How will you establish personal credibility as a leader? How will you model the way for others?
Establishing credibility as a leader is one of the most important aspects of leadership (Wamsiedel, 2020). The DNP scholar is well suited to serve as credible and transformational leader in todays high-demand workplace in both clinical and non-clinical aspects. I will strive to earn the respect of my team through the appropriate use of resources, following through on my decisions, and connecting with coworkers using the framework of emotional intelligence to guide my leadership decisions (Livesey, 2017). Good work relationships are based on credibility, trust, and consistency and those are the elements that I will portray in my leadership efforts to build strong alliances and effective interdisciplinary teams to achieve positive outcomes in healthcare (Mitchell & Boyle, 2019).
What strategies will you use to inspire a shared vision for those you lead?
The most effective strategy the DNP leader can use to inspire a shared vision for team members is to determine the vision each individual aspect of the organization has and how it fits into the overall vision of the systems future (Weiss PG, 2020). The healthcare system is made up of individual clinical and non-clinical pieces that each have a vision and aspect of what success and the future looks like. By eliciting each of these pieces, the DNP leader can analyze how they fit together to form a solid interprofessional vision for the organizations future and use it as a roadmap to success. Constant reassessment of these pieces is required to assure they agree with the plan of the organization. The dynamic environment of the healthcare industry requires constant reevaluation and organizational assessment to assure its strategies are leading it towards success and avoiding complacency (Wei et al., 2020).
How will you challenge the current process to lead change?
Leading change is sometimes not an easy task but is necessary for the DNP leader to steer the organization to positive outcomes. My initial step in leading change is to understand the vision of the organization and what the end goal is. It is also important to remember that leading change is not a linear process, but rather a circular process that requires evaluation and revision to remain on track (Weiss PG, 2020). Leading change in a healthcare organization means that multiple disciplines will be involved as well as impacted, so you must be able to identify which disciplines are impacted by all decisions and how these decisions fit into the overall vision and direction of the organization (Mitchell & Boyle, 2019). Setting realistic expectations for team members and holding people accountable are also crucial aspects of leading change and the DNP leaders is well suited for these tasks.
What strategies will you use to enable others to act?
Using shared goals and objectives is the most effective strategy for enabling members of an interdisciplinary team to act (Mitchell & Boyle, 2019). By using shared goals and objectives and communicating how these shared goals complement each discipline and work together to improve the organization, you are encouraging collaboration and will create unison and avoid creative conflicts that can interfere with success and halt progress (Hu et al., 2016). I will also treat team members with respect and dignity, while challenging them to produce creative results which ensures growth and development among individuals (Hu et al., 2016).
How will you recognize the contributions of others?
My strategies for recognizing contributions of others involve both praising the individual as well as their team for their efforts and outcomes. By recognizing the individual for their effort, you create a sense of appreciation that leads to trust and credibility (Hu et al., 2016). By recognizing the team, you are promoting camaraderie which will results in increased performance, trust, and motivation while encouraging further creativity and effort. Teams that produce extraordinary results are ones that are made up of emotionally intelligent individuals who understand the goals of their team and how their efforts will improve the organization.
Hu, N., Chen, Z., Gu, J., & Liu, H. (2016). Conflicts and creativity in inter-organizational teams: The moderating role of shared leadership. International Journal of Conflict Management, 28(1), 74–102. Retrieved March 20, 2021, from https://doi.org/10.1108/IJCMA-01-2016-0003 (Links to an external site.)
Livesey, P. V. (2017). Goleman-Boyatzis model of emotional intelligence for dealing with problems in project managment. Construction Economics and Building, 17(1), Article 2204-9029. https://doi.org/10.5130/AJCEB.v17i1.5101 (Links to an external site.)
Mitchell, R., & Boyle, B. (2019). Inspirational leadership, positive mood, and team innovation: A moderated mediation investigation into the pivotal role of professional salience. Human Resource Management, 58(3), 269–283. https://doi.org/10.1002/hrm.21951 (Links to an external site.)
Wamsiedel, M. (2020). Credibility work and moral evaluation at the ED. Social Science & Medicine, 248. https://doi.org/10.1016/j.socscimed.2020.112845 (Links to an external site.)
Wei, H., Kifner, H., Dawes, M. E., Wei, T. L., & Boyd, J. M. (2020). Self-care strategies to combat burnout among pediatric critical care nurses and physicians. Critical Care Nurse, 40(2), 44–53. https://doi.org/10.4037/ccn2020621 (Links to an external site.)
Weiss PG. (2020). Leading change to address the needs and well-being of trainees during the COVID-19 Pandemic. Academic Pediatrics, 20(6), 735–741. https://doi.org/10.1016/j.acap.2020.06.001 (Links to an external site.)
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