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Reflect on the leadership skills you have developed in placement, and how
you are planning to continue this development in the future. You should
highlight specific areas for development, based on the broad range of skills
and approaches covered in Learning Outcome 1. For example, most people
find they have a preferred leadership style, which will be effective in a range
of situations, but may need to be adapted in response to the context, people
we work with and given situation.

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consider the specific challenges of ensuring compassionate and sensitive leadership in a range of Health and Social Care Setting

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Demonstrate your knowledge and understanding of leadership styles and
approaches in a Health and Social care context relating to practice examples
and case studies.

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Turbelent Defender.

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Identify and discuss strategies to facilitate compassionate person centred leadership

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Identify and discuss challenges for leadership and management in contemporary health and social practice

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"the first and paramount responsibility of anyone who purports to manage is to manage self: ones own integrity, character, ethics knowledge, wisdom, temperament, words and acts."

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Examine your knowledge skills and attributes as a developing leader

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Introduction- why is effective L&M important? challenges/benefits to ppl I work with, consider current trends(LO3)
-LO3.
-LO2
-LO1
conclusion- overview on how i plan to develop my L&M skills and knowledge for future learning

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•patient safety
•importance of leadership
•10 recommendations, core themes - transparency, continual learning, regulations, feedback from patient and carers
• speak up when things go wrong
•promote high standards

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The Griffiths Report (1983), The Kings Fund Report (2011)

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The Griffiths Report (1983), The Kings Fund Report (2011)

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“Leadership is about drive and innovation, NOT SENIORITY”

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The result of the test is as follows:

You scored yourself as expert in 9 skill areas.
You scored yourself as skillful in 11 skill areas.
You scored yourself as competent in 10 skill areas.
You scored yourself as novice in 4 skill areas.

You scored yourself as having a high level of interest in 20 skill areas.
You scored yourself as having a medium level of interest in 12 skill areas.
You scored yourself as having a low level of interest in 23 skill areas.

Your career strengths are:

* Advocating for patients
* Health promotion
* Enabling people to learn to meet their own health needs
* Managing medical devices safely
* Feedback to staff
Managing email
Finding information through the internet
* Planning for discharge
* Creating and using electronic documents

The list of strengths above are your main areas of expertise. The more your job is made up of these areas, the better you will perform. If you are looking for a new job, these are your main competencies that you should refer to.

The strengths marked with * and marked in bold are your key personal strengths and are the areas that you are very skilled in and very happy doing. The more time you spend doing these activities, the happier you will be personally and professionally. If your current job involves very little time doing these activities, then you should consider bringing more of these into your current job or consider applying for another job. Feel free to print this page for your own personal reference.

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Foundation of Nursing Leadership - What are your career strengths

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The result of the test is as follows: You scored yourself as expert in 9 skill areas.You scored yourself as skillful in 11 skill areas.You scored yourself as competent in 10 skill areas.You scored yourself as novice in 4 skill areas.

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The result of the test is as follows:

Your INNOVATOR score is 10
Your CO-ORDINATOR score is 10
Your DRIVER score is 10
Your NETWORKER score is 13
Your SUPPORTER score is 11
Your QUESTIONER score is 11
Your ANALYST score is 10
Your FINISHER score is 11

To find out more about the Innovator role, click here
To find out more about the Co-ordinator role, click here
To find out more about the Driver role, click here
To find out more about the Networker role, click here
To find out more about the Supporter role, click here
To find out more about the Questioner role, click here
To find out more about the Analyst role, click here
To find out more about the Finisher role, click here
About Team Roles
The role we take on when part of a team has been defined by Dr. Meredith Belbin as "Our tendency to behave, contribute and interrelate with others in a particular way." We all have natural tendencies in workplace activities. Determining your team role preferences can help you in your career planning and personal development decisions

The team roles specified for you will reflect the behaviours and attitudes that you tend to adopt within a work team. However, it is important to keep in mind that your behaviour in a team is not determined solely by your preferences - there are other factors at play. These include:

* The role you are expected to play by your boss/employer
* The demands of the job
* The roles played by other team members, and a need to compensate for what the team lacks
* Your training or education
* The work environment

Most people can and do assume each team role, to some degree. However, there are a few team roles that come to us more naturally. No matter what roles you tend to fill, each role is important and has its own strengths and weaknesses. The following describes the team role characteristics in more depth.

