ESFJ Personality and Time Management in Nursing Leadership

Running head: ESFJ PERSONALITY AND LEADERSHIP
1
ESFJ PERSONALITY AND LEADERSHIP
6
ESFJ Personality and Leadership
Tanyanika McMillian
South University
ESFJ Personality Comment by Owner: Center level one
headings
People with the ESFJ (extravert sensing feeling judging)
personality are dependable, decisive, talkative, outgoing,
conscientious, and enjoy interacting and socializing with others.
They are also committed to their responsibilities, organized,
practical, have a clear boundary between what they consider
right or wrong, and place great emphasis on loyalty and
authority. In several circumstances, expect others to have
similar values and may become critical to those who do share
similar principles. Being aware of the personality type of the

manager is essential for effective management (Sethuraman &
Suresh, 2014). Understanding that I am an ESFJ will help me
enhance my strengths and improve on the weaknesses. This
paper discusses how ESFJ personality type may either enhance
or hinder effective leadership in health care and the four aspects
of the personality.
How ESFJ may Enhance Effective Leadership
ESFJs takes their responsibilities seriously, determines what
needs to be done, ensures that it is done, and has a strong focus
on the details. These characteristics will help me to be
committed in my responsibilities as a leader in healthcare
because being serious in my work will help me in leading others
in performing their responsibilities. Understanding details of
all aspects of the job and operations of the institution, will
enhance my leadership skills.
ESFJs have strong respect for power structures and prefer
working in conditions where everyone is aware of their roles.
This trait will help me to establish a clear power structure and
chain of command in the institution and clearly outline all the
expectations to avoid conflicts of interest or overlapping of
duties among my subordinates.
ESFJs loves people, are supportive and enjoys bring out the best
in others. This characteristic will help me in having interest in
the work of my subordinates, support them in their roles, and
help in making them improve their skills. Doing this will
improve their motivation effecting the entire working
atmosphere.
How the Personality may Hinder Effective Leadership
ESFJs expect other people to have values similar to theirs. This
characteristic creates collision with others because some people
end up being very critical to those who do show similar values.
This characteristic may hinder effective leadership because I
may criticize people who do have the levels of speed,
competence and skills I expect of them even when they are
doing their best. Being too critical may have a negative effect
on the motivation of the subordinates effecting the operations of

the institution.
According to literature, people with ESFJ personality do not
like others criticizing them and become very critical when a
person criticizes their habits, beliefs or way of doing things. In
every organization, there is sharing of ideas and the
subordinates may sometimes give their opinion to their leaders.
This characteristic could cause someone to view the opinions of
others as being critical causing them to be defensive instead of
listening to them. Being defensive may affect a leaders
relationship with the subordinates affecting the working
atmosphere and making the leader less effective.
According to literature, individuals with the ESFJ personality
do not like change or doing something new. The health care
industry is very dynamic and one cannot ignore the several
innovations taking place. This characteristic could hinder
effective leadership because the leader may not be willing to
accept the necessary changes which could lower the motivation
of subordinates or make it hard for them to undertake their
duties. During a change process, the leader should guide the
organization in effecting the change. The dislike for change
may prevent leader from undertaking this role during transition
periods.
The Aspects of the Personality
Extraversion
Extraverts have psychological characteristic of their brain that
makes them work best in actions and like engaging their brain
while learning (Tyagi, 2008). According to this trait, I work
well when putting a lot of energy in something and I show high
levels of energy in everything I do. I also like talking,
interacting with others, and work well when with others.
Sensing
Sensing means that I highly focus on my senses to acquire
information mostly through visual orientation and listening. I
also enjoy having the hands-on experience, and only engage in
issues, decisions or discussions that have concrete and real facts
and consider data as very essential in decision-making.

