SlideShare a Scribd company logo
1 of 20
DETERMINING THE
PERFECT POSITION
  By: Oluwatosin Ola,
            RN, BSN
Introduction
• This presentation will
   – Identify strengths of
     leadership style
   – Identify weaknesses of
     leadership style
   – Compare leadership
     theories
   – Contrast leadership
     theories
   – Apply leadership
     theories to personal
     style
Qualifications
• Education                     • Awards
  – Bachelor’s in Nursing         – Nurse of the Year
  – Master’s in Nursing with        Nomination 2011 State
    MBA emphasis in Health          of Oregon
    Care Management             • Community Service
     • Completion August 2013     – Board of
• Experience                        Directors, Mustard Seed
  – 11 years diverse nursing        medical relief
    experience                      organization
  – 3 years as a charge nurse     – Volunteer, Immigrant
                                    and Refugee Community
                                    Organization (IRCO)
DISC Assessment: Dominant
                Leadership Style
•   Fast paced, “Get things done” mentality
•   Delivers results, Goal oriented
•   Decision making ability
•   High energy, able to juggle multiple projects
•   Excels in leadership and administration


    (Alessandro, 1996-2010)
The Producer – A Dominant
            Leadership Sub-style
Tendencies                       Strengths

• Efficient, Dependable, Prod    • Often competitive
  uctive                         • Dependent on plans for
• Incrementally improving          action and follow through
  rate of production             • Tenacious and focused
• Highly focused                   under pressure
• Competitive                    • Task and goal oriented




                                (Alessandro, 1996-2010)
Weaknesses of the Producer
          and Dominant Style
•   Dislikes being told what to do
•   Reluctant to change feelings
•   Delegates only when absolutely necessary
•   Impatience
•   Can be insensitive to others
•   Have a tendency towards conflict
                               (Alessandro, 1996-2010)
Personality Self-Assessments
    • Type B+ personality
    • ENFJ
      – Flexibility in accepting the nature of
        others
    • The Big Five
      – Conscientiousness
    • Intolerant of ambiguity
    • Moderately creative
                          Self-Assessment Library (SAL),
                          Robbins, 2007
Leadership Self-Assessments
• Dominant needs are achievement, autonomy
  and power
• High intensity at work, motivated by growth
• Strong self-efficacy
• Good at leading and building teams
• Effective in conflict management
• Respond well to turbulent change
• Charismatic leadership potential
                             Self-Assessment Library (SAL),
                             Robbins, 2007
Individual Power Style
• High Machiavellian score
• Trustworthy
• Power style
  – Referent
  – Expert
• High motivation to become a manager
• Effective at discipline
                        From: Self-Assessment Library (SAL),
                        Robbins, 2007
Weaknesses Self-Assessment
•    High Mach
•    Low trust in others
•    Delegation skills
•    Performance feedback
•    Task-oriented


    From: Self-Assessment Library (SAL),
    Robbins, 2007
Leadership Theories
•   Trait Theories
•   Behavioral Theories
•   Contingency Theories
•   Charismatic Theory
•   Transformational and Transactional Theories
•   Authentic and Servant Leadership Theories
Trait Theories
• The Big Five
   –   Agreeableness
   –   Extraversion
   –   Conscientiousness
   –   Openness to Experience
   –   Emotional Stability
• Emotional Intelligence
  (EI)

    Robbins & Judge, 2011, p. 377-379
Behavioral Theories

• Initiating versus Consideration
• Employee-oriented versus
  Production-oriented




                   Robbins & Judge, 2011, p. 380
Contingency Leadership Theories
• Fiedler Contingency Model
  – Leader-member relations
  – Task structure
  – Position power
• Situational Leadership Theory (SLT)
• Path-Goal Theory


                              Robbins & Judge, 2011, p. 381-386
Charismatic Leadership Theory
• Vision and articulation
• Personal risk
• Sensitivity to follower’s
  needs
• Unconventional
  behavior


(Robbins & Judge, 2011, figure 12-3)
Transactional versus Transformational
         Leadership Theories
Transactional                      Transformational
• Contingent reward                • Idealized influence
• Management by exception          • Inspirational motivation
   (active)                        • Intellectual stimulation
• Management by exception          • Individualized consideration
   (passive)
• Laissez-Faire




                (Robbins & Judge, 2011, figure 12-4)
Authentic and Servant
                  Leadership Theories
Authentic Leadership            Servant Leadership
• Ethical                       • Integrity and trust
• Have high values              • Humility
• Trustworthy                   • Altruism and empathy
• Open communication            • Personal growth and
                                  empowerment
                                • Fairness, justice




Robbins & Judge, 2011, p. 394      Yukl, 2010, p. 420
Role Definition: Chief Nursing Officer
• Reports to the Medical
  Director and Board of
  Directors
• Member of strategic
  council
• Supervises activities of all
  nurses in facility
• Meets patient care
  objectives
• Assists with obtaining
  certification and
  accreditation
Conclusion
– Strengths of leadership
  style
– Weaknesses identified
  can be minimized with
  additional management
  training
– All leadership theories
  can factor into personal
  leadership style
– Role definition for CNO
  position
References
Alessandra, T. (1996-2010). The DISC Platinum Rule Behavioral Style Assessment [Software]. Published

    instrument. Retrieved from http://www.uop.blanchardassessments.com.

