Personal Leadership Philosophies

Leadership goes far beyond the simple management of tasks to inspire, influence, and empower people to achieve their maximum potential. As a leader, I always try to create a work environment that offers considerable worth and support for coming individuals. This philosophy is deeply rooted in my desire to serve others, lead in meaningful relations, and foster continuous learning and development. The leadership style converges in feedback from associates, emphasizing collaboration, trust, and lifelong learning.

Core Values

Compassion, integrity, and growth form the foundation of my leadership values. Compassion drives me to assist others, enabling me to understand the needs of my team members and provide support where needed. This fosters a positive, supportive environment where individuals feel valued, which enhances motivation. Integrity is crucial for building trust within the team, ensuring that my actions remain consistent with ethical standards, as noted by Din and Zhang (2023). As a leader, I also prioritize personal and professional growth, creating an environment where learning and development are encouraged, as noted by Chan et al. (2023). As highlighted by a colleague, lifelong learning is fundamental in nursing and leadership. This belief resonates with me as I strive to refine my skills and encourage others to do the same.

Mission and Vision Statement

My mission is to lead with a resolution to create an environment where everyone can evolve, collaborate, and contribute significantly toward our mutual vision. It means building a team culture with the deference of trust, respect, and leadership, all combined into one place of shared goals. My vision is to be part of a team that excels in the pursuit of excellence, mutual support, and continuous improvement, attaining complete understanding by every member of the worthiness of their work and contribution towards collective and successful results.

CliftonStrengths Analysis

The CliftonStrengths identifies my strengths as a Learner, Focus, Significance, Input, and Relator. This set of strengths forms part of my leadership philosophy. The strength of a learner reflects my commitment to lifelong learning, a theme which also came through very unmistakably from my colleagues. My strengths enable me to be adaptable and open to new ideas, which are essential in leading a dynamic team, as Fagerdal et al. (2022) asserted.

Focus helps me be directed toward goals and keeps me aligned with the purpose. My significant strength encourages me to contribute meaningfully to the team and organization. Input fuels my curiosity and need for information, facilitating my ability to act upon the best things for each situation. Finally, being a relator helps me build huge, strong, trusting relationships that my colleagues reinforce, which is one of the most essential attributes of successful leadership.

Key Behaviors to Strengthen

Based on my strengths and peer responses, I have selected two behaviors to strengthen further: Relator and Significance. Being a relator helps build tight relationships, but I want to expand these relationships to more variety within the team. That is, I will be able to increase my efforts toward holding one-on-one conversations and listening to concerns, as highlighted by my colleague in my Module 2 discussion. For Significance, although I strive to achieve, I want to be sure that my achievements are helpful for the more significant team effort and not just for mere individual accomplishment. This will involve more feedback incorporation from colleagues and ensuring that my leadership is coupled with the team’s success since one colleague suggested that a leader should always keep his eyes on the team’s development concerning cohesion and overall effectiveness (Chan et al., 2023).

Development Plan

Through this, in building a better Relator, I will make it a routine to meet one-on-one with the team members to understand their personal and professional challenges. This will help build deeper connections and create an inclusive atmosphere in general. I will also be able to use the therapeutic communication principle highlighted in my peer feedback to build trust and engagement within my team. Regarding Significance, I would look forward to getting feedback from colleagues and superiors that my efforts align with the organization’s goals, as indicated by Crans et al. (2022). This feedback loop would also help me maintain a focus on collective success rather than on individual recognition. I will model collaborative and integrity behaviors for the team in pursuit of excellence together. By incorporating my peers’ feedback and focusing on areas for improvement, I am certain that I will achieve my leadership vision: to lead a high-performing team that is supportive and growth-oriented.

References

Chan, R. J., Knowles, R., Hunter, S., Conroy, T., Tieu, M., & Kitson, A. (2023). From evidence-based practice to knowledge translation: What is the difference? What are the roles of nurse leaders? Seminars in Oncology Nursing, 39(1), Article 151363. https://doi.org/10.1016/j.soncn.2022.151363

Crans, S., Aksentieva, P., Beausaert, S., & Segers, M. (2022). Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking. Frontiers in Psychology, 13(1). https://doi.org/10.3389/fpsyg.2022.890861

Din, U., & Zhang, L. (2023). Unveiling the mechanisms through which leader integrity shapes ethical leadership behavior: Theory of planned behavior perspective. Behavioral Sciences, 13(11), 928–928. https://doi.org/10.3390/bs13110928

Fagerdal, B., Lyng, H. B., Guise, V., Anderson, J. E., Thornam, P. L., & Wiig, S. (2022). Exploring the role of leaders in enabling adaptive capacity in hospital teams – A multiple case study. BMC Health Services Research, 22(1). https://doi.org/10.1186/s12913-022-08296-5

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