Feelings
I love making decisions depending on my personal thoughts
rather than being objective. I like to consider the feelings and
the effect of my decisions on them before arriving at the
decision. I am a very compassionate nurse and I am my patients
biggest advocate. Comment by Owner: Possessive form here
Judging
I like planning my activities and duties before executing them,
and working on one thing at any particular time without mixing
them. I struggle to adapt to changes, and in most cases prefer to
maintain the status quo. In situations where it is not possible to
maintain the status, I may take a long time to adjust to the new
environment.
References
Sethuraman, K., & Suresh, J. (2014). Effective Leadership
Styles. International , 165-172.
Porter-O'Grady, T. (2016). Leadership in Nursing Practice, 2nd
Edition. [VitalSource Bookshelf
Retrieved from
https://digitalbookshelf.southuniversity.edu/#/books/978128409
1557/

Tyagi, A. (2008). Personality Profiles Identification Using
MBTI Test for Management Students: An Empirical Study.
Journal of the Indian Academy of Applied Psychology, 151-162.
Assignment 2 Grading Criteria
Maximum Points
Integrated how your specific personality type can enhance or
hinder effective leadership in the health care environment.
40
Explained all four aspects of your personality gleaned from the
assessment.
20
Included at least 2 journal article references.
20
Used correct spelling, grammar, and professional vocabulary.
Cited all sources using APA format.
15
Total:
95
You described your personality type and explained all aspects
of your personality. You included 2 journal articles. See
comments to help.
RUNNING HEAD: TIME MANAGEMENT-NURSING
TIME MANAGEMENT-NURSING
7
Time Management-Nursing

Tanyanika McMillian
South University
Leadership is the essence in all organizations including the
health care facilities. Therefore, organizations should have
leaders with the necessary traits to handle their issues. This
paper focuses on the time management skills and
transformational leadership theory. It also compares
management and leadership and suggests the application of
leadership, time management, and management concepts in
nursing organizations. Comment by Owner: Add page
numbers to all assignments
Time Management Skills
Time management skills are critical not only for leaders but
also for the employees. Time management describes the ability
to plan time in such a way that one can accomplish all the
necessary activities (Rigolosi, (2013). However, people must
adopt various techniques for them to have the basic time
management proficiency. Time management requires people to
schedule their tasks by making a list. Scheduling may involve
recording all the personal and work related activities in a
notebook and allocating time for each. Prioritizing the
important issues also helps in efficient management of time
along with taking breaks reduces burnout and enables an
individual to have the energy to work.
It is also crucial to avoid multitasking to succeed in time
management. Although the nursing staff performs various duties
in a day, they should focus on one task at a time to enhance

productivity (Rigolosi, (2013). Another technique of becoming
proficient in time management is to avoid procrastination.
Postponing activities wastes a lot of time, so it is advisable to
avoid it. The other way that people should follow to manage
their time is to set deadlines. Deadlines act as a source of
motivation, and a person is stimulated to accomplish all the
tasks within the set time. Setting deadlines is something that I
do to help me stay on task. I consider myself to have efficient
and effective time management, being able to prioritize my
patients’ needs effectively. Although I scored a 20 on my time
management assessment, I am successful at work with my tasks
and feel that I should have scored higher. A lot of the tips from
the time management assessment I found helpful and I plan to
incorporate them into my work day.
Leadership Theory
Various theories describe the characteristics that leaders
possess. After an evaluation, I realized that my traits fall under
the transformational leadership theory. I am passionate about
motivating other people to explore their potential. According to
DeNisco and Barker (2016), transformational leaders motivate
others by setting high expectations and encouraging other
people. In the process, the transformational identifies new
talents and nurtures them. Another characteristic of a
transformational leader that I possess is that I tend to establish
clear goals. Distinct objectives are important to employees
because they make it easy to perform tasks and improve
productivity. Furthermore, transformational leadership involves
supporting others through individualized attention. The act of
recognizing the needs of the followers and supporting them
makes them feel respected. It is important to acknowledge the
contributions of the followers in the organization. The support
that such a leader gives the followers also creates an honest
relationship.
Leadership versus Management
Leadership and management have numerous similarities and
differences. Both management and leadership require knowledge

