Capella University Global Leadership Lens & the Multidisciplinary Lens Discussion
Capella University Global Leadership Lens & the Multidisciplinary Lens Discussion
Capella University Global Leadership Lens & the Multidisciplinary Lens Discussion
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Leadership is a critical role that requires various values that would qualify one to be a good leader. Indeed, the qualities that leaders possess should be binding the organization in one accord and rallying all subjects towards meeting the desired goals. Leadership is thus the ability to develop and utilize positive leadership traits (Lone& Lone, 2018). The leadership traits develop from the inside out, and its effect would be felt within the family and the community. The purpose of this paper is to explore the personal leadership model by analyzing personal leadership strengths and the leadership model that fits my organization.
Emotional Intelligence and Leadership
Emotional intelligence makes an effective leader because it gives these leaders the ability to develop and maintain a positive, productive, and efficient workplace while motivating employees (Lone& Lone, 2018).Emotional intelligence can be influenced by both constructive and destructive interactions and experiences with clients and other stakeholders. The current leadership model has been inclining towards tapping on the employees’ emotional intelligence compared to their intelligence quotient. The significance of emotional intelligence appears in various leadership roles required in an organization. For instance, emotionally incompetent nursing behaviors can result in adverse consequences and hinder the teams’ ability to accomplish a specific goal.
Personal Leadership Assessment
The personal leadership assessment I took revealed that I communicate effectively, I am humble, accountable, and have high integrity. Also, my weakness in procrastination was also evident. At my working place, nurses were on strike about the long hours they take on their shifts. The situation was severe that nurses abandoned patients on their beds. The situation called for my skills in negotiation to solve the issue that was affecting patients. I sat down with the nurses and explained to each nurse the management’s process in increasing the number of nurses and the need for them to team up in saving the patients’ lives until the management slots more nurses. We were able to discuss lots of issues that reduced the tension, and nurses resumed duties.
Various evidence-based strategies exist for managing stressful situations. Effective management of stress and
motivating employees at their lowest points is one of them. Many people reason that being a leader involves stepping up to the plate and proving that they possess strength, courage, and dedication to their subordinates. However, leadership is about directing a team or an organization towards a shared goal while serving as their role model. In healthcare, it entails motivating, inspiring, and coordinating health providers and other support staff towards improving patients’ experience and clinical outcomes (Subramony et al., 2018). Being a leader in an organization involves adopting suitable strategies and skills to help one win the loyalty and trust of colleagues and senior management. Besides, health care leadership is pivoted on the capacity to recognize priorities, offer tactical direction to numerous players within the health organization, and fashion commitment across the health segment to attend the primacies to enhance health services. The effective management of these strategies defines the ability of a leader to manage stress within an organization.
Personal Leadership Brand Statement
My leadership brand is unity at work so that I can manage all the employees to meet the organization’s needs and ensure an effective flow of operations within an organization. I am a leader who would only settle for perfection and am willing to move out of my comfort zone to rally my subjects to meet the organization’s needs. Collaboration and transformational leadership are some of the main traits I often portray. My leadership brand is founded upon the impression that all workers should work as a team towards achieving the prime goal of an organization (Subramony et al., 2018). Collaborative and transformative leaders share several traits: visionary, team-centric, engaging, inclusive, inspiring, and emotionally intelligent. Besides, the difference between the two modes of leadership indeed lies in the delivery process. Transformational leaders have the innate capacity to appreciate personnel, define each member’s goals and aspirations, and include all team members in bringing change. These leaders are able to balance extrinsic and intrinsic motivational factors on employees to register performance. Intrinsic factors always lead a person to pursue more meaningful success in line with their values, beliefs, and purpose in the organization.
The financial forecast done within an organization is important information that allows leaders to think of effective ways of organizing the structure to meet the revenue needs. All organizations care about the proceeds they make after some time. Besides, the success of a leader within an organization would be measured by the financial impact they have on the organization. For instance, if a new leader joins a company when it is making losses and is able to record profits after one year of performance, it is obvious that the new leadership team is important at the company (Stoker et al., 2019). Besides, the financial information allows leaders to make effective decisions about the organization.
Leadership style also is able to align organizational mission and values and professional and personal ethics. The stress on the organization’s mission and values involves the leader’s power to develop an organizational culture that rallies all employees to meet the organization’s needs. As a leader, good communication skills, in this case, is practical in developing an effective organizational culture (Lee, 2019). It is essential to learn how to communicate with a staff member acting perceive how they view the ideas and opinions raised within the organization. The first tactical approach would be addressing the genuine concerns of the individual. Besides, it requires open-mindedness and critical listening skills when addressing specific concerns. The approach makes the individual feel valued within the organization.
Personal Leadership Brand Statement
I am an authentic leader because of the leadership tasks have been handling in the past. My personal leadership brand is that of an authentic leader who always defines the need and direction of an organization. This leadership brand delights in assisting others to do the right thing. They are always innovative, a quality recognized via their ability to set direction and create creative ideas that inspire others (Lee, 2019). They understand leadership to be involving a collaborative approach towards the success team or an organization, and it is dynamic, exhilarating, and inspirational. Besides, authentic leaders exhibit a high degree of self-awareness. They acknowledge strengths and weaknesses. They can control their emotions and reaction depending on the presenting situation. They do not cover their faults or imperfections because of fear but are always ready to learn from their mistakes. Authentic leadership is a management style that requires leaders to portray genuine self-awareness and transparency.
Conclusion
Effective leadership involves creating a personal leadership development scheme. It entails the integration of individuals’ values, beliefs, and purpose in life. The development of leadership trains defines the integrity and social skills that one portrays to the people. Besides, an effective leader needs to have a measure of managing stress and employees to meet the needs of an organization at all costs.
References
Lee, Y. H. (2019). Emotional intelligence, servant leadership, and development goal orientation in athletic directors. Sport management review, 22(3), 395-406. https://doi.org/10.1016/j.smr.2018.05.003
Lone, M. A., & Lone, A. H. (2018). Does emotional intelligence predict leadership effectiveness? An exploration in non-Western context. South Asian Journal of Human Resources Management, 5(1), 28-39. https://doi.org/10.1177%2F2322093718766806
Stoker, J. I., Garretsen, H., & Soudis, D. (2019). Tightening the leash after a threat: A multi-level event study on leadership behavior following the financial crisis. The Leadership Quarterly, 30(2), 199-214. https://doi.org/10.1016/j.leaqua.2018.08.004
Subramony, M., Segers, J., Chadwick, C., & Shyamsunder, A. (2018). Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital. Journal of business research, 83, 120-129. https://doi.org/10.1016/j.jbusres.2017.09.044