Getty Images. (2012). Keywords “Business woman”, “Success”, “Leadership”. Retrieved March

    25, 2012 from http://gettyimages.com.

Robbins, S. P. (2007). Self-Assessment Library (Version 3) [Software]. Retrieved from

    https://ecampus.phoenix.edu/secure/aapd/sas/robbins_sal3v3/sal3v3web.html.

Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ:

    Pearson/Prentice-Hall.

Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River: NJ: Pearson/Prentice Hall.

More Related Content

What's hot

Ob slides hol - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)Ob slides hol  - group dynamics and work teams(1)
Ob slides hol - group dynamics and work teams(1)stuitstrain2
 
situational leadership
situational leadershipsituational leadership
situational leadershipdvsgi
 
Situational leadership theories
Situational leadership theoriesSituational leadership theories
Situational leadership theoriesndim1
 
Situational Leadership
Situational LeadershipSituational Leadership
Situational Leadershippeders
 
Situational leadership m.a.
Situational leadership m.a.Situational leadership m.a.
Situational leadership m.a.mylenepmendoza
 
FREE LEADERSHIP FOLLOW UP LECTURE by Protrainers global Network
FREE LEADERSHIP FOLLOW UP LECTURE by Protrainers global NetworkFREE LEADERSHIP FOLLOW UP LECTURE by Protrainers global Network
FREE LEADERSHIP FOLLOW UP LECTURE by Protrainers global NetworkD G Business School
 
Situational Leadership
Situational LeadershipSituational Leadership
Situational LeadershipNelxflo
 
Industrial Psychology: Leadership Theories
Industrial Psychology: Leadership TheoriesIndustrial Psychology: Leadership Theories
Industrial Psychology: Leadership TheoriesGiselle
 
Hersey-Blanchard Situational Leadership Theory
Hersey-Blanchard Situational Leadership TheoryHersey-Blanchard Situational Leadership Theory
Hersey-Blanchard Situational Leadership TheoryDaryl Tabogoc
 
Situational leadership
Situational leadership Situational leadership
Situational leadership Mac Pro
 
Better training conversations
Better training conversationsBetter training conversations
Better training conversationsHi Gemba
 
Leadership & Followership
Leadership & FollowershipLeadership & Followership
Leadership & FollowershipCepal & Co.
 

What's hot (20)

Know the Leader inside you
Know the Leader inside youKnow the Leader inside you
Know the Leader inside you
 
Leading
LeadingLeading
Leading
 
MOC Danny Jutten
MOC Danny JuttenMOC Danny Jutten
MOC Danny Jutten
 
Leadership
LeadershipLeadership
Leadership
 
Ob slides hol - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)Ob slides hol  - group dynamics and work teams(1)
Ob slides hol - group dynamics and work teams(1)
 
Situational leadership
Situational leadership Situational leadership
Situational leadership
 
situational leadership
situational leadershipsituational leadership
situational leadership
 
leadership skills
leadership skillsleadership skills
leadership skills
 
Situational leadership theories
Situational leadership theoriesSituational leadership theories
Situational leadership theories
 
Situational Leadership
Situational LeadershipSituational Leadership
Situational Leadership
 
Situational leadership m.a.
Situational leadership m.a.Situational leadership m.a.
Situational leadership m.a.
 
Leadership skills
Leadership skillsLeadership skills
Leadership skills
 
FREE LEADERSHIP FOLLOW UP LECTURE by Protrainers global Network
FREE LEADERSHIP FOLLOW UP LECTURE by Protrainers global NetworkFREE LEADERSHIP FOLLOW UP LECTURE by Protrainers global Network
FREE LEADERSHIP FOLLOW UP LECTURE by Protrainers global Network
 
Situational Leadership
Situational LeadershipSituational Leadership
Situational Leadership
 
Industrial Psychology: Leadership Theories
Industrial Psychology: Leadership TheoriesIndustrial Psychology: Leadership Theories
Industrial Psychology: Leadership Theories
 
Hersey-Blanchard Situational Leadership Theory
Hersey-Blanchard Situational Leadership TheoryHersey-Blanchard Situational Leadership Theory
Hersey-Blanchard Situational Leadership Theory
 
Situational leadership
Situational leadership Situational leadership
Situational leadership
 
Better training conversations
Better training conversationsBetter training conversations
Better training conversations
 
Situational leadership
Situational leadershipSituational leadership
Situational leadership
 
Leadership & Followership
Leadership & FollowershipLeadership & Followership
Leadership & Followership
 

Viewers also liked

The ULTIMATE Guide for Getting Your Dream Dental Job
The ULTIMATE Guide for Getting Your Dream Dental JobThe ULTIMATE Guide for Getting Your Dream Dental Job
The ULTIMATE Guide for Getting Your Dream Dental JobKen Newhouse & Co.
 