of the organization. However, while leadership focuses on the
people, management concentrates on the tasks and structures in
the organization (Daft & Marcic, 2009). According to Webster
the definition of managers and leaders; managers have
subordinates and leaders have followers. I feel to be an
effective manager you have to demonstrate good leadership
skills, and having the ability to motivate and empower team
members. Leadership is about leading the people but
management entails managing the work that people perform.
Furthermore, leadership expects achievements while
management values the results. Leadership challenges the status
quo of the organization by creating innovative ways of solving
problems. On the other hand, management accepts the current
situation by following the strategies and policies enacted in the
company for the employees to follow.
Another difference between leadership and management is that
while leadership involves risk-taking, management tends to
avoid risk. Additionally, leaders facilitate the decision-making
process, but managers get involved in making decisions (Daft &
Marcic, 2009). Leaders gain their power through charisma and
influence, but the managers’ power come from the position and
formal authority. Therefore, leadership is about having
followers while managers have subordinates. Managers and
leaders also make use of different styles while dealing with
people. For example, leaders use consultative, transformational,
and participative methods. On the other hand, managers adopt
autocratic, democratic, authoritative, and transactional
approaches.
Applying the week's Concepts to the Work Environment
Nurses and other healthcare professionals who aspire to hold
management positions may use many of the leadership theories
that was discussed in class this week. For instance, the
transformational leadership model is advantageous in
motivating the employees. Therefore, leaders who require
motivating the staff would utilize the transformational
leadership theory. Time management skills are vital in enabling

both the managers and the personnel achieve their goals
(Rigolosi, (2013). As a result, a nurse can adopt the time
management skills such as scheduling, setting deadlines,
prioritizing, taking breaks, and avoiding procrastination. These
will ensure that nurses provide quality care and still have to
relax and take care of personal issues. The professional
organization that I am a member of, the National Black Nurses
Association, Inc., has several leadership workshops for nurses
to enhance their leadership skills in the workplace and the
community.
People with administrative positions in the organizations should
learn that leadership and management are essential. Leadership
will assist the administrators in motivating the employees while
management conforms to the policies and procedures in the
company (Daft & Marcic, 2009). This allows the employees to
demonstrate leadership qualities and improve their performance.
To conclude, time management techniques that are crucial to
people in organizations include scheduling, setting deadlines,
prioritizing, taking breaks, and avoiding procrastination. The
adoption of time management skills promotes productivity while
reducing the stress that the staff experiences. Furthermore,
transformational leadership theory support productivity since
such leaders influence, motivate, encourage, and set goals for
the people. Finally, although leadership and management differ,
using them together leads to the best outcomes. Without a
doubt, competent administrators comprehend the importance of
both leadership and management.
References Comment by Owner: Start on new page
Daft, R. L., & Marcic, D. (2009). Understanding management.
Mason, OH: South-Western Cengage Learning.
DeNisco, S. M., & Barker, A. M. (2016). Advanced practice
nursing: Essential knowledge for the profession. Burlington,
MA : Jones & Bartlett Learning.

Edition. [VitalSource Bookshelf Online]. Retrieved from
1557/
Rigolosi, E. L. M. (2013). Management and leadership in
nursing and health care: An experiential approach. New York:
Springer.
Maximum Points
Incorporated time management self-assessment information and
the concepts learned this week.
20
Included identification of one leadership theory, which you feel
best describes your leadership style.
20
Included a comparison between leadership and management.
20
Included a suggestion on how to apply this week's concepts to
the work environment.
20
15
Total:
95
You incorporated your self-assessment information and
identified a leadership theory with good comparisons between
leadership and management. See comments to help.
Running head: EI QUIZ 1
EI QUIZ 6

