NURS 6053 Discussion 2 Your Leadership Profile
Top of Form
I have completed the Gallup Clifton Strengths in a previous leadership role. The report attached is from my November 2019 survey. My top 5 signature themes are Achiever, Responsibility, Restorative, Input, and Strategic. According to Gallup, these themes represent my top 5 talents and are my dominant traits as a leader (Gallup, 2019).
According to my Signature Theme Report, my Achiever theme means that I am a person who feels the need to accomplish something tangible every day (Gallup, 2019). This theme identifies my innate drive for accomplishments and fits me with great accuracy. The Achiever theme means I rarely rest on my laurels, relish challenges, and have a great deal of energy and drive.
My second theme was identified as responsibility, and this also fits me accurately. According to Gallup, this theme means that I take ownership of anything I commit myself to, and that this is the reason I always complete projects or tasks (Gallup, 2019). Conscientious adherence to ethics and a drive for completing tasks the right way defines this trait (Gallup, 2019). My report says that this theme creates my reputation for being someone that can be counted on to get things done (Gallup, 2019).
My third theme of Restorative means that I enjoy solving problems (Gallup, 2019). According to Gallup, I am energized by challenges, and this theme embodies that trait (p. 3). The Restorative theme identifies me as a person who enjoys restoring things by identifying underlying problems and resolving them (Gallup, 2019). It identifies me as a fixer (Gallup, 2019).
Theme four in my report was identified as Input. Gallup says this theme represents my innate curiosity and inquisitiveness (Gallup, 2019). I believe that this theme is directly correlated to my earlier themes and is foundational to my energy and drive. According to my report, my Input theme means that I find the world complex and fascinating (Gallup, 2019). My Input theme means I collect things that fascinate me (Gallup, 2019).
My fifth theme, Strategic, is described as a skill that cannot be taught (Gallup, 2019). I believe this is reflected in my ability to think critically. Gallup says this theme allows me, “…to see patterns where others simply see complexity” (p. 4). According to Gallup, this theme also helps me to arrive at decisions rapidly to move forward into solutions (Gallup, 2019).
It was quite easy for me to see how these themes reflect my personal values and the characteristics of myself that I take pride in manifesting. I feel that some of these characteristics are my greatest strengths. However, it has been my experience that my greatest strengths are also my greatest weaknesses.
Two of my core values that are clearly represented in my results are responsibility and helping. I feel strongly about commitment, whether that is to a relationship, a job, a friend, a pet, or a project. I take responsibility for whatever I commit to and feel a strong sense of pride about this. I feel significant distress when I feel I have let anyone down. My value of being helpful is directly related to this and ultimately is what drove me to the profession of nursing. I feel a strong drive to be helpful, and feel an obligation to share my energy, motivation, and knowledge to help others. Broome & Marshall state that motivation inspires others in an organization (p. 185). I aspire to be a transformational leader. In one cross-sectional study published in the International Journal of Caring Sciences, the transformational leadership style of inspirational motivation was able to increase the quality of nursing work life by 28% (Suratno et al., 2018).
Two strengths that this report identified are my strong critical thinking skills, and my innate inquisitiveness. These strengths combine to make me a problem solver. I naturally look for solutions. I am able to strategize, prioritize, and take action to resolve problems.
Characteristics that I would like to strengthen based upon my results fall within my themes of Responsibility and Achiever. But it is not strengthening these traits that I think I need to work on. Rather, I need to be better about recognizing when these drives override my ability to say no when there are too many demands on my time. I am not always good at saying no. My drive to achieve goals and my strong sense of responsibility for things contribute to this. I would like to focus on setting achievable goals and setting clear boundaries that are best for me and my wellbeing. I want to always demonstrate good boundaries. I want to learn to recognize that I do not have to set myself on fire to keep others warm so to speak. I want to embody and model my value of wholeness through self-care.
The most productive people I have known are good at prioritizing and setting boundaries. This enables them to focus on the things and projects that matter the most to them. They accomplish more and feel better about themselves because they act in congruence with their values. To always make choices that are congruent with my priorities and values is important to me, and sometimes saying no is necessary. I want to learn not to let my sense of responsibility and constant drive to achieve influence my choices when it comes to focusing on my priorities. I want to be better about learning when to say no rather than always saying yes.
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Gallup. (November 27, 2019). Darcy ruffo. Your signature theme report [Report]. Clifton Strengths, 63012165 (DARCY RUFFO).
Suratno, K., Ariyanti, S., & Kadar, K. S. (2018). The Relationship between Transformational Leadership and Quality of Nursing Work Life in Hospital. International Journal of Caring Sciences, 11(3), 1416–1422.
Bottom of Form
Do you believe you have the traits to be an effective leader? Perhaps you are already in a supervisory role, but as has been discussed previously, appointment does not guarantee leadership skills.
