NUR 504 LEADERSHIP AND NURSING PRACTICE. A LEADERSHIP STYLE AND CHANGE ADVOCACY STATEMENT

A Leadership Style and Change Advocacy Statement Chamberlain College of Nursing NUR 504: Leadership and Nursing Practice February 2019 A Leadership Style and Change Advocacy Statement My name is Kristine Smith and I am currently in the Nurse Executive MSN track at Chamberlain College of Nursing. In this paper and during my presentation, I am going to highlight the personal leadership style I see myself representing as well as a change advocacy statement I have selected and the rationale for why I selected it. Then I will conclude with how the leadership style I selected can facilitate the change advocacy statement I have chosen. Personal Leadership Style Based on all the readings I have completed throughout this course, the personal leadership style that I have found to represent myself is that of a transformational leader. Prior to this course I did not realize there were actually different types of leadership styles. I can relate what I have learned about a transformational leader to the leadership style that I see myself embracing. Transformational leaders follow some of these characteristics: they genuinely care for others, they are trustworthy, they are honest and open, they are accessible and approachable, and they have self-confidence and drive (Helms-Mills, Mills, & Dye, 2009). Transformational leaders are sensitive to the needs of the individuals who work for them and do all they can to encourage continuous development of themselves and others (El Toufaili, 2018). These are all characteristics I would like to be as an effective leader. Change Advocacy Statement Recently, I interviewed for a new position at Boston Medical, which will entail the managing of two non-clinical subordinates on the team. I found out yesterday that I got the job. I see myself utilizing a lot of the tools learned in this class in my new role as a manager. I will continue to develop as a new leader, but I now will need to strive to ensure I bring out the best in my team through encouragement and support. In this role, according to Zuchowski and Brelik (2017), I will have the potential to significantly affect the performance of these team members in a positive manner by embracing some of the character traits of a transformational leader. My personal change advocacy statement is to develop my team members. The rationale for selecting this as my change statement was because during my interview, one of the team members, when asked what she was looking for from her new manager she expressed that she wanted guidance to get her to the next level in the organization, to become a Quality Improvement Specialist (QIS). This will require providing her “hands on” training of the tools for which I was taught about quality and when and how to effectively utilize them. It will also entail sending her to specific training courses such as Lean certification and IHI online course training. I am confident that, once she develops these tools and is able to show her knowledge and expertise, she will reach her goal of moving up. This in turn will allow me the opportunity to work on my goal to develop my team and help encourage them to succeed. Conclusion Optimal leadership is maximized through learning and highlighting cognitive strengths as mental efficiency, focus, creativity, and perseverance (Swingle & Hartney, 2018). I believe in the idea “treat everyone as you would like to be treated.” In leadership especially, I see no other way to conduct myself. As a transformational leader, I see myself using a lot of the characteristics mentioned by Swingle and Harney (2018) in this new role by helping my staff reach the levels of success they wish to reach. As a new manager, it will be essential that I keep my eyes and ears open, to not take anything or anyone for granted, and to advocate for my team to ensure their goals are being met in addition to my own. As I reflect on my learning, I realize I still have a lot to learn. I am confident with the experiences I am obtaining throughout my journey to become an MSN Nursing Executive. As long as I keep my feet grounded in the spot they are right then and there, I will be able to provide my subordinates the effective listening they desire as well as to provide open and honest communication. References El Toufaili, B. (2018). The influence of subjective factors on the development of the transformational style of leadership. Review of International Comparative Management / Revista de Management Comparat International, 19(2), 124–135. https://doi- Helms-Mills, J., Mills, A. J., & Dye, K. (2009). Understanding organizational change. Abingdon, Oxon: Routledge. Retrieved from url= live&scope=site Swingle, P. G., & Hartney, E. (2018). Enhancing health leadership performance using neurotherapy. Healthcare Management Forum, 31(3), 92–96. https://doi- Żuchowski, I., & Brelik, A. (2017). The relationship of managers with subordinates as a development enabler of enterprise in the SME sector. European Research Studies, 20(4), 51- 65. Retrieved from