback. While each of these three leadership styles: democratic leadership, laissez-faire leadership, and shared leadership, share some similarities, they are all slightly different, with some being more effective than others. Of the leadership styles she engages in, her use of shared leadership is most effective, while her use of the laissez-faire

In this paper I will be answering specific questions about a critical thinking exercise located in the assigned text book. The questions that will be answered include: discussing the problem of the scenario, who the problem belongs to, the actions nurse Witte should take and the mode of communication she should use. Then I will discuss how she can provide a clear message, and to whom the message should be send to first, as well as, all the people that should informed. Lastly, I will explain the type of leadership and management strategies that would be best utilized.

The senior director of Ottawa Valley Food Products, R.J. Jennings, is having issues with his replacement administrative assistant. His former assistant was very outgoing and willing to work long hours in order to please her boss and to get the work done in a timely manner. When she took an early retirement, the company hired a replacement assistant for Mr. Jennings. Over her time with the company the new assistant, Mary Gregory, was at times incapable of the workload she had been given, which her predecessor had no trouble with. Not only was Mary incompetent at times, she also seemed to have no sense of proper business etiquette.

The boss must be careful and narrow down the areas in which improvement is needed and explain why the improvements are needed. When utilizing this method, Sutton suggested that they (bosses) consciously break out of the power bubble by asking for direct input and feedback (as cited in Flora, 2010, p.50). By doing this, nurses are allowed to hold a functioning role in the development of policies. Bass (1985), found that “the transformational leadership factors were more highly correlated with perceived group effectiveness and job satisfaction, and contributed more to individual performance and motivation, than transactional leaders” (as cited in Frankel, 2008, p.23). This type of leader is often found empowering their employees and giving them a sense self worth within the company. Steers (1977) found “commitment improves work performance and reduces absenteeism and turnover which are costly to organizations (as cited in Loke, 2001).

In healthcare it is very important to have strong leaders, especially in the nursing profession. A nurse leader typically uses several styles of leadership depending on the situation presented; this is known as situational leadership. It is important that the professional nurse choose the right style of leadership for any given situation to ensure their employees are performing at their highest potential. Depending on which leadership style a nurse leader uses, it can affect staff retention and the morale of the employees as well as nurse job satisfaction (Azaare & Gross, 2011.) “Nursing leaders have the responsibility to create and maintain a work environment which not only promotes positive patient outcomes but also

boundaries to keep within. From the case study readings it appears the previous manager let her

A transformational leadership style along with good communication skills can be used to manage the multiples issues Hartland Memorial faces. “Transformational leadership involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders, and reward learners” (Hellriegal & Slocum, 2009, p. 301). Elizabeth and her associates should have the necessary qualities of a transformational leader; integrity, accountability, and motivation, so the staff can identify with them. The nurse manager could give nurses opportunities to demonstrate and experience leadership in their profession on a regular basis. Effective leadership is critical in delivering high quality care; equally

An effective leader can create a working environment that satisfactorily supports the staff members so he or she can productively perform in his or hers’ assignments. The top three characteristics of an effective leader are the ability to communicate well, fairness to everyone on the team and are knowledgeable in his or hers’ field of practice. An effective leader must be able to communicate well with others to maintain and promote open communication among the team. When leaders deal with employee conflict, an effective leader is fair. These leaders motivate their nursing staff to work toward a greater good in creating a positive change (Dunham & Klafehn, 1990). An effective leader should be knowledgeable about his or her leadership role as well as those he or she is supervising.

“You have one job,” rings in my ears as I leave the hiring office of LOCOLA Credit Union Bank after accepting their job offer of District Manager over ten branches. In the coming days, I work on this paper to identify, analyze, and explore the leadership and communication issues within the district and among the supervisors and employees. Within this analysis, I will also devise strategies to overcome these problems; and create an environment that seeks to develop leaders, support diversity, and encourage open communication based on effective team relations.

Addressing the decision-making characteristics within the leadership team was described as the greatest challenge for the CNO during this transition phase. This was primarily due to the lack of follow-up by the “avoiders” and lack of action by the “accommodators”. Because of this, restructuring occurred to better align the strengths of the leaders with the needs of the staff. Action and follow-up are impossible without two other essential

If I were the new director of an art gallery in New York City, I would utilize a mixture of transformational leadership and situational leadership styles. Transformational leadership is "based on mutually beneficial relationships between leaders and followers whereby the leader is seeking to promote growth and real charge" (Shriberg & Shriberg, 2011, p. 78). Since the twenty employees have opinions of the former leader and how the gallery should be run and the stockholders also have input about what art to display and events to hold, the past managerial style did not sufficiently unify all stakeholders in the business. Utilizing the transformational style of leadership, I would strive to get everyone invested in a shared vision of what the gallery could be. I would listen to everyone 's input because ideas can come from unlikely places and everyone needs to feel that they are a valued part of the whole company. Studies conducted on transformational leadership show organizations led by transformational leaders perform at higher levels and have a higher satisfaction rating, by workers, than organizations led by other types of leaders (Riggio, 2009, March 24). There are four aspects of transformational leadership. They provide intellectual stimulation by encouraging employees to think outside of the box. They give individualized consideration by acknowledging each employee as an individual. They offer inspirational motivation to help employees have a passion for the shared

Secondly, in contrast, I once obtained a preceptor who created the feeling of incompetence and left me feeling unwelcome. This occurred during a rotation at a hospital. This preceptors’ leadership skills were unsuccessful and ruled by autocratic command. When communication happened, it was one way. This created an unfriendly work environment and unpleasant partnership.

In the “New Vice President” case study, Mid-West University faced a hiring freeze and leadership dilemmas. With the change in executive positions, Jennifer Treeholm, Associate Vice President for Academic Affairs, acquired the new vice president role. At first glance, she was the perfect candidate. Jennifer dedicated her career to improve the overall culture and mission, and she was familiar with the vice president’s duties. Although Jennifer was highly qualified, her previous relations with the staff rendered her ability to lead and make decisions effectively. As a result the college faced stagnant progress from delayed solutions and preventative measures. Thus, the staff began to doubt her abilities as a leader, which caused the previous employee structure to weaken.