Dow Jones & Company interview questions and answers
Dow Jones & Company interview questions and answersDow Jones & Company interview questions and answers
Dow Jones & Company interview questions and answersmalilastuelsam
 
How to prepare for a job interview?
How to prepare for a job interview?How to prepare for a job interview?
How to prepare for a job interview?edujobscanada
 
Tell me about yourself interview question
Tell me about yourself interview questionTell me about yourself interview question
Tell me about yourself interview questionAbu Jafar Rasel
 
How to prepare for a teaching interview
How to prepare for a teaching interviewHow to prepare for a teaching interview
How to prepare for a teaching interviewBrent Daigle, Ph.D.
 

Viewers also liked (6)

Interviewskills
Interviewskills Interviewskills
Interviewskills
 
The ULTIMATE Guide for Getting Your Dream Dental Job
The ULTIMATE Guide for Getting Your Dream Dental JobThe ULTIMATE Guide for Getting Your Dream Dental Job
The ULTIMATE Guide for Getting Your Dream Dental Job
 
Dow Jones & Company interview questions and answers
Dow Jones & Company interview questions and answersDow Jones & Company interview questions and answers
Dow Jones & Company interview questions and answers
 
How to prepare for a job interview?
How to prepare for a job interview?How to prepare for a job interview?
How to prepare for a job interview?
 
Tell me about yourself interview question
Tell me about yourself interview questionTell me about yourself interview question
Tell me about yourself interview question
 
How to prepare for a teaching interview
How to prepare for a teaching interviewHow to prepare for a teaching interview
How to prepare for a teaching interview
 

Similar to Determining your perfect position

Leadership The Everyone's Business
Leadership The Everyone's BusinessLeadership The Everyone's Business
Leadership The Everyone's BusinessTedy Sitepu
 
Developing your Leadership Skills
Developing your Leadership SkillsDeveloping your Leadership Skills
Developing your Leadership SkillsBPOCareerHub Portal
 
Leadership - Organisational Behavior
Leadership - Organisational BehaviorLeadership - Organisational Behavior
Leadership - Organisational Behaviorshrinivas kulkarni
 
leadership Theories.ppt
leadership Theories.pptleadership Theories.ppt
leadership Theories.pptshwetalalwani
 
Week 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).pptWeek 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
 
BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.pptBA 361 lecture ch 14.ppt
BA 361 lecture ch 14.pptssuser48f152
 
Ilm leadership skills(1)
Ilm leadership skills(1)Ilm leadership skills(1)
Ilm leadership skills(1)Lalit KC
 
Leadership in nursing , 2022-DTBY-S.pptx
Leadership in nursing , 2022-DTBY-S.pptxLeadership in nursing , 2022-DTBY-S.pptx
Leadership in nursing , 2022-DTBY-S.pptxGalassaAbdi
 
Contemporary Approach to Leadership.
Contemporary  Approach to Leadership.Contemporary  Approach to Leadership.
Contemporary Approach to Leadership.Kuntal Pal
 
Leadership Concept, Theories and Styles
Leadership Concept, Theories and StylesLeadership Concept, Theories and Styles
Leadership Concept, Theories and StylesDr. Abzal Basha H S
 

Similar to Determining your perfect position (20)

Leadership The Everyone's Business
Leadership The Everyone's BusinessLeadership The Everyone's Business
Leadership The Everyone's Business
 
Adaptive leadership
Adaptive leadershipAdaptive leadership
Adaptive leadership
 
Developing your Leadership Skills
Developing your Leadership SkillsDeveloping your Leadership Skills
Developing your Leadership Skills
 
Introduction to Leadership
Introduction to LeadershipIntroduction to Leadership
Introduction to Leadership
 
Leadership - Organisational Behavior
Leadership - Organisational BehaviorLeadership - Organisational Behavior
Leadership - Organisational Behavior
 
Leadership (1)
Leadership (1)Leadership (1)
Leadership (1)
 
leadership Theories.ppt
leadership Theories.pptleadership Theories.ppt
leadership Theories.ppt
 