How do you behave, contribute and interrelate with others when part of a team? We all have natural tendencies in our workplace. Determining your team role can help you in your career planning and personal development decisions. Your can use this information to find the environment you need to thrive and work out how best to work with colleagues. If all of your tea take the test, it also enables you to work out your whole team's strengths and weaknesses and can be invaluable in team development activities.

For the avoidance of any confusion, this test is in no way connected with the Belbin Self Perception Inventory or Belbin Team Roles, the rights in which are solely owned by Belbin Associates. An individually tailored Team Role Report can be obtained directly from the Belbin Associates website at http://www.belbin.com for £30.
Most people can and do assume several team roles. However, there are often one or two team roles that come to us more naturally. To determine your team roles, read the following questions and answer as you would, should you find yourself in such situations.
The Innovator is often the team's main source of new and original ideas. Although other team members may also have ideas, the Innovator is likely to have the most original and radical. They tend to be both intelligent and imaginative and will be the source of new approaches to problems that the team has failed to overcome. Innovators are people who have a number of ideas which may well challenge and upset the existing way of doing things. They can be very independent and wish to experiment with ideas regardless of the present systems and methods. They need to be given the freedom to work in this way until their new approaches have been proven. Many organizations therefore set up research and developments units which allow people who have the ideas to bring these to fruition. However, every team must have people to develop their ideas and they should be given an opportunity to talk through their views, even though it may seem at the time to be disturbing the existing way of operating.

The characteristics of an Innovator tend to be:

Likes independence to think and innovate

Not afraid to challenge norms

Good at starting new things

Imaginative

Future-oriented

Enjoys complexity

Creative

Likes research work

This is similar to what some other tests call an Innovator or Plant.

The Co-ordinator often takes the role of chair within the team, although this may not be recognised officially. They like to preside over the team and coordinate its efforts to meet external targets. They may set the agenda for the team, select the problems for consideration and establish priorities. Co-ordinators like to have new ideas with which to experiment. They have a strong analytical approach and will enjoy developing new ideas, looking for new opportunities and testing to see how a new service may work. They often make excellent development managers, or people concerned with assessing new ventures. In a team role they are at their best when given several different possibilities to analyze and develop before a decision is made. They like organizing new activities and respond well to such challenges. Once they have shown how to implement and idea or a scheme, they often have little interest in the detailed implementation.

The characteristics of a Co-ordinator tend to be:

Likes experimenting with new ideas

Good at evaluating different options

Good at organising new activities

Analytical and objective

Developer of ideas

Enjoys prototype or project work

Experimenter

The Driver is the often the one who takes charge of specific projects and tasks in the group. Their function is to give shape to the team's efforts and to bring together the contributions of different team members. Drivers often make things happen and they are concerned with producing action out of ideas and discussions. They enjoy organizing and will always push forward to make sure decisions are made and results are achieved. Other team members may have the ideas but it is typically the Driver who pushes for action to get ideas into practice. They are sometimes prone to impatience and may well rush into action without enough information. Nevertheless, if you want something to happen, give it to a Driver. For them action is the name of the game, even if it does mean upsetting others and challenging rules.

The characteristics of a Driver tend to be:

Likes 'making things happen'

Ready to add energy and turn an idea into action

May be impatient

Organizes and implements

Quick to decide

Results-oriented

Sets up systems

Analytical.

This is similar to what some other tests call a Sculptor or Shaper.

The Networker is the main link between the team and the outside world. They often liaise between the team and other teams and the outside world. Networkers are usually excellent at taking up an idea and getting people enthusiastic about it. They enjoy finding our what people outside the organization are up to and they like to compare any new ideas with what others are doing. They are also good at bringing back contacts, information and resources which can help promote the team or project. They may not necessarily be good at controlling details, but they are excellent at seeing the broad picture and developing an enthusiasm amongst other people for an innovation. They are very capable of pushing an idea forward even if they are not always the best people to organize and control it. They can be influential, speak easily in public and frequently come up with a lot of options and ideas for tackling problems.

