Applying Leadership to Enable Staff Achievement
The systematic development of influential leaders is crucial to the long-term success of an organization; however, this aspect is frequently neglected or approached randomly. Management has been viewed as the technique through which an individual sets orientation, exerts influence over a team, and guides the organization toward a specific mission and objectives (Bush et al., 2019). Leadership affords each person the platform to showcase the best of who they are, but it also reveals their shortcomings. Good managers must frequently overcome these restrictions to communicate their vision and ensure its implementation. Anxiety, lack of confidence, uncertainty, intolerance, and contempt can impede leadership. However, recognizing and conquering these weaknesses can transform a poor leader into an outstanding one. This paper describes how a manager would provide leadership for executing the new system. The essay includes a description of the organizational behaviors that would most effectively position the company’s staff for success based on their experience and needs. Moreover, the report enumerates how the implementation plan relates to the administrator’s Clifton Strengths Signature Theme Report, including how this leadership situation aligns with or differs from their leadership profile.
How to Provide Leadership for the New System
Institutions must regularly review, analyze, and modify their growth strategies to address challenging possibilities and commercial interests. When a new technique must be executed, it is customarily the responsibility of executives to enhance its effectiveness (Bush et al., 2019). As a supervisor enhancing leadership for implementing the new framework, the solutions above would be reasonable. As a manager, identifying the proposed program’s objectives would necessitate providing leadership in executing the new system (Kakemam et al., 2020). It might be challenging for management to devise a strategy for achieving their goals if they are not crystal clear. Setting unachievable goals is frequent in project implementation, whether for self-improvement, professional advancement, or enterprise. Unrealistic goals might cause the leader and team to feel stressed, discouraged, disappointed, and exhausted (Kakemam et al., 2020). To prevent unwittingly producing low morale, a manager must examine past change efforts’ consequences and achievements, including strengths and weaknesses, to decide what is feasible given the available time and resources.
Additionally, leaders and their teammates must possess a shared sense of connectedness and cooperation to lead a team effectively. To accomplish this, a manager must know how to connect. Establishing a genuine, personal attachment with coworkers is essential for fostering the trust required to develop a culture of transparency and outstanding quality (Bush et al., 2019). To establish rapport, supervisors must concentrate on getting to know individual team members’ characters, preferences, capabilities, limitations, interests, and inclinations. Thus, this will give them an understanding of their objectives and objectives. Since 20% of the supervisor’s staff includes of newly-hired seasoned ED nurse travelers and unskilled novice nurses, interacting with the personnel would allow management to deliver successful onboarding to these groups.
The following are some of the most effective management actions for putting its employees in the best possible position for success, depending on their knowledge and needs. First, as an administrator, obtaining a mentoring methodology to develop a connection with coworkers and creating a mutual vision of what must be accomplished and how the proposed regime will be implemented is key. This type of interaction will provide directors with a more personalized and proactive influence on the development of each employee, form a partnership of trustworthiness, and cultivate a culture of continuous improvement.
Moreover, one of the perks of being a director is encouraging and inspiring people to perform their excellent efforts and pursue ideas and goals that allow them to develop. Inspiring others may seem like a soft goal, but motivation theory has established leaders’ techniques to encourage and empower their staff (Graves & Sarkis, 2018). Motivational executives are aware of fostering a strong feeling of community and inclusion inside their enterprises, consistently recognizing and rewarding accomplishments, and establishing performance requirements by emulating drive, ingenuity, and vigor. Consequently, their teams typically experience decreased turnover, higher efficiency, and enhanced motivation.
How the Implementation Plan Relates to Clifton Strengths Signature Theme Report
To successfully supervise a team according to the implementation plan described in the preceding subsection, managers and their counterparts must have a sense of belongingness and togetherness. As part of a greater whole, the Clifton Strengths Signature Theme Report needs administrators to be accountable for their decisions and possess free will (Yee et al., 2018). Within the medical institution, as an executive, assisting coworkers in comprehending how their activities fit into the wider context is key. As a result of the execution plan, the new ED staff would be able to quickly onboard and adjust to their new workplace surroundings within a short period to satisfy the demands of the facility’s clients since a director aids in establishing teams and making people feel valued.
