Individual interest in the concept of life is driven by principles, ethical conduct, and life goals and objectives. Personally, my principles or core values in life are my sense of responsibility and my beliefs. My social interactions reveal that these two values are also my strengths, as they have guided the ventures I have undertaken so far. My beliefs enable me to be able to make sound decisions that influence my life in a personal manner. My sense of responsibility has guided me in taking into account the repercussions of my actions, making me cautious about the decisions I make in life. These two values are essential in leadership as well. A leader that emulates a sense of responsibility and leads others based off what they believe rather than what they are told are referred to as authentic as they create a good economic or social environment for healthy interactions. People respect a leader who knows what they wish to achieve, assertive but also open to integrating new ideas.
My vision statement is to be an achiever. This means that my mission is always to achieve something tangible that would make me feel good about myself. Setting achievable goals is important, especially since it gives the drive to do more the next day. This teaches me how to be content with myself every day since I have a timeline and a strategy that I apply to every aspect of my life. This is important as it helps me plan, helps me realize methods that are not working for me and also assists me in finding out my true purpose in life. Achieving something may be a personal goal, but it also involves helping others achieve their goals in one way or another. This involves being a good role model and emulating the importance of what I do through setting a personal example. This tends to be more impactful than letting someone achieve something on their own accord.
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I had the opportunity of taking part in a StrengthsFinder test, and the results were informative on my character traits. Similar to my core values, the test revealed that I have a good sense of responsibility and that I lead my life based on my beliefs. Similarly, I am also an achiever and equally strategic. I also add significant input during my various interactions. The results were satisfying, given the fact that I have always known myself to be an achiever. My inspirations in life to be an agent of positive change influence the positive input that I have in all my engagements. I feel that the test clarified what I already knew, giving me sufficient motivation to steer on with my current perspective of life.
The results of the StrengthsFinder test show that I have the qualities to be a good leader. An authentic leader is one who is responsible and is not quick to throw blame at others. They take accountability for the losses and successes. Having input is also a good aspect that opens up new possibilities and opportunities for growth. Believing in one’s beliefs is important, especially in the decision-making process, an important aspect of leadership. The core strengths identified are not only important aspects of leadership but equally, benefit individual lives by enabling leaders to be goal oriented as they plan their lives. They are considered codes of ethical conduct within society.
Leadership is set on the analogy that leaders can be made rather than born. This means that with the proper training and exposure, it is possible to mold an individual into an authentic leader. Every leader is born different, but a good leader is one who is responsible, transparent, and goal oriented, amongst other things (Regan, Laschinger & Wong, 2016). This said it is important to consider the behavioral traits of a leader. Good leaders are noted to be transformational and influential based on the way they relate with others. With that, I would wish to work on two aspects of my behavior to be a good leader. The first would be to train on how to be patient, especially since not all people that I will interact with will respond with the same enthusiasm as mine, also since change is a slow but progressive process that needs a positive mindset to achieve the required goals (Giddens, 2018). Also, I would learn to be assertive but cautious, such that I can easily adapt to change and consider other people’s beliefs as I relate with others. This is important in the aspect of decision making.
As a way of improving on said behavior traits, it would be essential to implementing action plans that would be set on achieving the set goal (Fallatah & Laschinger, 2016). Paying attention and asking questions during leadership training sessions is a good way to practice patience. For example, attending leadership seminars would expose me to practical situations that would help me build on my patience levels. Similarly, it is important to attend these seminars as well as they get to different network leaders who share their experiences and give pointers on how to deal with such situations (Hanse, Harlin, Jarebrant, Ulin, Winkel, 2016). In adapting to change, I believe engaging a mentor or attending mentorship classes would be beneficial in hearing the experiences of leaders who have held the position for a long time such as Barrack Obama, and influential nurse leaders. This may be through conventions or workshops that train on effective leadership.
References
Fallatah, F., & Laschinger, H. K. (2016). The influence of authentic leadership and supportive professional practice environments on new graduate nurses’ job satisfaction. Journal of Research in Nursing , 21 (2), 125-136.
Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal of Professional Nursing , 34 (2), 117-121.
Hanse, J. J., Harlin, U., Jarebrant, C., Ulin, K., & Winkel, J. (2016). The impact of servant leadership dimensions on leader-member exchange among health care professionals. Journal of nursing management , 24 (2), 228-234.
Regan, S., Laschinger, H. K., & Wong, C. A. (2016). The influence of empowerment, authentic leadership, and professional practice environments on nurses’ perceived interprofessional collaboration. Journal of nursing management , 24 (1), E54-E61.