Week 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).pptWeek 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).ppt
 
BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.pptBA 361 lecture ch 14.ppt
BA 361 lecture ch 14.ppt
 
Leadership
LeadershipLeadership
Leadership
 
Ilm leadership skills(1)
Ilm leadership skills(1)Ilm leadership skills(1)
Ilm leadership skills(1)
 
Stephen leadership
Stephen leadershipStephen leadership
Stephen leadership
 
Leadership Skill
Leadership Skill Leadership Skill
Leadership Skill
 
Leadership in nursing , 2022-DTBY-S.pptx
Leadership in nursing , 2022-DTBY-S.pptxLeadership in nursing , 2022-DTBY-S.pptx
Leadership in nursing , 2022-DTBY-S.pptx
 
Contemporary Approach to Leadership.
Contemporary  Approach to Leadership.Contemporary  Approach to Leadership.
Contemporary Approach to Leadership.
 
Skills LEadership.pptx
Skills LEadership.pptxSkills LEadership.pptx
Skills LEadership.pptx
 
leadership.pptx
leadership.pptxleadership.pptx
leadership.pptx
 
leadership
leadershipleadership
leadership
 
UBar Leadership (1).ppt
UBar Leadership (1).pptUBar Leadership (1).ppt
UBar Leadership (1).ppt
 
Leadership Concept, Theories and Styles
Leadership Concept, Theories and StylesLeadership Concept, Theories and Styles
Leadership Concept, Theories and Styles
 

More from Tosin Ola-Weissmann

Risk management issue: Curbing Excessive Absenteeism
Risk management issue: Curbing Excessive AbsenteeismRisk management issue: Curbing Excessive Absenteeism
Risk management issue: Curbing Excessive AbsenteeismTosin Ola-Weissmann
 
Care of Sickle Cell Disease Patients: Process Improvement & Change with Nurses
Care of Sickle Cell Disease Patients: Process Improvement & Change with NursesCare of Sickle Cell Disease Patients: Process Improvement & Change with Nurses
Care of Sickle Cell Disease Patients: Process Improvement & Change with NursesTosin Ola-Weissmann
 
Cultural competence in Healthcare: Amish Culture
Cultural competence in Healthcare: Amish CultureCultural competence in Healthcare: Amish Culture
Cultural competence in Healthcare: Amish CultureTosin Ola-Weissmann
 
Public health response to bioterrorism
Public health response to bioterrorismPublic health response to bioterrorism
Public health response to bioterrorismTosin Ola-Weissmann
 
Emerging public health issue: Prescription Overdose
Emerging public health issue: Prescription OverdoseEmerging public health issue: Prescription Overdose
Emerging public health issue: Prescription OverdoseTosin Ola-Weissmann
 
Community assessment of Multnomah county, portland,
Community assessment of Multnomah county, portland,Community assessment of Multnomah county, portland,
Community assessment of Multnomah county, portland,Tosin Ola-Weissmann
 
Implementation of an Electronic Charting System
Implementation of an Electronic Charting SystemImplementation of an Electronic Charting System
Implementation of an Electronic Charting SystemTosin Ola-Weissmann
 
Telecommunications in Healthcare
Telecommunications in HealthcareTelecommunications in Healthcare
Telecommunications in HealthcareTosin Ola-Weissmann
 
Legal considerations sexual misconduct in the workplace
Legal considerations sexual misconduct in the workplaceLegal considerations sexual misconduct in the workplace
Legal considerations sexual misconduct in the workplaceTosin Ola-Weissmann
 
Nursing conceptual model presentation
Nursing conceptual model presentationNursing conceptual model presentation
Nursing conceptual model presentationTosin Ola-Weissmann
 
Literature Review: Partnership Care Delivery Model
Literature Review: Partnership Care Delivery ModelLiterature Review: Partnership Care Delivery Model
Literature Review: Partnership Care Delivery ModelTosin Ola-Weissmann
 
Overcoming Stigma in Sickle Cell Disease
Overcoming Stigma in Sickle Cell DiseaseOvercoming Stigma in Sickle Cell Disease
Overcoming Stigma in Sickle Cell DiseaseTosin Ola-Weissmann
 
Sickle Cell Disease Teaching Presentation
Sickle Cell Disease Teaching PresentationSickle Cell Disease Teaching Presentation
Sickle Cell Disease Teaching PresentationTosin Ola-Weissmann
 

More from Tosin Ola-Weissmann (15)

Risk management issue: Curbing Excessive Absenteeism
Risk management issue: Curbing Excessive AbsenteeismRisk management issue: Curbing Excessive Absenteeism
Risk management issue: Curbing Excessive Absenteeism
 