The characteristics of a Networker tend to be:

Likes to connect with people outside the group as well as inside

Good at seeing the big picture

Good at creating enthusiams for new ideas

Persuades easily

Good at selling

Likes varied, exciting, stimulating work

Easily bored

Influential

Outgoing

This is similar to what some other tests call a Resource Investigator or Networker.

The Supporter is often more concerned with resolving emotional conflicts and preserving good working relationships within the team than they are with achieving results. Their preferred role is to promote harmony within the group and to reduce discord generated by other team members. Supporters are very good at making sure the team has a sound basis for operations. They take pride in maintaining both the physical side of work and the social side. Such people can very well become the conscience of the team and provide a lot of support and help to team members. They usually have strong views on the way the team should be run, based on their convictions and beliefs. When they believe in what the team is doing, they can be tremendous source of strength and energy.

The characteristics of a Supporter tend to be:

Looks after the physical and social elements of the team

A great source of emotional for others on the team

May have strong views on how the team should be run

Loyal

Supportive

Driven by personal values

Strong sense of right and wrong

Motivated by a sense of purpose.

This is similar to what some other tests call a Coach or Team Worker.

Questioners are usually good at generating information and gathering it together in such a way that it can be understood. They are usually patient, and are prepared to hold off making a decision until they know as much as they can about the work done. Others may feel that they procrastinate and put things off but the Questioner feels it is better to be accurate than put forward wrong advice. They are invaluable as support members of the team but often dislike being pushed forward as the organiser. Their concern is to make sure that the job is done correctly. Usually they are knowledgeable, well-liked people who prefer an advisory role.

The characteristics of a Questioner tend to be:

Likes to help others

Gathers information and makes it understandable

Listens patiently before deciding

Prefers to be slow and fully right rather than quick and mostly right

Supporter of team members

Generous helper

Very tolerant

A collector of information

Dislikes being rushed

Knowledgeable

This is similar to what some other tests call a Scientist or Monitor-Evaluator.

The Analyst often lacks the enthusiasm of many of the other team members. They will not often contribute ideas to the group but see their role as that of providing constructive criticism whenever they can see a flaw in a plan or strategy. Although they can have a dampening effect on team morale, they are nevertheless highly valued team members because of their ability to foresee problems. Practical to the last, they will stop the team from rushing head-long into disaster.

The characteristics of an Analyst tend to be:

Likes working with detailed information

Good with facts and figures

Strong on control

Detail-oriented

Low need for people contact

An inspector of standards and procedures.

This is similar to what some other tests call a Curator.

The Finisher is often the worrier of the group. They are not happy until they have personally checked every detail and have ensured that nothing has been overlooked. Although they can appear pedantic in their approach to problems, they ensure that team members do not make careless mistakes. Finishers take great pride in producing a product or service to a standard. They will do this on a regular basis and feel that their work is fulfilled and plans are met. Indeed, they like working to set procedures doing things in a regular way. The fact that they produced something today does not mean that they will be bored with producing it tomorrow. To the Finisher the important thing is to use one's existing skills rather than continually change and learn new ways of doing things. They therefore reproducing things and achieving the plans they set.

The characteristics of a Finisher tend to be:

Likes completing things on time

Likes working to a budget and a specification

Likes using well-developed skills

Good at methodical, careful work

Practical

Production-oriented

Likes schedules and plans

Pride in reproducing goods and services

Values effectiveness and efficiency

This is similar to what some other tests call a Completer-Finisher or Implementer.

You can also download a document version of this test here (pdf format)

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Foundation of Nursing Leadership - What is your team role

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The result of the test is as follows: Your INNOVATOR score is 10 Your CO-ORDINATOR score is 10 Your DRIVER score is 10 Your NETWORKER score is 13 Your SUPPORTER score is 11 Your QUESTIONER score is 11 Your ANALYST score is 10 Your FINISHER score is 11 To find

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Transformational

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The result of the test is as follows:

Your main preference is using transformational leadership styles

To find out more about Transformational Leadership, click here
To find out more about Transactional Leadership, click here
To find out more about Laissez Faire Leadership, click here
About Leadership Styles
Transformational

Your Tranformational leadership score is 65 out of a possible 80.

