Paula F. Coe MSN, RN, NEA-BC



Leadership Style Reflection Paula F. CoeYork College of Pennsylvania Leadership Style Reflection PaperNursing leaders are in the position to be held accountable to achieve strategic planning objectives through meeting, outperforming or exceeding outcome metrics, that impact and demonstrate the value and contribution of nursing care. Deploying strategies to improve upon reflection will enable the nurses to become transformational leaders (TL) to not only impact themself, but also inspire individual and organizational growth (Horton-Duetsch & Sherwood, 2008). Reflection is about taking the time to learn from experiences, and can develop self-awareness, motivation, empathy, meaning and purpose essential to transformational leadership (Sherwood & Freshwater, 2005). The purpose of this paper is to describe personal leadership style and relate TL characteristics to identify opportunities and create strategies to be successful with personal and professional growth and development.Self-AwarenessAs a nurse leader responsibilities are dynamic involving a great deal of experiential learning and self-awareness (Horton-Deutsch & Sherwood, 2008). Nursing leaders who take the time to reflect find themselves aware of their connection with others, methods of communication that impact organizational success and goal fulfillment both privately and publicly (Marshall, 2011). This self-awareness fosters followership and idealized influence through a quality of authenticity, values, integrity and trust and induces staff to share a vision and work toward a common goal (Marshall, 2011). Charisma is related to the ability for one to inspire this vision, and leaders in nursing are clearly the ones who must set this strategic direction. Moving between introversion and extroversion, I have been successful in creating a vision for nursing professional practice and care delivery at York Hospital (YH). Journey to intellectual stimulationI have endeavored to learn from each leadership position I have worked in. Being informed and educated contributes to the other characteristic of TL, intellectual stimulation. Those moments, interactions, situations, relationships that went well, why did they go well? If I was offered positive feedback, what was I doing at the time to contribute to that? What was my leadership style in that moment and influenced the situation? Each professional development opportunity, offered me the ability to nurture independent growth and development. Most of my reflection occurs as a solo endeavor and aligns itself with the introverted way of focusing attention from my own ideas, emotions and impressions (Myers Briggs, 2005), especially where I contemplated what I as a nurse or leader could have contributed to a situation or interaction that would lead to improved outcomes. Key to meeting those outcomes, is a consistent display of TL behaviors and attributes such as vision, charisma, risk taking, motivating others, role model and mentor for the follower (Casida & Parker, 2011). Display of those TL attributes contributes to an increase in direct care nurse retention, job satisfaction, empowerment and a culture that embodies trust, collaboration, confidence, autonomy and organizational effectiveness (Lashinger & Finegan. 2005, Raup, 2008, Weston, 2009). Taking the Myers-Briggs Type Indicator ? assessment contributed to my awareness of who I am and preferences that influence my leadership style. However, the in class assessment and the written report offered two entirely different results with the feeling component the only preference congruent between the two, INFJ and ESFP, respectively. As I reviewed the results, I tried to envision why such a difference would have occurred, yet reminded myself that the tool identifies preferences and not abilities and skills (Myers Briggs Type Indicator, 2005).Individual considerationAs a TL, one must possess certain attributes that are imperative for nursing. Individual consideration looks beyond oneself to the mission of the organization and values the work of others (Marshall, 2011). Carroll (2005) described the following attributes that are imperative to nursing leaders; personal integrity, vision and action, team-building and communication skills, management and technical competencies, people skills and personal attributes such as self- direction, reliance, courage and candor. I have several qualities that are aligned with transformational leadership. I have been given feedback from several nurse leaders that I have the traits of TL such as asking why questions, seeking innovation, inspiring hope, optimism and resiliency. I was able to create a vision for York Hospitals (YH) Magnet Redesignation, through conceptual design of an electronic submission process that included practical tools, resources and documents which were useful to different groups of nurses and hospital leadership. Magnet influencesRobbins and Judge (2013) discuss the role that