Care of Sickle Cell Disease Patients: Process Improvement & Change with Nurses
Care of Sickle Cell Disease Patients: Process Improvement & Change with NursesCare of Sickle Cell Disease Patients: Process Improvement & Change with Nurses
Care of Sickle Cell Disease Patients: Process Improvement & Change with Nurses
 
Cultural competence in Healthcare: Amish Culture
Cultural competence in Healthcare: Amish CultureCultural competence in Healthcare: Amish Culture
Cultural competence in Healthcare: Amish Culture
 
Public health response to bioterrorism
Public health response to bioterrorismPublic health response to bioterrorism
Public health response to bioterrorism
 
Emerging public health issue: Prescription Overdose
Emerging public health issue: Prescription OverdoseEmerging public health issue: Prescription Overdose
Emerging public health issue: Prescription Overdose
 
Community assessment of Multnomah county, portland,
Community assessment of Multnomah county, portland,Community assessment of Multnomah county, portland,
Community assessment of Multnomah county, portland,
 
Implementation of an Electronic Charting System
Implementation of an Electronic Charting SystemImplementation of an Electronic Charting System
Implementation of an Electronic Charting System
 
Telecommunications in Healthcare
Telecommunications in HealthcareTelecommunications in Healthcare
Telecommunications in Healthcare
 
Legal considerations sexual misconduct in the workplace
Legal considerations sexual misconduct in the workplaceLegal considerations sexual misconduct in the workplace
Legal considerations sexual misconduct in the workplace
 
Delegation in healthcare
Delegation in healthcareDelegation in healthcare
Delegation in healthcare
 
Nursing conceptual model presentation
Nursing conceptual model presentationNursing conceptual model presentation
Nursing conceptual model presentation
 
Literature Review: Partnership Care Delivery Model
Literature Review: Partnership Care Delivery ModelLiterature Review: Partnership Care Delivery Model
Literature Review: Partnership Care Delivery Model
 
Plan for positive influence
Plan for positive influencePlan for positive influence
Plan for positive influence
 
Overcoming Stigma in Sickle Cell Disease
Overcoming Stigma in Sickle Cell DiseaseOvercoming Stigma in Sickle Cell Disease
Overcoming Stigma in Sickle Cell Disease
 
Sickle Cell Disease Teaching Presentation
Sickle Cell Disease Teaching PresentationSickle Cell Disease Teaching Presentation
Sickle Cell Disease Teaching Presentation
 

Recently uploaded

Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Peter Ward
 
Investment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy CheruiyotInvestment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy Cheruiyotictsugar
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...Operational Excellence Consulting
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfJamesConcepcion7
 
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckPitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckHajeJanKamps
 
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfInnovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfrichard876048
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsKnowledgeSeed
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03DallasHaselhorst
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxShruti Mittal
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOne Monitar
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerAggregage
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Americas Got Grants
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Technical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamTechnical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamArik Fletcher
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckHajeJanKamps
 
Guide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFGuide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFChandresh Chudasama
 
Salesforce Education Cloud - A Complete Guide.pdf
Salesforce Education Cloud - A Complete Guide.pdfSalesforce Education Cloud - A Complete Guide.pdf
Salesforce Education Cloud - A Complete Guide.pdfHarryJohnson78
 

Recently uploaded (20)

The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptxThe Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
 
Investment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy CheruiyotInvestment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy Cheruiyot
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdf
 
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckPitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
 
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfInnovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdf
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applications
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptx
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon Harmer
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Technical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamTechnical Leaders - Working with the Management Team
Technical Leaders - Working with the Management Team
 
Corporate Profile 47Billion Information Technology
Corporate Profile 47Billion Information TechnologyCorporate Profile 47Billion Information Technology
Corporate Profile 47Billion Information Technology
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deck
 
Guide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFGuide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDF
 
Salesforce Education Cloud - A Complete Guide.pdf
Salesforce Education Cloud - A Complete Guide.pdfSalesforce Education Cloud - A Complete Guide.pdf
Salesforce Education Cloud - A Complete Guide.pdf
 