EI Quiz
Tanyanika McMillian
South University
EI Quiz
Effective leadership entails the possession of a variety of traits
that range from technical, emotional, to intellectual capability.
As a result, all leaders should ensure that they strive to have the
necessary skills to manage organizations and people efficiently.
The leaders also need to evaluate themselves and identify the
skills they possess. One of the ways to do this is take
assessments tests. For instance, an EI assessment identifies the
level of emotional intelligence that a person possesses. This
paper discusses the issues in EI assessment and their effects on
leadership in the healthcare setting.
EI Level and Effective Leadership in Health Care
According to Birks and Watt (2007), emotional intelligence
explains the capability that individuals have to identify and
control their emotions and those of others. The trait is of the
essence in leadership especially in health care settings.
Emotional intelligence enhances health care leadership by

improving productivity among the medical staff. A leader with
emotional intelligence can understand the emotions of the staff.
As such, the leader will have a positive influence on the
employees who will in turn possess emotional intelligence. If
the workforce in a health care facility has emotional
intelligence, the productivity will increase. The staff will
recognize the patients’ emotions thus reducing anger and
frustration. Work stress is one of the challenges in the nursing
field, so its reduction will enhance performance.
Emotional intelligence enables leaders to support a
positive organizational culture that promotes patient-centered
care. Most patients complain that the medical staff have poor
communication skills despite having clinical competence.
Therefore, if a leader teaches the medical employees the
importance of emotional intelligence, they will become more
effective in communicating with the patients. Emotional
intelligence is vital in providing patient-centered care, as the
practitioners understand their emotions and of the patients. For
instance, a nurse with emotional intelligence will comprehend
the emotional reasons that make patients accept or reject some
medications or treatments. Additionally, the medical staff will
adopt a culture that will enable them to improve their accuracy
in assessing the patients’ medical history. Birks and Watt
(2007) pointed out that emotional intelligence enhances the
practitioner-patient relationship. Therefore, the patients are
satisfied because they receive patient-centered care.
The emotional level is also an excellent way that leaders
can use to have an effective recruitment and selection of staff.
During the recruitment process, the leader should ensure that
potential candidates do not only possess clinical skills but also
emotional intelligence. Apart from diagnosing diseases,
healthcare practitioners should also have healthy relationships
with the patients (Birks & Watt, 2007). For that reason,
healthcare organizations should strive to recruit practitioners
who can control their emotions and recognize the emotional
level of the patients. The hired medical practitioners will have

all the skills that match the organizational goals.
The Themes from the EI Assessment
The EI assessment has various subjects that make it crucial for
all people including leaders. The first theme in emotional
intelligence is self-awareness that enables people to have self-
awareness, self-confidence, and self-assessment ( Batool, 2013).
People who have self-awareness can identify the nature of their
emotions and effects on relationships and productivity. For
example, an employee with self-awareness is able to develop
good relationships with the colleagues. Furthermore, self-
awareness is an important theme in recognizing one’s
weaknesses, strengths and possessing self-confidence.
Another theme in the assessment of emotional intelligence
is self-management. According to Batool( 2013), one of the
components of self-management in emotional intelligence is
self-control that enables people to manage disruptive emotions.
Take the case of a physician who controls his anger even when
the patients are not cooperative. Transparency is also a part of
self-management that is vital in retaining integrity and honesty.
Besides, self-management leads to adaptability to obstacles as
well as challenging circumstances. Another result of self-
management is the capability to take initiative and take
advantage of any opportunity that emerges. Individuals can also
achieve a lot if they have self-management skills.
Relationship management is the other theme of emotional
intelligence assessment. Relationship management might entail
visionary leadership where people in management can inspire
others. For example, an emotionally intelligent leader reads the
employees’ emotions and acts in a way that inspires them.
Additionally, relationship management encourages collaboration
among people and emphasizes the significance of teamwork. It
is also common for leaders with excellent relationship
management to initiate changes and assist people in embracing
such new ideas. In addition, with relationship management
proficiency, it is easy to influence as a leader can send clear
messages to others ( Batool, 2013). Finally, relationship