How can you evaluate your own leadership skills and behaviors? You can start by analyzing your performance in specific areas of leadership. In this Discussion, you will complete Gallup’s StrengthsFinder assessment. This assessment will identify your personal strengths, which have been shown to improve motivation, engagement, and academic self-conference. Through this assessment, you will discover your top five themes—which you can reflect upon and use to leverage your talents for optimal success and examine how the results relate to your leadership traits.
To Prepare:
Complete the StrengthsFinder assessment instrument, per the instructions found in this Module’s Learning Resources.
Please Note: This Assessment will take roughly 30 minutes to complete.
- Once you have completed your assessment, you will receive your “Top 5 Signature Themes of Talent” on your screen.
- Click the Download button below Signature Theme Report, and then print and save the report. We also encourage you to select the Apply tab to review action items.
NOTE: Please keep your report. You will need your results for future courses. Technical Issues with Gallup:
If you have technical issues after registering, please contact the Gallup Education Support group by phone at +1.866-346-4408. Support is available 24 hours/day from 6:00 p.m. Sunday U.S. Central Time through 5:00 p.m. Friday U.S. Central Time.
- Reflect on the results of your Assessment, and consider how the results relate to your leadership traits.
- Download your Signature Theme Report to submit for this Discussion.
By Day 3 of Week 5
Post a brief description of your results from the StrengthsFinder assessment. Then, briefly describe two core values, two strengths, and two characteristics that you would like to strengthen based on the results of your StrengthsFinder assessment. Be specific. Note: Be sure to attach your Signature Theme Report to your Discussion post.
By Day 6 of Week 5
Respond to at least two of your colleagues on two different days by making recommendations for how they might strengthen the leadership behaviors profiled in their StrengthsFinder assessment, or by commenting on lessons to be learned from the results that can be applied to personal leadership philosophies and behaviors.
Submission and Grading Information
Grading Criteria
To access your rubric:
Week 5 Discussion Rubric
Post by Day 3 and Respond by Day 6 of Week 5
To participate in this Discussion:
Week 5 Discussion
Module 3: Leadership (Weeks 4-6)
Laureate Education (Producer). (2018). The Leader in You [Video file]. Baltimore, MD: Author.
Learning Objectives
Students will:
- Analyze the effectiveness and impact of leadership skills
- Assess personal leadership traits
- Analyze how leadership traits can be applied to personal leadership philosophies and behaviors
- Develop a personal leadership philosophy
- Create a development plan related to personal leadership philosophies
| Due By | Assignment |
| Week 4, Days 1–2 | Read the Learning Resources. Compose your initial Discussion 1 post. |
| Week 4, Day 3 | Post your initial Discussion 1 post. Begin to compose your Assignment. |
| Week 4, Days 4-5 | Review peer Discussion 1 posts. Compose your peer Discussion 1 responses. Continue to compose your Assignment. |
| Week 4, Day 6 | Post two peer Discussion 1 responses. |
| Week 5, Days 1-2 | Compose your initial Discussion 2 post. Continue to compose your Assignment. |
| Week 5, Day 3 | Post your initial Discussion 2 post. Continue to compose your Assignment. |
| Week 5, Days 4-5 | Review peer Discussion 2 posts. Compose your peer Discussion 2 responses. Continue to compose your Assignment. |
| Week 5, Day 6 | Post two peer Discussion 2 responses. |
| Week 6, Days 1- 6 | Continue to compose your Assignment. |
| Week 6, Day 7 | Deadline to submit your Assignment. |
Learning Resources
Required Readings
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
- Chapter 1, “Frameworks for Becoming a Transformational Leader” (pp. 2–19 ONLY)
- Chapter 6, “Shaping Your Own Leadership Journey” (pp. 182-211)
Resources for the StrengthsFinder Assessment Tool
Rath, T. (2007). Strengths Finder 2.0 – with Access Code.
Purchase the access code from the Walden bookstore. Then follow the instructions in the document “How to Access the Strengths Finder 2.0.
Required Media
Laureate Education (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.
Rubric Detail
Select Grid View or List View to change the rubric’s layout.
Content
Name: NURS_6053_Module03_Week05_Discussion_Rubric
| Excellent | Good | Fair | Poor | ||
| Main Posting | Points Range: 45 (45%) – 50 (50%)
Answers all parts of the discussion question(s) expectations with reflective critical analysis and synthesis of knowledge gained from the course readings for the module and current credible sources.
Supported by at least three current, credible sources.
Written clearly and concisely with no grammatical or spelling errors and fully adheres to current APA manual writing rules and style. |
Points Range: 40 (40%) – 44 (44%)
Responds to the discussion question(s) and is reflective with critical analysis and synthesis of knowledge gained from the course readings for the module.
At least 75% of post has exceptional depth and breadth.
Supported by at least three credible sources.
Written clearly and concisely with one or no grammatical or spelling errors and fully adheres to current APA manual writing rules and style. |
Points Range: 35 (35%) – 39 (39%)
Responds to some of the discussion question(s).
One or two criteria are not addressed or are superficially addressed.