Determining your perfect position

  • 1. DETERMINING THE PERFECT POSITION By: Oluwatosin Ola, RN, BSN
  • 2. Introduction • This presentation will – Identify strengths of leadership style – Identify weaknesses of leadership style – Compare leadership theories – Contrast leadership theories – Apply leadership theories to personal style
  • 3. Qualifications • Education • Awards – Bachelor’s in Nursing – Nurse of the Year – Master’s in Nursing with Nomination 2011 State MBA emphasis in Health of Oregon Care Management • Community Service • Completion August 2013 – Board of • Experience Directors, Mustard Seed – 11 years diverse nursing medical relief experience organization – 3 years as a charge nurse – Volunteer, Immigrant and Refugee Community Organization (IRCO)
  • 4. DISC Assessment: Dominant Leadership Style • Fast paced, “Get things done” mentality • Delivers results, Goal oriented • Decision making ability • High energy, able to juggle multiple projects • Excels in leadership and administration (Alessandro, 1996-2010)
  • 5. The Producer – A Dominant Leadership Sub-style Tendencies Strengths • Efficient, Dependable, Prod • Often competitive uctive • Dependent on plans for • Incrementally improving action and follow through rate of production • Tenacious and focused • Highly focused under pressure • Competitive • Task and goal oriented (Alessandro, 1996-2010)
  • 6. Weaknesses of the Producer and Dominant Style • Dislikes being told what to do • Reluctant to change feelings • Delegates only when absolutely necessary • Impatience • Can be insensitive to others • Have a tendency towards conflict (Alessandro, 1996-2010)
  • 7. Personality Self-Assessments • Type B+ personality • ENFJ – Flexibility in accepting the nature of others • The Big Five – Conscientiousness • Intolerant of ambiguity • Moderately creative Self-Assessment Library (SAL), Robbins, 2007
  • 8. Leadership Self-Assessments • Dominant needs are achievement, autonomy and power • High intensity at work, motivated by growth • Strong self-efficacy • Good at leading and building teams • Effective in conflict management • Respond well to turbulent change • Charismatic leadership potential Self-Assessment Library (SAL), Robbins, 2007
  • 9. Individual Power Style • High Machiavellian score • Trustworthy • Power style – Referent – Expert • High motivation to become a manager • Effective at discipline From: Self-Assessment Library (SAL), Robbins, 2007
  • 10. Weaknesses Self-Assessment • High Mach • Low trust in others • Delegation skills • Performance feedback • Task-oriented From: Self-Assessment Library (SAL), Robbins, 2007
  • 11. Leadership Theories • Trait Theories • Behavioral Theories • Contingency Theories • Charismatic Theory • Transformational and Transactional Theories • Authentic and Servant Leadership Theories
  • 12. Trait Theories • The Big Five – Agreeableness – Extraversion – Conscientiousness – Openness to Experience – Emotional Stability • Emotional Intelligence (EI) Robbins & Judge, 2011, p. 377-379
  • 13. Behavioral Theories • Initiating versus Consideration • Employee-oriented versus Production-oriented Robbins & Judge, 2011, p. 380
  • 14. Contingency Leadership Theories • Fiedler Contingency Model – Leader-member relations – Task structure – Position power • Situational Leadership Theory (SLT) • Path-Goal Theory Robbins & Judge, 2011, p. 381-386
  • 15. Charismatic Leadership Theory • Vision and articulation • Personal risk • Sensitivity to follower’s needs • Unconventional behavior (Robbins & Judge, 2011, figure 12-3)
  • 16. Transactional versus Transformational Leadership Theories Transactional Transformational • Contingent reward • Idealized influence • Management by exception • Inspirational motivation (active) • Intellectual stimulation • Management by exception • Individualized consideration (passive) • Laissez-Faire (Robbins & Judge, 2011, figure 12-4)
  • 17. Authentic and Servant Leadership Theories Authentic Leadership Servant Leadership • Ethical • Integrity and trust • Have high values • Humility • Trustworthy • Altruism and empathy • Open communication • Personal growth and empowerment • Fairness, justice Robbins & Judge, 2011, p. 394 Yukl, 2010, p. 420
  • 18. Role Definition: Chief Nursing Officer • Reports to the Medical Director and Board of Directors • Member of strategic council • Supervises activities of all nurses in facility • Meets patient care objectives • Assists with obtaining certification and accreditation
  • 19. Conclusion – Strengths of leadership style – Weaknesses identified can be minimized with additional management training – All leadership theories can factor into personal leadership style – Role definition for CNO position
  • 20. References Alessandra, T. (1996-2010). The DISC Platinum Rule Behavioral Style Assessment [Software]. Published instrument. Retrieved from http://www.uop.blanchardassessments.com. Getty Images. (2012). Keywords “Business woman”, “Success”, “Leadership”. Retrieved March 25, 2012 from http://gettyimages.com. Robbins, S. P. (2007). Self-Assessment Library (Version 3) [Software]. Retrieved from https://ecampus.phoenix.edu/secure/aapd/sas/robbins_sal3v3/sal3v3web.html. Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson/Prentice-Hall. Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River: NJ: Pearson/Prentice Hall.