management is necessary in managing conflicts since leaders
can identify emotions and solve disagreements.
The last subject in the emotional intelligence assessment is
social awareness that comprises of three skills. Service
orientation is a competency that assists every person in an
organization to meet the needs of the clients. Another element
of social awareness is empathy; it is the capability to
comprehend the feelings and concerns of other people. For
instance, a leader with empathy will understand the concerns
that the employees and the clients and respond to them
effectively ( Batool, 2013). Organizational awareness is a part
of social awareness that is relevant in managing organizational
politics and networks.
I scored a 16/20 on my EI quiz, which measures that I am
able to read individuals emotions pretty well. Even if I feel that
I have misread someone’s intentions, I have no problem
communicating with that person to clarify any issues.
In brief, a leader should not only have technical and intellectual
skills but also emotional intelligence to succeed. Emotional
intelligence improves productivity, patient-centered care
culture, and hiring competent medical practitioners. Lastly,
social awareness, self-management, relationship management,
and social awareness are the elements of emotional intelligence.
References
Batool, B. (2013). Emotional Intelligence and Effective
Leadership. Journal of Business Studies Quarterly, 4(3), 84-94.

Comment by Owner: Capitalize first word in title and
subtitle only
Birks, Y. F., & Watt, I. S. (2007). Emotional intelligence and
patient-centered care. Journal of the Royal Society of
Medicine, 100(8), 368–374.
Maximum Points
Described how your EI level can either enhance or hinder
effective leadership in the health care environment.
40
Discussed the results and core themes of the EI Quiz.
30
Included at least two journal references.
10
20
Total:
100
You have some good information on how your EI can affect
leadership and the results were discussed of the EI Quiz. See
comments to help.
Running head: CONFLICT HANDLING STYLE 1
CONFLICT HANDLING STYLE 3
Conflict Handling Style

Tanyanika McMillian
South University
Conflict Handling Style
Conflicts are inevitable phenomena in organizations so leaders
should learn how to handle conflicts. The management of
conflicts determines the productivity of the employees.
Therefore, effective leaders are ones who can solve the conflicts
that exist among teams in a company. This essay discusses the
change and conflict theories as well as characteristics that make
a leader a change agent. It also analyzes the effects of handling
conflicts on healthcare leadership.
Change Theories
Although change is a necessary process in any
organization, it is a complicated procedure. The first change
theory is Lewin’s change theory that comprises of three stages.
Unfreezing is the initial phase, and it entails preparing the
organization for change by introducing the necessary
conditions. The theory then moves to the transition stage that
requires the company to think and behave according to the
expected changes. Refreezing involves making change a
standard process in the organization.
The Kotter’s eight steps of change comprise of increasing
urgency, creating the guiding team, determining the vision and
communication of the buy-in. The model also involves
empowering action, establishing short-term achievements, not
letting up and making the change permanent. The change theory
by Kotter is advantageous because it fits the organizational
culture and it is effective if followed correctly.

The last theory of change is the McKinsey 7-S Model, and it
incorporates the agent if change factors. Organizational change
should include the following elements: skills, shared values,
strategy, staff, structure, style, and systems. The McKinsey 7-S
model enables a company to consider not only the rational but
also the emotional elements that affect change. It also improves
the understanding of the cooperation during the change process.
Conflict Theories
Conflict theories are mainly divided into four types. The
unitary perspective states there is harmony in organizations, so
it is necessary to avoid conflicts. Furthermore, conflicts have
negative consequences. The unitary theory believes that
conflicts occur when teams mistrust each other and lack
effective communication and openness (Lambley, 2009).
According to our text, organizational conflict theory is
described as a strategic activity that moves an organization to
greater productivity and creativity (Porter-O'Grady, 2016). This
can increase cooperation and communication in the workplace.
Without some degree of conflicts, organizations lack change,
creativity, and quality decisions. For instance, whenever a
cooperation experiences conflicts, the manager might decide to
introduce change to solve the issue. However, high levels of
conflicts are harmful to the organizations.
The social conflict theory contends conflicts is a fundamental
element of human social life. Conflict is inevitable because of
exploitative social relations. Such relations include career
advancement, professional values, and inadequate resources
(Lambley, 2009). Take the case of employees who fail to get
promotions at work, yet they qualify. The pluralist theory
considers conflict as a legitimate matter because it occurs when
different groups in the organization have legitimate interests.
Conflict is not harmful on its own, and it can lead to
organizational efficiency and responsiveness if it is managed.
Leader as a Change Agent

