Self-Reflection: Personal Leadership Supporting Professional Leadership The leadership of advanced practice nurses plays an important role in the future care delivered to patients within a society so badly in need of healthcare improvements and reform. The challenge is to further develop all nurses and their abilities to be truly transformational in this process. Advanced practice nurses can serve as complexity leaders and role models for the entire nursing profession, which will ensure excellent
In the academic context, ‘reflection’ is defined as; “a generic term for those intellectual and affective activities in which individuals engage to explore their experiences in order to lead to new understandings and appreciations. It may take place in isolation or in association with others. It can be done well or badly, successfully or unsuccessfully.” (Boud, Keogh and Walker, 1985, p 19) Needless to say, engaging in reflection at an academic level is more than merely passively remembering and
managers are professionals who uphold vital roles in hospitals and primarily tasked in maintaining the smooth and efficient operation of inpatient staff as well as the success of the health care institution. Additionally, nurse managers provide the leadership required in influencing the work attitudes and environment of the nurses engaged in patient care. A positive reinforcement led by the nurse manager would not only enhance the staff’s continual commitment to the organizations goals but also give
their learning and work experiences and as to change interpersonal and organizational practices. From a critical point of view, Willmott (1994 pp. 116) emphasizes the importance of reflection and learning in transforming “control into emancipation”. To this end, critical action learning becomes a process of reflection on the adequacy and value of programmed organizational knowledge. According to Trehan and Pedler (2009), critical action learning does not only address problems belonging only to individuals
our self. To find out who we are it means knowing our eccentricities and idiosyncrasies, what we like and what not, our tolerances and inhibitions. As well as our strengths, weaknesses, passions, fears, desires, and dreams. Our personality, values, attitudes, and emotions reflect our philosophy in life and leadership style. To be an effective leader, you must know yourself first. Self-assessment helps us identify things we need to improve. In this paper, I will discuss who I am, the leadership style
involves a collaboration by a group of teachers in writing journals (Richards, 1995; Xu, 2009). Collaborative diary keeping has been found to be instrumental in developing a critical reflection on teaching (Xu, 2009). Studies conducted on collaborative diary keeping have associated the same practice with several benefits to self-development among second language teachers (Orem, 2001; Richards, 1995; Xu, 2009). Firstly, the awareness of classroom process and a deep consideration of the same process was improved
strengths for so long, and in college I am finally putting them to the test while challenging my leadership skills. Seeing my strengths on paper, helps me to be more confident as a leader for my sorority because I believe my five top strengths are positive for a leader of an organization to have. Each domain of these themes is a building block to my personality. These traits will help in my leadership ways, while also inspiring me to grow personally and
Another interactive aspect in the empowerment of employees will be respectful environment and interactions that can enthusiastically engage them in healthier and productive scenario. In contrast, employees might be deteriorated when there is lack of self-esteem and empowerment in the organization. Organizational values are associated to the provision of quality services that directly links with frontline employees such as managers.
This paper is a reflection of my personal leadership development blueprint this quarter. The paper identifies three main attributes that have made me to become a change leader this quarter. The paper concludes by pinpointing some core values that have successfully made this change possible. A change leader can be defined as encouraging people to take risks - to evaluate their core beliefs and world view - and engage effectively with others (Flanagan, 2014). His objective is to guide people through
Question: What, if any, is the relationship between a superintendent’s instructional leadership practices, as operationalized by Marzano and Waters five district level leadership responsibilities, and a district’s effectiveness as measured by student achievement, graduation rates, and dropout rates? Hypothesis 1: There is a statistically significant relationship between a superintendent’s instructional leadership practices and a district’s student achievement as measured by a district’s CRT Science