Furthermore, determining the prospective system’s priorities would involve providing leadership for the new system’s implementation. The plan aligns with the Achiever theme that helps explain a leader’s motivation and expresses an insatiable desire for success. No matter how much an administrator believes their employees deserve a day off, if the day goes without any accomplishment, however minor, the director will feel unhappy. As an Achiever, executives must learn to accept this nagging sense of dissatisfaction since it gives them the stamina to work overtime without tiring. The Achiever theme motivates the management to set the pace and determine the production levels for their team (Yee et al., 2018). Since the leader was familiar with integrating the same customer monitoring system in their former stance, they will be motivated to quantify their effectiveness because they will feel challenged and energized in these environments, allowing them to accommodate the 10% growth in ED patients this way year.
The management scenario corresponds to the leadership profile in improving performance coaching. The 20% of the organization’s personnel comprised of seasoned ED nurse travelers and untrained clinical staff unfamiliar with the institution would require training to become accustomed to the facility’s regular tasks. Continuous conversation, assessment, guidance, and encouragement are mentoring for productivity. Instead of evaluations and procedures, teams with a shared objective have independence and legitimate power (Anthony, 2017). A leader acts as a tutor rather than a director under this paradigm. They function as listening ears, helpful critics, and providers of information and ideas gained from a more extensive experience (Anthony, 2017). As a manager, there is a transition from being a voice of condemnation to someone who understands, inquires, promotes, incorporates, and offers assistance.
Rationale for Choices
The importance of picking the two themes, achievers and connectedness, is discussed herein. First, the capacity to create goals for oneself and one’s group and organization is one of the defining attributes of an Achiever Manager. Setting objectives is not simple, and not everyone is capable of doing so. Good goals are connected with the institution’s strategic orientation, are attainable, and are difficult. A continual desire for accomplishment is the only factor that makes an Achiever feel fulfilled. Achievers view each day as a blank slate that must be filled with concrete achievements. The strongest attributes of an Achiever are a strong work ethic, an insatiable appetite, and the capacity to act responsibly.
Additionally, the Connectedness theme resides within the domain of developing relationship management. Executives focusing on partnerships have a natural inclination toward teamwork, enabling them to build formidable groups. When individuals become engrossed in day-to-day obstacles that sap their energy, togetherness helps managers take a breather and view the situation from a long-term viewpoint. As managers, their interconnectivity skills can facilitate the formation of collaborations and promote interdepartmental cooperation.
How Situational Leadership Advocates for Social Change
Situational leadership is a relationship-based model of management that bases a leader’s commands on their followers’ preparedness and capability. Therefore, it is considered an adjustable technique because the supervisor does not apply a single leadership model to all coworkers. To advocate for social change, a manager will most likely utilize an authoritative style with a new set of staff, as they are still learning their job and adapting to the new workplace environment, as in the case of the 20% new employees. Nevertheless, the same executive may delegate coaching to the longest-tenured and most motivated colleagues. In addition, staff members at varying phases of career growth require the appropriate amount of mentorship. They must establish standards and outcomes with their supervisors and participate in repeated one-on-one review meetings to assess their improvements toward those objectives. Situational leadership will, therefore, deliver continuous advice and focus to subordinates. Even experienced employees may need to enhance their transferable skills to prepare for their next career sequence.
References
Anthony, E. L. (2017). The impact of leadership coaching on leadership behaviors. Journal of Management Development, 36(7), 930-939. Web.
Bush, T., Bell, L., & Middlewood, D. (Eds.). (2019). Principles of educational leadership & management. Sage.
Graves, L. M., & Sarkis, J. (2018). The role of employees’ leadership perceptions, values, and motivation in employees’ pro-environmental behaviors. Journal of cleaner production, 196, 576-587. Web.
Kakemam, E., Liang, Z., Janati, A., Arab-Zozani, M., Mohaghegh, B., & Gholizadeh, M. (2020). Leadership and management competencies for hospital managers: a systematic review and best-fit framework synthesis. Journal of Healthcare Leadership, 12, 59-68. Web.
Yee, G. C., Janke, K. K., Fuller, P. D., Kelley, K. A., Scott, S. A., & Sorensen, T. D. (2018). StrengthsFinder® signature themes of talent in pharmacy residents at four midwestern pharmacy schools. Currents in Pharmacy Teaching and Learning, 10(1), 61-65. Web.