Determining your perfect position

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Self assessment presentation that crafts ones strengths and weaknesses into a perfect position. Hello everyone. 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.

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  • 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.
  • 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.
  • 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)
  • 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
  • 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
  • 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).
  • 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.
  • 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.
  • 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.
  • 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.
  • 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)
  • “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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • Determining your perfect position

    1. 1. DETERMINING THEPERFECT POSITION By: Oluwatosin Ola, RN, BSN
    2. 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. 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. 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. 5. The Producer – A Dominant Leadership Sub-styleTendencies 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. 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. 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. 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. 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. 10. Weaknesses Self-Assessment• High Mach• Low trust in others• Delegation skills• Performance feedback• Task-oriented From: Self-Assessment Library (SAL), Robbins, 2007
    11. 11. Leadership Theories• Trait Theories• Behavioral Theories• Contingency Theories• Charismatic Theory• Transformational and Transactional Theories• Authentic and Servant Leadership Theories
    12. 12. Trait Theories• The Big Five – Agreeableness – Extraversion – Conscientiousness – Openness to Experience – Emotional Stability• Emotional Intelligence (EI) Robbins & Judge, 2011, p. 377-379
    13. 13. Behavioral Theories• Initiating versus Consideration• Employee-oriented versus Production-oriented Robbins & Judge, 2011, p. 380
    14. 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. 15. Charismatic Leadership Theory• Vision and articulation• Personal risk• Sensitivity to follower’s needs• Unconventional behavior(Robbins & Judge, 2011, figure 12-3)
    16. 16. Transactional versus Transformational Leadership TheoriesTransactional 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. 17. Authentic and Servant Leadership TheoriesAuthentic Leadership Servant Leadership• Ethical • Integrity and trust• Have high values • Humility• Trustworthy • Altruism and empathy• Open communication • Personal growth and empowerment • Fairness, justiceRobbins & Judge, 2011, p. 394 Yukl, 2010, p. 420
    18. 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. 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. 20. ReferencesAlessandra, 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.

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