Currently on the acute ward, colleagues’ morale can be described as ‘compromised’ due to lower levels of staff, higher work-loads and increasing numbers of patients requiring complex needs. In order to accommodate these more complex and difficult working conditions, I need to determine whether my leadership can be adapted to improve my own and my colleagues’ morale. I have never felt inspired to ape other leader’s talents, nor to aspire to be like a great historical figure, as I believe that any leader has individual characteristics that enhance and improve his leadership style. As such, it is imperative that any leader identifies strengths and weaknesses, which often requires a social influence to achieve; i.e. feedback from colleagues and through reflection. As such, I must work upon these weaknesses:

1.    A more consistent approach to my leadership; achieved by incorporating the transformational idea of connecting followers’ sense of identity, rather than a laissez-faire approach where individuals think individually

2.    Ensuring greater collaboration between leader – followers

3.    Rather than be constantly involved, learn when to appropriately delegate

On reflection, I think situational leadership is the model which I employ the most in my own practice as I have to evaluate individual’s readiness to complete specific tasks and adapt my own leadership behaviours according to their readiness.  

To support students in setting goals and guide them in developing action plans to achieve them, I listen to them and ask questions that focus on the student, encouraging them to actively participant in goal setting and planning processes and harness their own creativity. Therefore in most situations my approach to situational leadership focuses on student participation rather than trying to ‘sell’ a goal or change in practice to them or telling them what they need to do. I feel this approach to leadership is very important when working with adult learners.

I believe that coaching can be an important component of effective leadership and try to adopt this approach as much as possible in my own practice.  By listening to, and questioning, students, and offering input if needed, I have found that students gain insight into their current performance and this helps them move forward in their personal growth and development.

Whilst I feel confident in my communication and coaching skills, I would like to focus on becoming a transformational leader as I think this approach would help me support staff in achieving ‘higher’ goals that not only relate to their own practice but would also align with organizational goals and strategies.

I would also like to become a more innovative leader, taking risks of using new approaches, for example exploring how to use technology to achieve success.

 

Leadership is an integral part of my role as a consultant nurse in children’s palliative care.  ‘on paper’ my role has four domains: clinical practice, education, research and leadership.  I prefer to think of it as having three, with leadership being inseparable from the other parts. 

 

I enjoy leadership, and take the responsibility very seriously. I have always enjoyed working with people, and think that nursing and leadership feel like a good fit for me.  Being present, alongside the team is really important to me.  I enjoy development – of myself and others, particularly when I can help someone realise their potential.   In recent years, I have become better a delegating responsibilities. I'm not someone that always needs to be in charge, and am happy to let others take a lead. I'm comfortable with taking calculated risks too, enjoying innovation and not always following the status quo.

I directly line manage the clinical nurse specialists (x3) and practice educators (x2), performing appraisals and regular 1:1 support, which I enjoy.  As the head of nursing in the hospice, I provide nursing leadership across the care team, within the hospice and community services.  I enjoy innovation and ‘thinking big’, taking our strategy and working with the team to develop operational responses. I’d say I take a transformational approach to leadership – keen to bring the team along with me, though clear communication and creating a sense of shared ownership. 

 

Not thought about ‘leadership gifts’ before, but I’d probably say communication, and emotional intelligence help me most as a leader.  I am a good reader of people and skilled at acknowledging and validating feelings, whilst at the same time being an effective communicator.  In terms of where I need to develop, I’d probably say ‘management’, leading people who simply don’t want to be led.  While I don’t think this is ever something I’ll enjoy doing, I know I could be better at it. 

I believe that my good qualities as a leader mainly surround my trait as a task and finisher.  If my team has a task to fulfil I like to keep everything on tract to get the job done in a timely fashion. For example, setting a target date for task completion at the outset, with regular updates along the way on how things are progressing. I have high standards and value efficiency. For that reason delegation can be difficult for me unless I am confident the team member can fulfil the task to my preferred standard. Therefore I need to develop the ability to delegate more as this increases my workload. I recognise I attempt to play an unobtrusive supporting role when delegating tasks, so my help and advice can be accessed but also so that the door is open for me to give input if I feel the desired standard has not been attained. 

I feel my communication skills are utilised to effect in leadership.  I give constructive criticism in attempts to motivate and employ open questioning techniques for the team member to try to find their own solution to a problem. If a team member contributes their own ideas, they are more likely to feel involved and valued. This can translate into them ‘buying in’ to the task and motivational in working towards task completion. 

As a leader I aim always to respect for other people’s feelings. I think this is why I always try to avoid any type of conflict. However I recognise that this is sometimes unavoidable. My tactic in situations of potential conflict is always to remain calm and provide reasoned argument whilst demonstrating active listening and acknowledging respect for their viewpoint. 

This is the first step I have taken academically with regards to leadership. Recent completion of MSc modules has extended my scope of practice in the workplace. I have learnt from these that instead of specialising in one specific patient type, I feel my qualities are better suited teaching and leading change whilst mirco-managing ‘the ground floor’ radiotherapy department.

On an average day as a front-line member of the NHS I feel the leadership qualities I poses aid the safe and timely delivery of treatment. At work I am a motivational team player which encourages a high staff engagement this linked with my own self-awareness allows for delegation of tasks which is a desirable skill in my current team leader job role, I feel my peers know I would not ask anything of them I would not be willing to do myself. Being respectful in this way reduces conflict whilst increasing morale in the team. Being a good listener allows me to show compassion and empathy towards patients and staff this helps to manage expectations, especially for patients when machines are delayed, and patients have not followed specific protocols. I am honest and poses the humility to hold my hand up if I have made a mistake, but I will also ask for help and support from those who have more knowledge.

Taking the Jung personality test my report describes my personality as an ESPF. I can resonate with these results and feel how I describe myself as a leader shows these characteristics. 

Areas requiring improvement; pursuing innovation, helping other identify their strengths and utilising these within the team and conflict management. 

Leaders who inspire me; Band 8 in my workplace being a great listener but always knowing the right question to ask, acknowledging other points of view but understanding what impact this will have on the patient pathway.

Also new to these padlets couldn’t find a way to directly link to one individuals pen portrait, sorry.

What I consider my existing leadership gifts to be include my high level of taking initiative by asking questions and seeking out answers, I am a fast learner, critical thinker and passionate teacher in the clinical setting, I have comprehensive technical and clinical experience and exceptional interpersonal skills. Of these skills I am most interested in asking questions and seeking out answers through scientific research and clinically proven evidence. 

I tend to have positive relationships amongst friends and family, colleagues, groups, and society. The core foundations of a strong relationship include trust, honestly, commitment, and respect. I believe these are the key factors that contribute to a strong relationship and adapting these traits into the work environment is critical. As a leader it is important to have positive relationships with your team. I typically feel confident and comfortable in group settings, and typically speak up in meetings. I am not shy to offer opinions, advice, and question technical problems or processes in a professional and constructive manner. However, I am typically more relaxed in settings with people I know, opposed to group settings that involve people I do not have relationships with.

The talents I still need to continue to develop include being an effective listener and knowing how to delegate tasks. I would also like to further develop my communication skills towards colleagues and leadership staff. 

In terms of areas to develop I considered a leader from a previous position, considering this the areas that I need to continue to work on are being more resilient and responsive, especially when emails are involved. Having more confidence on what to and when to delegate and to be able to appear calm even in the more stressful situations.