Transformational leadership style is made up of 4 elements:

Idealized influence (II) describes leaders who are exemplary role models for team members. Leaders with idealized influence can be trusted and respected by others to make good decisions for the organization.

Inspirational motivation (IM) describes leaders who motivate others to commit to the vision of the organization. Leaders with inspirational motivation encourage the team to reach new heights in service delivery.

Intellectual Stimulation (IS) describes leaders who encourage innovation and creativity through challenging the normal beliefs or views of a group. Leaders with intellectual stimulation promote critical thinking and problem solving to make the organization better.

Individual consideration (IC) describes leaders who act as coaches and advisors to their team. Leaders with individual consideration encourage others to reach goals that help both them and the organization.

Your II score is 16
Your IM score is 13
Your IS score is 18
Your IC score is 18

Like the other styles, transformational leadership styles is not always appropriate. It is most successful when used with highly skilled or experienced team members, when implementing large-scale changes or resolving individual or group problems.

The transformational leadership style is most effective when:

you want others to share in decision-making and problem-solving duties

you want to provide opportunities for team members to develop a high sense of personal growth and job satisfaction.

there is a large or complex problem that requires lots of different inputs to solve.

changes must be made or problems solved that affect large numbers of people

you want to encourage team building and participation.

Transformational leadership may not be appropriate when:

there is not enough time to get everyone's input

it's easier and more cost-effective for the manager to make the decision.

there is a short-term crisis

Transactional
Your Transactional leadership score is 56 out of a possible 80.

Transactional leadership style is made up of 2 elements:

Contingent Reward (CR) describes leaders who provide rewards if, and only if, team members perform adequately and/or try hard enough. It contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments

Management by exception (active) (MBEa) describes leaders who do not seek to change the exsiting working methods or team membersso long as performance goals are met. The leader only intervenes if something is wrong. In this case, it is "active," where the leader monitors the situation to anticipate problems.

Your CR score is 30
Your MBEA score is 26

Sometimes transactional leadership is the most effective style to use. These situations can include:

dealing with new team memberswho do not know which tasks to perform or which procedures to follow

supervision based on detailed orders and instructions

when team members do not respond to any other leadership style

there is little time to make decisions

Transactional leadership style may not be appropriate when:

team members are demoralised, stressed or demotivated

team members expect to have their opinions heard

others begin depending on their leader to make all their decisions

Laissez Faire
Your Laissez-faire leadership score is 20 out of a possible 80.

Laissez faire leadership style is made up of 2 elements:

Laissez-Faire (LF) where the leader exercises little control over their team, leaving them to sort out their roles and tackle their work on their own. This approach can leave the team floundering with little direction or motivation.

Management by exception (passive) (MBEp) describes leaders who do not seek to change the exsiting working methods or team membersso long as performance goals are met. The leader only intervenes if something is wrong. In this case, it is "passive," where the leader does nothing until a problem or mistake has actually occurred.

Your MBEP score is 12
Your LF score is 8

Laissez faire may be an effective style to use when:

team members are highly skilled, experienced, and educated

team members have pride in their work and the drive to do it successfully on their own

outside experts, such as staff specialists or consultants are being used

This style may not be appropriate when:

it makes team members feel insecure

the leader cannot provide regular feedback to let the teamknow how well they are doing.

leaders are unable to thank team members for their good work.

the leaders doesn't understand their responsibilities and is hoping the team can cover for them

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Foundation of Nursing Leadership - What is your leadership style

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The result of the test is as follows: Your main preference is using transformational leadership styles To find out more about Transformational Leadership, click here To find out more about Transactional Leadership, click here To find out more about Laissez Faire Leadership, click here About Leadership Styles Transformational Your Tranformational leadership score is 65 out of a possible 80.