The Purpose Of This Assessment Is To Discuss And Analyze You

The Purpose Of This Assessment Is To Discuss And Analyze Your Leadersh

The purpose of this assessment is to discuss and analyze your leadership development based on the Kouzes and Posner (2017) model. This model includes five (5) Practices of exemplary leadership: modelling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. Each Practice is supported by two (2) Commitments. The assessment consists of two parts: creating a visual presentation (Part A) and a written assignment (Part B).

Part A requires creating and presenting a visual representation of your future leadership development. This visual should creatively analyze how the five Kouzes and Posner practices relate to your leadership skills and how they can be used to plan your development. Any format other than PowerPoint or similar programs is acceptable. All participants are expected to bring the visual representation to workshop 4.

Part B involves briefly describing a personal leadership example and analyzing it using each of the five practices and ten commitments from Kouzes and Posner (2017). Use additional literature to support your discussion, illustrating an understanding of effective leadership in health contexts. Discuss how these practices and commitments can contribute to your leadership growth, including specific strategies. This part should also support and expand upon the ideas presented in your visual representation from Part A.

Paper For Above instruction

Leadership development is a continuous and dynamic process integral to advance in any professional context, especially within health. The Kouzes and Posner (2017) model offers a comprehensive framework, emphasizing five exemplary leadership practices supported by ten commitments, which serve as pivotal strategies for effective leadership. This paper discusses my personal leadership development through the lens of this model, combining a visual plan for future growth with a reflective analysis of an actual leadership experience, supported by contemporary literature.

Part A: Visual Representation for Leadership Development

My visual representation of future leadership development takes the form of a detailed mind map. Central to this map are the five practices of exemplary leadership: modelling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. Surrounding each practice are specific goals, actions, and milestones I aim to achieve, mapped through the lens of each commitment supporting that practice.

For example, for "Modelling the Way," I have highlighted commitments such as clarifying values and setting an example. My goals involve demonstrating integrity in decision-making, cultivating transparency, and practicing consistency in actions. The visual map illustrates steps to cultivate these qualities through mentorship, continuous learning, and reflective practice. Similarly, for "Inspiring a Shared Vision," I seek to develop effective communication skills, foster team cohesion, and articulate a compelling future for my team, guided by commitments such as envisioning the future and aligning actions with shared values.

The visual also incorporates timelines, feedback loops, and evaluation metrics to monitor progress. It visually emphasizes the interconnectedness of each practice and commitment, encouraging a holistic, integrative approach to leadership development. This creative visual not only serves as a roadmap but also as an inspirational reminder of the values and strategies I wish to embody and promote.

Part B: Personal Leadership Example and Analysis

A recent example of my leadership occurred during a multidisciplinary project aimed at improving patient flow in a hospital department. I assumed the role of team coordinator, facilitating communication among diverse professionals, including nurses, doctors, and administrative staff. My leadership approach was guided by the practices outlined by Kouzes and Posner (2017).

Firstly, in modeling the way, I demonstrated commitment to patient-centered care and data-driven decision-making, setting an example for the team through transparency and integrity. I emphasized shared values of efficiency and compassion. This approach fostered trust and legitimacy, encouraging team members to mirror these behaviors.

Secondly, inspiring a shared vision involved articulating the project’s goal of improving patient care quality and reducing wait times, employing motivational communication and emphasizing the importance of each member's contribution. This aligned team efforts and motivated collective engagement.

Challenging the process was reflected in my facilitation of open discussions about existing inefficiencies, encouraging innovative ideas, and fostering a culture of continuous improvement. I supported experimentation and acknowledged risks, aligning with commitments such as challenging the process and encouraging experimentation.

Enabling others to act was demonstrated through delegating responsibilities, providing necessary resources, and fostering collaboration. This empowered team members, increasing confidence and ownership over tasks, which is supported by literature emphasizing shared leadership in health settings (Xyrichis & Ream, 2008).

Finally, encouraging the heart involved recognizing team achievements, celebrating milestones, and providing encouragement to sustain motivation. I made efforts to offer constructive feedback and appreciation, fostering a positive work environment.

Literature supports that effective leaders foster trust, motivate intrinsically, and create environments of psychological safety (Edmondson, 2018). Applying these practices contributed to the success of the project, demonstrating the relevance of the Kouzes and Posner framework in health leadership. Strategies for my ongoing development include engaging in leadership training, seeking feedback, and practicing reflective leadership to embed these practices more deeply into my routine.

In conclusion, the five practices and ten commitments of Kouzes and Posner (2017) provide a robust foundation for developing effective health leaders. My visual plan illustrates a path for continued growth emphasizing self-awareness, strategic communication, and empowerment. My personal experience highlights how these practices translate into tangible leadership actions that improve team function and patient care. Supporting literature reinforces that adopting these practices can facilitate transformational leadership, essential for addressing contemporary health challenges. Moving forward, I aim to integrate these principles into daily practice, ensuring my leadership remains aligned with ethical, compassionate, and effective healthcare delivery.

References

• Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. John Wiley & Sons.
• Xyrichis, A., & Ream, E. (2008). Teamworking in health care: A review of the evidence. International Journal of Nursing Studies, 45(1), 140-153.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Gronholm, P. C., et al. (2017). Leadership and mental health in health care professionals: A systematic review. International Journal of Environmental Research and Public Health, 14(7), 870.
• Wong, C. A., & Cummings, G. G. (2015). The influence of authentic leadership and transformational leadership on nurses’ job satisfaction and organizational commitment. Journal of Nursing Management, 23(5), 607-615.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• McClead, R., & Gormley, D. K. (2016). Building a culture of leadership in health care. Healthcare Management Review, 41(4), 278-285.
• Sfantou, D. F., et al. (2017). Importance of leadership style towards quality of care in healthcare settings: A systematic review. Healthcare, 5(4), 73.