Leadership Model Particular Strengths

Part One:
1-Discuss your personal model of leadership and how you might apply it in your role as a doctorally prepared advanced practice nurse.
My personal model of leadership adheres to the transformational leadership paradigm. I seek to effect wholesale changes in the ability of my patients to achieve their objectives. As a subscriber to the transformational model of leadership it is important for me to gain the confidence and trust of my followers. Typically, those followers include patients, their friends and family members, as well as others who I am working in conjunction with to treat a particular patient. Thus, once I am able to gain that trust in my ability to lead within a salutary position as a healthcare practitioner, I am able to create positive changes in the ability of my patients to successfully meet their goals for wellbeing. Applying this leadership model to my role as a doctorally prepared advanced nurse practitioner involves gaining credence among the patients and those closest to them to help them alter their behavior related to their treatment. I aim to inspire them to become as healthy as they possibly can for the short and the long term—which includes holistic lifestyle changes.
2-Analyze how your personal model reflects a practice of servant leadership.
My personal model of transformational leadership reflects a practice of servant leadership primarily due to the foundation of the former—gaining the patient’s trust. One of the most positive ways I can achieve this goal is by demonstrating the virtues that I desire of my patients in regards to their relationship with me. Generally speaking, these are frankness, positivity, and a commendable work ethic. A core tenant of servant leadership is for such leaders to act “as role models who provide support, involve followers in decision making, display appropriate ethical behavior, and stress the importance of serving,” (Newman et al, 2017, p. 49). Thus, simply by exemplifying the virtues of a strong work ethic, honesty, and a positive attitude, I am helping to serve my patient population by allowing them to emulate me in this regard. If they do so they are better prepared to address their treatment needs and gain the positive outcomes that we have discussed for their patient goals.
Transformational leadership is largely about getting followers to believe in a leader’s vision to inspire (Arnold, 2017, p. 382) sweeping changes related to processes and their outcomes. When those processes and outcomes directly correlate to patient objectives, it becomes clear that this leadership model is merely a way for a leader to better serve—and service—the needs of one’s patient population.
3-Compare servant leadership to two other leadership models.
There are a couple of pointed ways in which servant leadership compares to transactional leadership. The former is entirely based on individual transactions and the rewards or detriments they bring (Saravo et al, 2017, p. 2). In some instances these outcomes can benefit the individual laborer. Oftentimes, however, they benefit the organization. Instituting a policy in which late employees get their pay docked is advantageous to the organization and its leaders’ goals of increasing productivity. Servant leadership is less self-serving than transactional leadership is in this regard, since the ends of this leadership model are to behoove others, not the leader.
In some respects, authoritative leadership is the antithesis of servant leadership. In the latter models leaders are regarded as authority figures who are unassailable. They are leading because of their authority, and their authority gives them an unchallenged power to lead. Servant leadership is based more on placing leaders in leadership positions for their ability to help others. Therefore, there is a chasm between the leaders and the followers existent in authoritative leadership not found in servant leadership.
4-Discuss how leaders implement each of the models and how they fit with your personal model.
Leaders implement the transactional model of leadership by establishing set rewards and punishments for different behaviors or transactions. Implicit in this step is the need to partition the goals of an organization into discreet transactions that are both punishable and laudable. Next, this model requires consistently monitoring those transactions in order to implement rewards and punishments. Those individual transactions and their requisite vigilance are not a part of transformative leadership, which is more focused on long term outcomes pertaining to change.
Leaders implement the authoritative model of leadership by seizing authority and disseminating directives based on their authority. Implicit in this procedure is the belief that the leader’s authority compels adherence. The tacit concessions regarding power, its use, and relationship to authority manifest in this model are earned in the transformational model of leadership. Thus, these aspects of the authoritative model do not gel with it.
5-Contrast the effectiveness of these models to bring about change in an organization.
The most effective model for begetting change is the transformational model, which is predicated on effective advantageous organizational changes. Transactional models have some utility in creating organizational change. However, transformation is not at the root of this model, which is why it is suitable for maintaining the status quo of an organization with a system of rewards and punishments. An authoritative model of leadership is more effectual for rendering organizational change, because it is based on an assertion of authority on the part of a leader. Leaders can direct such assertiveness towards implementing systemic organizational changes if they have sufficient authority. This model is more effective than the transactional model in this regard, albeit less than the transformational model.
Part Two:
Evaluate how your personal model of leadership works in conjunction with your leadership style.
My personal model of leadership works well in conjunction with my leadership style. My leadership model is transformational leadership, and my style is rooted in charismatic leadership. In this respect my style complements my leadership model. My model is based on the ability of my patients and their friends and family to foster positive transformations in their healthcare treatment for their particular needs. I am able to convince them of the power of transforming their care options through my gregarious nature. Moreover, I am an astute interpersonal observer with experience working with clients from a variety of socio-economic backgrounds. I use these qualities to “inspire” (Horn et al, 2015, p. 751) patients to see the difference that changes to their care needs can produce, and transform their approaches to their care.
Develop an action plan using SMART goals (Specific, Measurable, Actionable, Relevant, and Timely) with an evaluation of personal development to work on two areas of personal improvement for your leadership style. The plan must include at least two SMART goals.
The action plan for my personal development for improving my leadership style is based on improving communication with fellow staff members. The first SMART goal for achieving this objective is to get a commendable end of the year performance review from my supervisor regarding the effectiveness of my communication among fellow staff members at the care facility in which I work. These reviews take place in late December and include qualitative and quantitative assessments of my overall performance, including communicating with others. I would like positive feedback in this area of my review and will work to attain it.
The second smart goal is to do weekly journal entries summarizing the most significant communication I have with my compeers to evaluate the effectiveness of my communication with others. Detailing these entries will give me qualitative evidence upon which to tailor my communication approach for my end of the year review.
References
Arnold, K.A., (2017). Transformational leadership and employee psychological well-being: a review and directions for future research. 22(3), 381-393.
Horn, D., Mathis, C., Robinson, S., Randle, N. (2015). Is charismatic leadership effective when workers are pressured to be good citizens? The Journal of Psychology. 149(8), 751-774.
Newman, A., Schwarz, G., Cooper, B., Sendjaya, S. (2017). How servant leadership influences organizational citizen behavior: the roles of LMX, empowerment, and proactive personality. Journal of Business Ethics. 145(1), 49-62.
Saravo, B., Netzel, J., Keisewetter, J. (2017). The need for strong clinical leaders—Transformational and transactional leadership as a framework for resident leadership training. PLoS One 12(8), 1-12.