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Personal Leadership Model

Student

Institution

Course

Instructor

Due Date
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Personal Leadership Model

Section One: Emotional Intelligence and Leadership

Various studies have linked emotional intelligence (EI) to effective leadership (Crosby

and Bryson, 2020). High EI leaders can identify, comprehend, and control their own emotions

and those of others. Leadership skills are improved in some ways by this capability to control

emotions.

EI helps leaders communicate more effectively. Leaders can modify their communication

style to successfully deliver their message by being able to identify and comprehend the

emotions of others. They become better listeners, which enables them to get input and insights

from their team.

Leaders with high EI can create a favorable and effective work environment because they

can inspire and motivate their team members. By recognizing and managing their own emotions,

leaders can remain calm and focused under pressure, which can positively impact team morale.

In addition, leaders can empathize with their team members, building trust and rapport.

These leaders are capable of making wiser choices. Leaders who can identify and control

their emotions will be able to make judgments based on logic rather than emotion. Additionally,

managers with high EI can identify others' emotions and use that knowledge to make decisions in

the team's best interests.

Finally, these leaders with high EI can handle disagreements well. Leaders who can

recognize and control their emotions can better remain composed under pressure and resolve

problems with team members. Leaders with high EI are also able to identify and comprehend the

emotions of others, which enables them to handle conflict and find solutions efficiently.

Section Two: Personal Leadership Assessment

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Leadership techniques proven beneficial in the face of adversity have been identified by

researchers. The ability to deal with stress and act rationally under pressure improved for leaders

who regularly engaged in mindfulness practices (Good et al., 2016). Self-care and prioritizing

well-being are also critical stress-management strategies for leaders (Tawfik et al., 2018).

I have been in a stressful scenario when my team had to finish a crucial project under

extreme time pressure. We tried our best. However, unforeseen complications caused us to fall

behind schedule. As a result, I took command and, together with my team, came up with a new

course of action. Regular communication with team members and stakeholders kept everyone

involved and informed, which reduced some of the tension and worry.

I recognize that I could have better managed my stress and reactions to the situation.

Based on the research, I could have benefited from implementing mindfulness practices, such as

deep breathing exercises or taking short breaks to refocus my attention. I also could have

prioritized my well-being by ensuring I was getting enough rest and taking time to recharge

outside of work.

This insight will influence my leadership development by prompting me to prioritize my

well-being and implement mindfulness practices in my daily routine. By doing so, I will be

better equipped to manage stressful situations and lead my team effectively.

Section Three: Personal Leadership Brand Statement

Establishing a strong personal brand that aligns with one's values, strengths, and

personality is crucial to successful leadership. As per Korn Ferry, a worldwide organizational

consulting firm, a personal leadership brand refers to an exclusive commitment of worth that a

leader contributes to the enterprise. According to Korn Ferry's report in 2021. The process of
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cultivating a personal leadership brand can facilitate a deeper comprehension of one's leadership

approach and enable more effective communication of this approach to others.

My evaluations and introspection have led me to conclude that "Empathetic Innovator"

best describes my leadership style. Since I like to think of myself as an Empathetic Innovator,

one of my goals at work is to ensure everyone has a place and a voice. I will try to see things

from other people's points of view and use my EQ to forge stronger bonds with my teammates.

Furthermore, I am constantly looking for creative answers to complex problems and promoting a

culture of open innovation within my team.

My "so that" statement for my brand is: "My leadership style is Empathetic Innovator so

that I can drive innovation and create a collaborative culture that fosters creativity and growth

within the organization." By embodying this personal brand, I hope to inspire my team to

embrace innovation and take calculated risks that drive growth and improve patient outcomes.

Section Four: Personal Leadership Model

An excellent leadership model can significantly contribute to the success of a healthcare

administration business. This section examines how leaders can use their skills, emotional

intelligence, and leadership brand to complement the organization's ethos, objectives, and values.

This section delves into how leaders can best steer efficient teams, how to budget projections

might alter their approach, and how a leader's stance should mirror the organization's goals,

beliefs, and ethics.

Goal setting, clear and concise communication, adequate assistance, and an upbeat work

environment are all hallmarks of strong team leadership. Howard et al. (2020) found that

transformational leadership, which emphasizes encouraging and empowering subordinates to

realize their full potential, is successful in healthcare. Transformational leaders promote

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innovation, creativity, and intellectual stimulation for better teamwork, higher employee

satisfaction, and better patient results. Leaders fostering diversity and inclusion in their teams

can better ensure that everyone has a fair chance at success (Nembhard and Edmondson, 2019).

Financial projections can profoundly affect the decision-making process and leadership

style of a leader. Leaders must be familiar with financial forecasts to make informed judgments

and set appropriate priorities. Gregory and Thakor's (2020) research reveals that leaders who

balance financial success and social and environmental responsibility are more likely to succeed

in the long run. Profits in the short-term must be balanced with investments in the long-term,

such as in training and equipment.

Leadership should reflect an organization's mission, values, and professional and

personal ethics. Leaders should align their values with the organization's to create a culture of

trust, transparency, and accountability. Leaders who demonstrate ethical behavior and integrity

can inspire and motivate their followers to do the same (Crosby and Bryson, 2020). Influential

leaders should also consider their community's diverse cultural and social needs and promote

equitable access to healthcare services.

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References

Crosby, B. C., & Bryson, J. M. (2020). Leadership for the common good: Tackling public

problems in a shared-power world. John Wiley & Sons.

Crosby, B. C., & Bryson, J. M. (2020). Understanding and leading resilient teams. Public

Administration Review, 80(1), 3-14.

Good, D. J., Lyddy, C. J., Glomb, T. M., Bono, J. E., Brown, K. W., Duffy, M. K., ... & Lazar, S.

W. (2016). Contemplating mindfulness at work: An integrative review. Journal of

management, 42(1), 114-142.

Howard, J., Gulanick, M., Mooney, K. H., & Dochterman, J. M. (2020). Leadership and

management competencies of executive nurse leaders: A systematic review. Journal of

Nursing Administration, 50(3), 133-141.

Merrill, R. M., Sloan, A., & Hunter, M. (2017). Trust and communication in a doctor–patient

relationship: A literature review. Journal of Healthcare Communications, 2(4), 34-41.

Nembhard, I. M., & Edmondson, A. C. (2019). Making it safe: The effects of leader

inclusiveness and professional status on psychological safety and improvement efforts in

health care teams. Journal of Organizational Behavior, 40(3), 331-348.

Salovey, P., & Mayer, J. D. (2017). Emotional intelligence. Imagination, Cognition and

Personality, 9(3), 185-211.

Tawfik, D. S., Phibbs, C. S., Sexton, J. B., Kan, P., Sharek, P. J., Nisbet, C. C., & Rigdon, J.

(2018). Factors associated with provider burnout in the NICU. Pediatrics, 141(6),

e20170974. https://doi.org/10.1542/peds.2017-0974
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