Being a leader is hard work. The effective leader will combine intelligence with organizational skills, be persuasive without being too bossy, assertive without demanding and have self-confidence to mold the future leaders in the company. Not everyone is a natural leader, some leaders, including myself, were thrust into their positions because there was no one else at the time that had the skills set, ability, time or flexibility to do the role. Other leaders I have worked with have practically begged for the position since the time they filled out the application at the door. While neither leader may have been the best, it is interesting to point what type of leader is effective and successful. The purpose of this paper is to describe
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Sarah admitted that I was the one thrown into this Director of Nursing position without proper training or goal-setting. Sarah slowly began to teach me about transformational leadership. Transformational leadership emphasizes the important of interpersonal relationships (Sullivan, 2013). Sarah felt I wasn’t orienting new nurses properly to our company, so she helped me develop a preceptor program. She said while decisions involving Human Resources needed to be kept at the management level, other topics could be open for group discussion and the team could help decide some policies going forward. This writer was forced to admit to not completing tasks timely, having too many hands in the fire, and not paying attention to detail. Sarah showed me my strengths of assertiveness and persuasiveness, but by using the team approach and creativity, slowly the office became more organized and stable. My now mentor, Sarah, was action-oriented, had people skills and trusted her employees to do the right thing. Sarah was highly intelligent and accepted responsibility when things did not go well. She led by example, often being the mentor to new staff when others weren’t available. This writer felt he had to be her clone, yet develop my own people skills and self-confidence to be an effective leader. When I shared my DiSC findings with Sarah, she laughed. This writer never knew she scored a “high I” also. It was also interesting that Sarah and I shared the same birth date, we are both Leos, and this added to the dynamics of why we wanted to be effective, powerful
Sarah admitted that I was the one thrown into this Director of Nursing position without proper training or goal-setting. Sarah slowly began to teach me about transformational leadership. Transformational leadership emphasizes the important of interpersonal relationships (Sullivan, 2013). Sarah felt I wasn’t orienting new nurses properly to our company, so she helped me develop a preceptor program. She said while decisions involving Human Resources needed to be kept at the management level, other topics could be open for group discussion and the team could help decide some policies going forward. This writer was forced to admit to not completing tasks timely, having too many hands in the fire, and not paying attention to detail. Sarah showed me my strengths of assertiveness and persuasiveness, but by using the team approach and creativity, slowly the office became more organized and stable. My now mentor, Sarah, was action-oriented, had people skills and trusted her employees to do the right thing. Sarah was highly intelligent and accepted responsibility when things did not go well. She led by example, often being the mentor to new staff when others weren’t available. This writer felt he had to be her clone, yet develop my own people skills and self-confidence to be an effective leader. When I shared my DiSC findings with Sarah, she laughed. This writer never knew she scored a “high I” also. It was also interesting that Sarah and I shared the same birth date, we are both Leos, and this added to the dynamics of why we wanted to be effective, powerful