Companies are continually embracing change to have a
competitive advantage over other businesses. Leaders act as the
agents of change because they facilitate the process and ensure
everyone is accepting change. During the change, the leader is
the advocate as he or she supports it and encourages the others
to join the process (Schabracq, 2009). As an advocate of
change, the leader remains persistent so that the whole
organization can move in the same direction. Secondly, the
leader provides a clear vision for the organization whenever it
is going through change. As a result, the other people in the
firm will focus their efforts towards a common goal minimizing
resistance to change.
Leaders play the role of the detective in investigating the
issues that hinder change. For example, the manager may ask
the employees who are resisting change to give their reasons.
The leader would then handle such problems to make it easy to
implement the change. The leader also acts as a facilitator
becoming creative to assist the people in finding it easy to
engage in change (Schabracq, 2009). For example, the leader
could provide the necessary tools and systems to facilitate
change. Leaders also mediate when two groups have opposing
views on change.
Handle Conflicts Can Enhance or Hinder Effective Leadership
in Health Care
The management of conflicts is an important aspect for
leaders in health care facilities. However, the way a manager
solves conflicts determine if they become effective leaders or
not. Health care managers who use diplomacy to manage
conflicts improve their leadership expertise (Roussel, 2013).
Diplomacy requires the manager to ensure that the parties
involved in the conflict understand its impact to the
organization. Assume a patient was rude to the physician and
the physician shouted back at the patient. The manager will
ensure that the doctor understands the negative effects of his
anger on the quality of care. As such, the physician will
apologize to the patient, and the manager will become a better

leader. Using emotional intelligence also improves the
leadership expertise of the health administrator.
However, if a manager lacks emotional intelligence,
diplomacy, and interpersonal skills when control of conflicts, he
or she will hinder competent leadership (Roussel, 2013). Instead
of creating a favorable environment, the manager would make
communication and relationships among the physicians,
patients, and nurses worsen.
Conclusively, conflicts result in low productivity, and in
health care, they can lower patient care while increasing
litigation. The theories of conflict are radical, pluralist,
interactionist, and unitary while those of change include
Lewin’s model, McKinsey 7-S Model, and Kotter’s 8 step
model. It is vital for health care leaders to handle conflicts
effectively.
References
Cameron, E., & Green, M. (2012). Making sense of change
management: A complete guide to the models, tools and
techniques of organizational change. London: Kogan Page.
Lambley, S. (2009). Proactive Management in Social Work
Practice. SAGE. Comment by Owner: Capitalize first word
in title and subtitle only
Edition. [VitalSource Bookshelf Online]. Retrieved from
1557/
Roussel, L. (2013). Management and leadership for nurse
administrators. Burlington, MA: Jones & Bartlett Learning.

Schabracq, M. (2009). Changing Organizational Culture: The
Change Agent's Guidebook. John Wiley and Sons.
Maximum Points
Included a description of change theories, conflict theories, and
leader as a change agent.
60
Integrated how your ability to handle conflict can either
enhance or hinder effective leadership in the health care
environment.
20
18
Total:
98
You did a good job on your description of theories and
integrated how your ability to handle conflict affects leadership.
See comments to help.

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