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Self-analysis of leadership behaviors and strengths

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As the nursing education and practice develops, te same is true in nursing leadership theories. Cark (2009, p. 623) presents the evolution of leadership theories from the basic leadership principles to more broader concepts and these are: 1) The great man theory – leaders are born, nt made; 2) Trait theory – some people are born with inherited traits suited to leadership; 3) Behavioral theory – leaders are made, nt born; 4) Role theory – describes how expectations frame behavior; 5) Lewin’s leadership styles – a. atocratic (making decisions consulting anyone), b democratic (involve others in their decision), ad c.

lissez-faire (minimal involvement in decision-making); 6) Likert’s leadership styles – a. eploitative authoritative (using threats and fear to achieve conformance), b benevolent authoritative (showing concern but sugarcoats information and maintains control of decisions), c consultative (listens to everyone but still makes the major decision), ad d. prticipative (increases collaboration and seeks involvement of others in the decision-making process); 7) Hershey and Blanchard’s situational leadership theory – considers motivation and capability of the followers; 8) Normative leadership – chooses decision procedure from autocratic to group-based, dpending on decision-acceptance and follower knowledge; 9) Path-goal theory – clarifies the path to a goal, rmoving roadblocks and increasing rewards along the way; 10) Leader-member exchange theory – leaders exchange informal agreements with their members; 11) Transformational leadership theory – uses vision, pssion, prsonal integrity, ad enthusiasm to shape a changing social architecture by being proactive, srving as a catalyst for innovation, fnctioning as a team member, ad encouraging organizational learning; 12) Authentic leadership – positive, gnuine, tustworthy, cedible, rliable, ad believable; Collective leadership – is a collective view of leadership as a property of the social system, acomplex process of mutual influence, wthin everyone’s grasp, oly one factor influencing organizational performance, ad is viewed in context.

O the many leadership strategies mentioned, te transformational (TF) leadership model is often favored as evidence showed its effectiveness in the clinical practice setting, wich, acording to Medley and...

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