Editor's Notes

  1. Hello everyone. My name is Tosin Ola and I would like to take this opportunity to determine the perfect position for me within the new organization post-expansion. In creating the ideal leadership position, I will identify my leadership style, the strengths, weaknesses and capabilities; as well as contrast different leadership theories and how they apply to my personal style.
  2. As you can see by the brief summary of my qualifications listed in the presentation, I have significant leadership experience, extensive nursing experience, and the educational background for a leadership position.
  3. From the DISC Assessment Profile (Alessandro, 1996-2010) which I was asked to complete prior to this presentation, one can see that I am a Dominant Leadership style.Dominance styles are fast-paced and goal-focusedDecisive in their actions and decisionsLike control, dislike inactionPrefer maximum freedom to manage themselves and othersAre cool, independent, and competitiveHave a low tolerance for feelings, attitudes, and advice of othersWork quickly and impressively aloneTake initiativeGood administrative skills(Alessandro, 1996-2010, p. 5)
  4. The Producer is a sub-style of the Dominant Style. The producer “prefers to be involved in chosen activities from start to finish, and resists people who are obstacles to achievements” (Alessandro, 1996-2010). This makes me a very task-oriented, goal-oriented leader. The ability to produce makes me highly valued in situations in which an efficient, dependable, or incrementally improving rate of production is desired (Alessandro).Strengths (Alessandro, 1996-2010)Acting competitively, especially when pushing yourself to new levels or in new directionsMaking sure that production is completed on scheduleDepending on plans for action and follow-up routinesBecoming tenacious and focused when under pressure
  5. From the DISC Assessment Profile (Alessandro, 1996-2010)Weaknesses:Disliking being told what to do, or when or how to do somethingBeing reluctant to change what you think or how you feelDelegating tasks only if absolutely necessaryImpatienceInsensitive to othersMay take yourself too seriouslyPoor listener
  6. Type B+: Not super fast-paced, however able to get things done and accomplished. Big Five, scored highest in Conscientiousness: Someone who is responsible, dependable, persistent, goal-oriented, organized, thorough, able to plan, achievement oriented, and pursue fewer goals in a purposeful way. Studies show those that score high in conscientiousness tend to have higher job performance in most occupations, develop higher levels of job knowledge, and have greater levels of performance on their job (Robbins, 2007). When at work I have high involvement in work and progress; however I’m able to maintain social and personal life outside of workENFJ: Charismatic, persuasive, compassionate (Robbins, 2007).
  7. From the Self-Assessment Library (Robbins, 2007). Strong self efficacy: Confident when facing new challenges, able to self-startLeading/building teams: Scored in the highest percentile at 92%Conflict handling: Scored very high in accommodating, collaborating and compromising in conflict management scenariosCharismatic: Scored high in charismatic leadership.
  8. High Machiavellian (Mach) score: More power oriented. More likely to manipulate more, win more, are persuaded less, persuade others more.Others see me as very trustworthy, fair, and consistent. These are all good managerial traits.Referent Power: Referent power is derived from the desire of others to please an agent toward whom they have strong feelings of affection, admiration, and loyalty (Yukl, 2010). “To gain and maintain the agent’s approval and acceptance, the target person is likely to do what the agent asks, imitate the agent’s behavior, and develop attitudes similar to those expressed by the agent” (Yukl, 2010 p. 160).Expert Power: Task-relevant knowledge and skill are a major source of personal power in organizations. Unique knowledge about the best way to perform a task or solve an important problem provides potential influence over subordinates, peers, and superiors (Yukl, 2010, p. 161).Based on my contributions to the organization, experience, and ability to lead, I am asking for a formalized position as the Chief Nursing Officer, which will legitimize the power that I already act in the capacity of. The assessment showed that I exhibit strong discipline skills and am effective at discipline.
  9. High Mach: Where the outcome is important, am more likely to shade the truth to obtain desired result.Low trust in others: Scored low in having faith to people. Believe that people are out for their own self-interest, and not for the good of the whole. This probably is a contributing factor to my fear of delegation.Delegation skills need improvement. Will need to learn how to properly delegate and trust that subordinates will complete tasks assigned to them. Can take a Delegation managerial course and focus more on delegating assignable tasks to improve in this area.Performance feedback: Should improve on giving performance feedback. Often focus on the negatives of the behavior, without giving positive feedback at the same time. Will take a Performance Evaluation course to improve in this area.Task-oriented: Because I am often very goal and task oriented, I may lose the people-focus, especially to my employees. Best leaders are the ones that can balance their task/people orientation in different situations. As a result, it’s important to maintain compassion to human nature, personal issues and individual failings in the workplace, while still keeping an eye on the finish line.
  10. There are several different fields of research with leadership theories. In the next few sections, I will identify the basic tenets of each leadership theory and apply my own personal leadership style to each scenario. This will show you that I am a strong leader, and can become a more effective leader with very few adjustments to my leadership style.
