Personal Leadership Philosophies
Wong, C. A., & Cummings, G. G. (2009). The influence of authentic leadership behaviors on trust and work outcomes of health care staff. Journal of Leadership Studies, 3(2), 6-23.
Wong and Cummings (2009) focused on the influence of authentic leadership behaviors on work outcomes in the healthcare staff. Authentic leadership is considered a leadership style that pays attention to building the legitimacy of the leader through honest leadership with the workforce through an ethical foundation. Wong and Cummings (2009) argues that trust is a vital component in a healthy working environment. Considerably, authentic leadership is the key to active leadership required to establish confidence since it brings vibrant effort on the constructive role of integrity, decency, and high ethical values in establishing a leader worker connection. Wong and Cummings (2009) examined a model that linked authentic leadership behavior with the perception of supportive teams and trust in management through the use of secondary analysis procedures. The findings indicated that supportive leadership behavior and trust within the management are essential in facilitating staff willingness and improve the workplace environment.
Laschinger, H. K. S., Wong, C. A., Cummings, G. G., & Grau, A. L. (2014). Resonant leadership and workplace empowerment: The value of positive organizational cultures in reducing workplace incivility. Nursing Economics, 32(1), 5.
Laschinger et al., (2014) has analyzed the influence of resonant leadership in a workplace environment. Resonant leadership entails the leader using emotional intelligence to impact the emotional state of the team. According to the Laschinger et al., (2014), nurse leaders are essential in establishing a positive working environment that will foster a satisfied and empowered nursing workforce. Supportive and positive leadership can improve nurse commitment, job satisfaction, emotional exhaustion, as well as retention. Laschinger et al., (2014) adds that uncivil activity in the workplace environment can result in a negative impact on employee satisfaction, commitment, and turnover. The results of the study have supported the role of positive leadership, which discourages workplace burnout and incivility as well as empowers nurses. The findings have also offered empirical support for the concept of resonant leadership behavior, which focuses on relationship leadership approaches. This study has added to the growing understanding of the role of a positive leadership approach in facilitating healthy working environments.
Weberg, D. (2010). Transformational leadership and staff retention: an evidence review with implications for healthcare systems. Nursing administration quarterly, 34(3), 246-258.
Weberg (2010) pays attention to the influence of transformational leadership behavior on staff retention. Transformational leadership is whereby the leaders work with teams to create a vision, identify and guide change as well as inspire and motivate the employees to create change within the working environment. Weberg (2010) argues that there is a significant amount of attrition and burnout of nurses in the healthcare systems. Considerably, transformational leadership has had a great impact on factors such as burnout and staff satisfaction. The results showed that transformational leadership has an impact on employee satisfaction, decreased burnout, increased employee well-being as well as reduced overall stress in the workplace.
Leadership behaviors
Leadership behaviors determine the culture, values, and employee motivation within an organization. Leadership behaviors have a great impact on how employees think about a leader. Positive leadership behaviors can impact the employees and foster a positive working environment, which is reflected in the productivity and performance of the organization. Transformational leadership motivates the employees and appeals to their moral values and ideals, inspiring a vision for the future. Transformational leaders take a keen interest in the well-being of the workers. Authentic leadership is a form of leadership where the leaders are ware, genuine, and transparent. They appreciate and support team and individual performance combining their empathy to bring success.
Authentic leadership strongly predicts job satisfaction, workplace happiness, and organizational commitment (Wong and Cummings, 2009). Resonant leadership entails everyone moving on the same wavelength. This is whereby the leaders influence the employees through the emotional state, letting their reasoning come in conflict with their emotions. Resonant leaders are able to energize and inspire others through positive relationships and consistent emotions. For instance, they keep reminding others about the goal and purpose or the reason for the change, thus inspiring others. Considerably, leadership behaviors have proven to influence employee performance and the workplace in general.
Clifton Strengths Assessment
After conducting the strengths finder test, I found that some of the top strengths are; competitive, futuristic, self-assurance, ideation, and positivity. The results are not surprising to me since I am always looking forward and desiring to come up with ideas as well as influence others. `My tops strengths relate to my leadership traits since some of my leadership qualities include empathy, positivity, influence, vision, accountability, and integrity. I constantly perceive myself as a person who is constantly challenging himself to be better and also improve others. I have the ability to lead others through influence and positivity, making a great difference in the overall experience of individuals within the organization.
I value determination and integrity since, as a leader, integrity inspires confidence in others since they can be trusted in what they are doing. I really believe that these leadership traits empower others, and thus they can achieve their goals. As a leader, vision and ideation have been the essential aspects that have driven my personal ambitions and goals. Individual leadership traits influence employee performance since the employees are a reflection of the leader.
References
Laschinger, H. K. S., Wong, C. A., Cummings, G. G., & Grau, A. L. (2014). Resonant leadership and workplace empowerment: The value of positive organizational cultures in reducing workplace incivility. Nursing Economics, 32(1), 5.
Weberg, D. (2010). Transformational leadership and staff retention: an evidence review with implications for healthcare systems. Nursing administration quarterly, 34(3), 246-258.
Wong, C. A., & Cummings, G. G. (2009). The influence of authentic leadership behaviors on trust and work outcomes of health care staff. Journal of Leadership Studies, 3(2), 6-23.