Course Reflections
Throughout this course, I have found a great value in the 'Powerful Ideas', and will look to apply them going forward in my own leadership endeavors. It is important for me to identify at least one, or two valuable items of interest per term that I can remember and take with me, not only into the follow on courses, but into my professional and personal life. The sooner I can employ these concepts, the more practice and time I will have to learn from both failures and successes.
The best way for me to apply what I have learned is to assess what it is that I have learned, and determine where it works best to apply it. Once these two things have been identified, it will be detrimental to integrate it slowly, yet consistently. Many times, the enemy of a desired change is inconsistency. Being creatures of habit, we must take on a disciplined attitude about positive change, until the new pattern becomes a behavioral one. In addition, any positive repercussions, is positive reinforcement.
Change to leadership style must be considered when the change is too radical for the leader, as leadership styles tend to come from personalities. Therefore, any changes in leadership styles, must comply and compliment the personality to some degree. If it feels too unnatural, chances are, the change has been applied incorrectly for that person, and the change will not take.
I see employing the conceptual ideas of empowerment of my followers, as well as my peers, and supportive communications with same. I feel these two ideas go hand in hand as they are intertwined in inter-personal communications. Yet, it will also be necessary to engage our people in order to apply the first two.
I plan to engage my followers in order to support them and empower them, letting that be my example to my peers of a transformational act within the organizational culture, as well as within myself. However, it is important to note Oehler, Stomski & Kustra-Olszewska, (2014) state that the most engaging leaders are the products of having deeply held beliefs from earlier experiences, which means new ones will not just sprout up, and that this type of required change denotes there can never be a quick behavioral type checklist. The essence of Transformational leadership is a relationship of mutual stimulation and elevation raising the level of behavior as well as the aspirations of both the leader and those led; thus, having a transforming effect on both (as cited by Burns, 1978), ("Transformational Leadership and Evidence-Based Management", 2004).
Reference:
Oehler, K., Stomski, L. & Kustra-Olszewska, M., (2014, November 7). Managing people: What makes someone an engaging leader? Retrieved from https://hbr.org/2014/11/what-makes-someone-an-engaging-leader.
The King's Fund, (2012). Leadership and engagement for improvement in the nhs: Together we can [Report]. Retrieved from https://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/leadership-for-engagement-improvement-nhs-final-review2012.pdf.
Institute of Medicine (US) Committee on the work environment for nurses and patient safety, (2004). Keeping patients safe: Transforming the Work Environment of Nurses. Available from: https://www.ncbi.nlm.nih.gov/books/NBK216194/.
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