  11. I scored highest in extraversion (10), conscientiousness (13) and agreeableness (13). I also scored moderate in traits of Openness (9) and Emotional stability (8).Leaders who like being around people and are able to assert themselves (extraverted), disciplined and able to keep commitments they make(conscientious), and creative and flexible (open) do have an apparent advantagewhen it comes to leadership, suggesting good leaders do have key traits in common (Robbins & Judge, 2011, p. 378). The self-assessment showed I have a high empathy and can be compassionate to others. However, I do not let my personal emotions and empathy get in the way of being productive on the job. This is an area I can develop more. “Empathetic leaders can sense others’ needs, listen to what followers say (and don’t say), and read the reactions of others” (Robbins & Judge, 2011, p. 379)
  12. “A leader high in initiating structure is someone who assigns group members toparticular tasks, expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines” (Robbins & Judge, 2011, p. 380). A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciationand support (Robbins & Judge, 2011, p. 380). Presently, my leadership style is more Initiating. The Initiating structure was more strongly related to higher levels of group and organization productivity and more positive performance evaluations (p. 380). This means that if you value organizational productivity, I would be the ideal fit for this position. The employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them; the production-oriented leader emphasized the technical or task aspects of the job—concern focused on accomplishing the group’s tasks (Robbins & Judge, 2011, p. 381). Presently, I am very goal and task oriented, which makes me more of a production-oriented leader.
  13. The Fiedler contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control (Robbins & Judge, 2011, p. 381). In this area, I scored more on the task-oriented sector, and as a result, need to emphasize and try to be a little more understanding of relationships and people in the workplace. Robbins & Judge (2011, p. 382) note that: 1. Leader–member relations is the degree of confidence, trust, and respect members have in their leader.2. Task structure is the degree to which the job assignments are procedurized (that is, structured or unstructured).3. Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.These three structures inter-relate and leaders would be matched to the employees and situations that most fit the leadership style. My survey results showed that my subordinates have a high level of respect and trust for me, I use Referent and Expert power judiciously, and I am a task-oriented leader with structure in tasks and procedures. SLT stays that successful leadership is achieved by selecting the right leadership style contingent on the followers’ readiness, or the extent to which they are willing and able to accomplish a specific task (Robbins & Judge, 2011, p. 384). This theory holds some merit, as I would not wish to delegate tasks to those who are not willing or ready to accomplish the tasks. Path Goal Theory: A theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization (Robbins & Judge, 2011, p. 385). With Mt. Scott Surgery Center, this model would dictate a supportive leadership, in which employees are performing structured tasks with a degree of autonomy and less direction.
  14. Although I scored high in the self-assessment with having high charisma and the ability to form interpersonal relationships at work, I do not fit all the criteria of a highly charismatic leader. I am very conventional in the workplace, and am not willing to take on significant personal risk for the sake of the organization. However, I am able to articulate my vision and can be sensitive to follower’s needs. According to Robbins & Judge, (2011, p. 390), a charismatic leader has:1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.2. Personal risk. Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision.3. Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings.4. Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms.
  15. The self-assessment showed that I was more of a transactional leader than a transformational leader. A transactional leader, “guides or motivates their followers in the direction of established goals by clarifying role and task requirements” (Robbins & Judge, 2011, p. 391). In contrast, a transformational leader, “inspires followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers” (Robbins & Judge, p. 391).Presently, I am in the element of contingent reward, where positive results and productivity are rewarded, while poor performance is discouraged. I do not serve at all as a Laissez-Faire leader---I expect results! As I evolve more in my leadership abilities, I expect my charisma to deepen, and I can see myself developing into becoming more of a transformational leader.
  16. The self-assessment showed that I am well on the way to authentic leadership. I have high values, and am considered trustworthy. To succeed in this arena, I would have to suppress the negative side of my high Machiavellian tendencies. It is my belief the as a high Mach, being results oriented can sometimes lead to blurring the line with honesty in order to achieve the desired results. Sometimes people do not need to know the whole truth in order to accomplish their jobs. Balancing between the two will be the ideal location of my authentic leadership. “Authentic leaders know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers consider them ethical people. Authentic leaders share information, encourage open communication, and stick to their ideals. The result: people come to have faith in them” (Robbins & Judge, p. 394).To shift the focus towards servant leadership, I notice that I can be more of a servant leader. According to Yukl (2010, p. 420), “Leader integrity and concern for subordinates is likely to increase their trust, loyalty, and satisfaction with the leader. A favorable relationship and increased referent power for the leader make it easier to influence subordinates to carry out requests.” Since I scored high on referent power, it serves to substantiate the fact that I must have servant leadership qualities. However, in my personal belief, the good of the organization should come before the good of the individual.
  17. As a result of all my leadership capabilities, experience and expertise on the job, I would like to be given the position of a Chief Nursing Officer. Some of my responsibilities are listed in the slide above.