Ebook Transformational leadership in nursing (2/E): Part 2
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Ebook Transformational leadership in nursing (2/E): Part 2
PART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2 many people believe that transforming organizations... is the most difficult, the truth is that transforming ourselves is the hardest job. And if we transform ourselves, Htf transform our world.—Dag HammarskịoldOBJECTIVES•To deepen appreciation for two current models: authentic leadership and the l Ebook Transformational leadership in nursing (2/E): Part 2eadership challenge model•To identify and explore competencies and/or habits for leadership•To develop a vision in leadership•To recognize the importaEbook Transformational leadership in nursing (2/E): Part 2
nce of the use of evidence to support vision•To define and understand the significance of potter as a leader•To consider the role of a leader as an enPART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2S that there are seven or eight habits of a successful leader (Covey, 1989, 2004). TTamric, Spross, and Hanson (2009, p. 254) reviewed current leadership models and concluded that only three habits are most important to the transformational leader in clinical practice: (a) empowerment of colleagues Ebook Transformational leadership in nursing (2/E): Part 2and followers, (b) engagement of stakeholders within and outside nursing in the change process, and (c) provision of individual and system support durEbook Transformational leadership in nursing (2/E): Part 2
ing change initiative's. But we all know there are many more essential habits for the effective transformational leader. Consequential leadership requPART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2iewed various dimensions of transformational leadership— the focus of this book. At the beginning of this chapter, we introduce two complementary leadership frameworks that you may find useful in thinking about your own personal leadership philosophy, style, and behaviors: Authentic Leadership (Avol Ebook Transformational leadership in nursing (2/E): Part 2io & Gardner, 2005) and Leadership Challenge (Kouzes & Posner, 2010). Consideration of these models provides a foundation for examining and developingEbook Transformational leadership in nursing (2/E): Part 2
personal leadership styles. A discussion of how competencies of leadership have evolved over time expands the conversation. We then show how leaders PART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2L LEADERAuthentic Leadership ModelAuthentic leadership is one of the frameworks that emphasizes relationships between leaders and followers and focuses on the self-development potential of the leader. At the same time, the model reflects a recognition that this potential and subsequent interactions Ebook Transformational leadership in nursing (2/E): Part 2are in service of the larger organization and context, as well as the individuals within the organization. Authentic leaders are perceived as hopefulEbook Transformational leadership in nursing (2/E): Part 2
and optimistic, exhibiting behaviors reflective of a moral compass they can articulate. Such individuals speak with a clear voice for the needs of thoPART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2moral perspective, and balanced information processing (Bamford, Wong, & Laschinger, 2013).Nurse leaders who are authentic are able to be honest and open in their relationships with individuals to whom they report, as well as those who work for them. Their sense of integrity also facilitates, actual Ebook Transformational leadership in nursing (2/E): Part 2ly mandates, their need to seek diverse perspectives from others and use multiple sources of evidence when making an important decision. Bamford et alEbook Transformational leadership in nursing (2/E): Part 2
. (2013) conducted a secondary analysis of data from 280 nurses who worked with nurse managers. Those nurses who worked for nurse leaders who exhibitePART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2work life.Leadership Challenge ModelKouzes and Posner (2007, 2010) developed a model of leadership by analyzing practices of leaders to provide emerging leaders with a description of behaviors and practices that develop strengths. The model consists of five practices: (a) model the way, (b) inspire Ebook Transformational leadership in nursing (2/E): Part 2a vision, (c) challenge the process, (d) enable others to act, and (e) encourage the heart.The nurse leader who models the way understands his or herEbook Transformational leadership in nursing (2/E): Part 2
own beliefs and is able to articulate how the mission of the organization is an important responsibility' of all. Such leaders are visible and committPART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2hrough their efforts to connect with others and set an example of how to maximize their own and others' strengths that they are able to inspire a vision for the organization. Their assessment of the group's potential based on listening to the hopes and aspirations of others and enthusiasm about wher Ebook Transformational leadership in nursing (2/E): Part 2e the organization is capable of going enlists others in working toward a common goal. However, as the leader begins to set the stage it becomes clearEbook Transformational leadership in nursing (2/E): Part 2
that traditional ways of being and doing will need to be challenged in order to develop new thinking and ways of behavior to achieve the goals. The lPART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2p their skills and take risks will enable them to act. Enabling others to act will require the leader to set a challenge and provide resources for them to draw on to meet the challenge. As they achieve success others will grow and develop leadership skills themselves. From the collaborations they fo Ebook Transformational leadership in nursing (2/E): Part 2rm while working to solve the challenge, they will learn the value of working with others with complementary knowledge and skills. The final exemplaryEbook Transformational leadership in nursing (2/E): Part 2
’ practice, to encourage the heart, is one threaded throughout the leadership journey although clearly more important to stress at times when the chalPART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2ss runs high in the organization. Kouzes and Posner developed the Leadership Practices Inventory® series (2016) which allows individuals to assess their own leadership strengths in each of the five exemplary' practices and provides tools and activities to use to grow their leadership skills.These tw Ebook Transformational leadership in nursing (2/E): Part 2o leadership frameworks reflect a clear emphasis on authentic and meaningful relationships between the leader and others. Leaders in each framework arEbook Transformational leadership in nursing (2/E): Part 2
ticulate their beliefs that sen e as a foundation for their vision for the organization and for how the potential of others can be developed and leverPART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2t diverse perspectives in order to shape how they think about challenges and solutions. These models are broader and more philosophical, and frankly more inspiring from our perspective, than some other approaches that include lists of competencies for leadership performance.LEADERSHIP COMPETENCIES: Ebook Transformational leadership in nursing (2/E): Part 2HABITS FOR PERFORMANCEThere is growing agreement on the need for better leadership in health care but little consensus or evidence regarding which speEbook Transformational leadership in nursing (2/E): Part 2
cific areas of knowledge, skills, attitudes, habits, or competencies are best suited to the leaders of the next century (Baker, 2003) or how they are PART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhile Ebook Transformational leadership in nursing (2/E): Part 2s in business and health care, from government agencies, from the Institute of Medicine, and from even' practice discipline.Much of the literature on leadership in health care actually refers to specific management skills with a focus on performance. And performance is usually148 • II: BECOMING A TR Ebook Transformational leadership in nursing (2/E): Part 2ANSFORMATIONAL LEADERPART IIBECOMING A TRANSFORMATIONAL LEADERCHAPTER 6Frameworks for Becoming a Transformational LeaderMarion E. Broome and Elaine Sorensen MarshallWhileGọi ngay
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