Personal Leadership Theory

Jasmin Smith, RN

College of Central Florida

Personal Leadership Theory

Abstract

            This leadership course has taught me that effective leadership is different than management and that leadership can have many approaches; however, despite many approaches the goals of effective leadership are the same across the board: teamwork, empowerment, and goal accomplishment. From the material I have been exposed to in this course, I have seen multiple methods, both effective and ineffective, of leadership, but I am most drawn to transformational leadership and hope to implement this concept someday. Finkelman, (2012), describes transformational leadership as: “leaders who embrace change, reward staff, guide staff in understanding its role in the organization and the importance of the organization, or a positive work environment, and work toward developing a self-aware staff that is able to take risks to improve” (p. 12). I believe that in order to become a transformational leader one must be visionary, a role model, transformational, motivational, and willing to make changes.

1. Visionary

In order to lead, the leader must have a destination or vision in mind. During the 2010 Discovery Leadership Summit, former New York City mayor Rudy Giuliani stated “a leader must have strong beliefs and goals” (Discovery Leadership, 2013). Giuliani also stressed the importance of knowing where you are going both with your vision and your organization, because without this knowledge one cannot effectively lead (Discovery Leadership, 2013). Once you have developed your vision it is up to you to inspire others to change.

1. Role Model

Role modeling is an important concept in transformational leadership. By role modeling I am referring to leading in such a way that others begin to follow or implement characteristics you promote. Longenecker (2014), acknowledges that great leaders are upfront and trustworthy, characteristics that develop a rapport with their staff. Furthermore, role modeling goes hand in hand with the concept of positive influence and Finkelman (2012) stated: “leaders use influence, which is the informal strategy of cooperation combined with formal authority of a position to develop trust” (p. 13).

1. Motivational

In order to accomplish goals leaders must motivate others to follow. “Team leaders must recognize that teams do not exist without followers” (Finkelman, 2012, p. 332). Also it is critical for leaders to acknowledge followers are needed for the success of the organization (Finkelman, 2012). When leaders approach their position with the attitude that they are better or more important than their staff they will not be successful (Finkelman, 2012); but, from experience, when staff members see a leader working alongside them , completing the same tasks, and doing the work with a positive attitude it motivates them to do likewise.

1. Transformational

All of the characteristics of an effective leader compliment and thrive off one another. After the leader has shared the vision, become a role model, and motivated staff, it is vital to transform staff into their highest potential. Longenecker (2014), acknowledged that great leaders not only clarify expectations but they also empower those working with them. By empowering employees with information and treating them as a vital component of the organization’s success, leaders transform employees to take ownership of their outcomes (Longenecker, 2014). Truthfully, the ultimate goal of the leader should be to mold one’s staff to become their replacement when needed (Finkelman, 2012).

1. Embracing Change

Change is often viewed as a scary concept , and without an effective leader, followers may quiver at the suggestion of change. The fear associated with change often comes from the unfamiliarity with the proposed concept, but change can be unfamiliar without being bad. In order to flourish an effective leader needs to be open to change and have a relationship with their staff where staff feel they can voice their opinions and concerns. Even though a leader already has a vision, it does not mean that they cannot continue to learn (Finkelman, 2012). Reinforcing the team’s focus (Finkelman, 2012), is vital when change is proposed.

Conclusion

Transformational leaders are effective leaders who are focused on supporting their followers to obtain their full potential. Effective leadership takes active work and personal reflection.

Successful leaders come in different shapes and sizes. No two are alike, and no single leadership style is always best. All leaders want to change the status quo, but they use different means. Some take the lead with their ideas, while others lead with their passion and conviction. Still others lead by demonstrating courage in the face of risks and the unknown, and some bring about change by serving others (Thornton, 2013).

The ultimate goal of the leader should be to be the type of leader they would want to follow and to be persistent in rallying the team to it’s full potential in order to make the workplace and organization successful.

References

Finkelman, A. (2012). Leadership and management for nurses: Core competencies for      quality care (2nd ed.). Boston: Pearson.

Discovery Leadership. (2013, July 16). Discovery Leadership Summit 2010: Rudy

         Giuliani [Video file]. Retrieved from https://www.youtube.com/watch?v=Kc7LG-

         tmMGA

Longenecker, C. (2014). The best practices of great leaders. Retrieved from

           http://www.iienet2.org/Details.aspx?id=37509

Thornton, P. (2013, December 31). Four Types of Leaders | Training Magazine.

           Retrieved from https://trainingmag.com/four-types-leaders