creating a positive work environment has by focusing on “reflected best-self” where organizations focus on the positive strengths of employees to create a healthy work environment. A tenet in a Magnet? organization is the component of transformational leadership (ANCC, 2013). The role of TL nurses in Magnet? organizations is to create ways to cultivate passion and continuous improvements where excellent patient care can flourish (Drenkard, 2013). My leadership role as the Magnet Program Director (MPD) is one that supports many of the organizational outcomes and nursing performance metrics and therefore organizational effectiveness. Goals for leadership development The attributes and traits of Level 5 leaders in Jim Collins book Good to Great (2001) are paradoxical will and personal humility which builds enduring greatness. Level 5 leaders look to attribute success to others rather than themselves, looking in the mirror when the opportunity for success falls within their own responsibility and looking out the window to acknowledge others who contribute to the success (Collins, 2001). Reflection and knowing what the issues are, likely to contribute to who level 5 leaders tend to be and why they are able to achieve the outcomes they do. Researching this topic has offered me the ability to see where I have the opportunity to grow as a nurse leader. Since sensing is my most dominant function, I tend to make decisions in a factual basis, verifying data and information, and what has been done by whom. This detail orientation is what is needed by nurse leaders in the MPD role, where there are literally hundreds of pieces of data and evidence one must sift through and present in the best way possible. Evaluation of leadership effectivenessSetting aside the time each week to solidify the process of reflection and challenge both personal and team dynamics can help support one’s personal and professional journey. One way to be successful is to identify the support of someone to share your reflection with. Without support leaders can become stressed as they struggle to make sense of their previous thinking and patterns of thought and emotion (Koerner, 2001). Using peer review can be one strategy to assessment whether improvements have been noted by others. In addition, seeking feedback from informal mentors can contribute to one doing more of what you do well, and minimize the attention to those traits that may not be as successful. Long term success and DNP projectI continue to explore opportunities for my final project in the DNP program and many articles which I have read for this paper, explore the topic of reflective practice and the nurse leader. Educational programs, coaching and mentoring help to foster the skills of nursing leadership. One of the goals I have in this DNP program is to impact nursing leadership at York Hospital in a positive way through the project that I select and develop. Spending the time researching this reflective topic for this paper will make me more formally adopt these practices and potentially incorporate them into the project I develop. SummaryFocusing upon the skill of reflection has the ability to clarify meaning and change perspectives of the habitual way people react or do things that could promote transformational leadership. Reflective journaling or writing is one of the most cited instructional strategies and could provide novice practitioners the easiest way to stimulate thinking and learning about one’s practice (Powell, 1989). Putting reflective practices into action a day of the week asking scripted questions to certain situations and interactions will begin a routine to the novice reflective practitioner and develop critical thinking in the leadership domain and mature a novice TL. As a senior nursing leader at York Hospital, being aware of my leadership style and using it to my advantage with different groups of staff, can be the difference between meeting a strategic goal or the success of my DNP Project. Deploying strategies to improve upon reflection will enable the nurse leader to not only impact themselves as a TL, but also inspire others within the organization and contribute to organizational effectiveness (Horton-Duetsch & Sherwood, 2008).ReferencesAmerican Nurses Association (2013) 2014 Application Manual. American Nurses Credentialing Center. Silver Spring, Maryland.Casida, J. & Parker, J. (2011) Staff nurse perceptions of nurse manager leadership styles and outcomes. Journal of Nursing Management. 19. 478-486.20130615211232117881262320130615211441169759416620130615211911544758916Carroll, T.L. (2005) Leadership skills and attributes of women and nurse executives. Nursing Administration Quarterly. 29(2), 146-153.Collins J 2001 Good to GreatCollins, J. (2001). Good to Great. New York, NY: Harper Collins Publishers, Inc. 20130616160444393612623Drenkard, K. (2013) Transformational leadership: Unleashing the potential. 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