Is somewhat lacking reflection and critical analysis and synthesis.
Somewhat represents knowledge gained from the course readings for the module.
Post is cited with two credible sources.
Written somewhat concisely; may contain more than two spelling or grammatical errors.
Contains some APA formatting errors. |
Points Range: 0 (0%) – 34 (34%)
Does not respond to the discussion question(s) adequately.
Lacks depth or superficially addresses criteria.
Lacks reflection and critical analysis and synthesis.
Does not represent knowledge gained from the course readings for the module.
Contains only one or no credible sources.
Not written clearly or concisely.
Contains more than two spelling or grammatical errors.
Does not adhere to current APA manual writing rules and style. |
|
| Main Post: Timeliness | Points Range: 10 (10%) – 10 (10%)
Posts main post by day 3. |
Points Range: 0 (0%) – 0 (0%) | Points Range: 0 (0%) – 0 (0%) | Points Range: 0 (0%) – 0 (0%)
Does not post by day 3. |
|
| First Response | Points Range: 17 (17%) – 18 (18%)
Response exhibits synthesis, critical thinking, and application to practice settings.
Responds fully to questions posed by faculty.
Provides clear, concise opinions and ideas that are supported by at least two scholarly sources.
Demonstrates synthesis and understanding of learning objectives.
Communication is professional and respectful to colleagues.
Responses to faculty questions are fully answered, if posed.
Response is effectively written in standard, edited English. |
Points Range: 15 (15%) – 16 (16%)
Response exhibits critical thinking and application to practice settings.
Communication is professional and respectful to colleagues.
Responses to faculty questions are answered, if posed.
Provides clear, concise opinions and ideas that are supported by two or more credible sources.
Response is effectively written in standard, edited English. |
Points Range: 13 (13%) – 14 (14%)
Response is on topic and may have some depth.
Responses posted in the discussion may lack effective professional communication.
Responses to faculty questions are somewhat answered, if posed.
Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited. |
Points Range: 0 (0%) – 12 (12%)
Response may not be on topic and lacks depth.
Responses posted in the discussion lack effective professional communication.
Responses to faculty questions are missing.
No credible sources are cited. |
|
| Second Response | Points Range: 16 (16%) – 17 (17%)
Response exhibits synthesis, critical thinking, and application to practice settings.
Responds fully to questions posed by faculty.
Provides clear, concise opinions and ideas that are supported by at least two scholarly sources.
Demonstrates synthesis and understanding of learning objectives.
Communication is professional and respectful to colleagues.
Responses to faculty questions are fully answered, if posed.
Response is effectively written in standard, edited English. |
Points Range: 14 (14%) – 15 (15%)
Response exhibits critical thinking and application to practice settings.
Communication is professional and respectful to colleagues.
Responses to faculty questions are answered, if posed.
Provides clear, concise opinions and ideas that are supported by two or more credible sources.
Response is effectively written in standard, edited English. |
Points Range: 12 (12%) – 13 (13%)
Response is on topic and may have some depth.
Responses posted in the discussion may lack effective professional communication.
Responses to faculty questions are somewhat answered, if posed.
Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited. |
Points Range: 0 (0%) – 11 (11%)
Response may not be on topic and lacks depth.
Responses posted in the discussion lack effective professional communication.
Responses to faculty questions are missing.
No credible sources are cited. |
|
| Participation | Points Range: 5 (5%) – 5 (5%)
Meets requirements for participation by posting on three different days. |
Points Range: 0 (0%) – 0 (0%) | Points Range: 0 (0%) – 0 (0%) | Points Range: 0 (0%) – 0 (0%)
Does not meet requirements for participation by posting on 3 different days. |
|
| Total Points: 100 | |||||
Name: NURS_6053_Module03_Week05_Discussion_Rubric
Being a leader means you must make hard decisions because somebody must because you must make sure that the organization continues to be viable and thrive over the long term on the business side. But if you have credibility earned every day, most people will understand, again, there’s a difference between understanding and liking. I do not particularly appreciate making some of the decisions I’ve had to make in my career. I’ve seen that complex collective bargaining agreement negotiations through my career in union negotiations. We had essential trust and confidence with both the leadership of the bargaining unit and the employees in that unit so that you could have an honest discussion around an issue. You could even have an honest disagreement about what one side wanted or the other. But we never tore the whole organization apart. It never became personal because people had confidence that there were two legitimate points of view. And some of this can sound soft. I contend that it is part of the very fiber of what makes a great health care leader.
I think leadership is a never-ending crusade, if you would, something that you can continually improve, always get more training, do more reading, understand, and appreciate the research behind leadership. It’s trainable, testable, and improvable throughout anybody’s career. I’m convinced it’s about communication. It’s about respect. It’s about integrity. It’s about actually getting people to follow you to a place that they wouldn’t ordinarily go. That’s leadership. A leader needs to direct these highly skilled workers without telling them what to do or how to do it because we do not usually have that knowledge. So, it’s different from people in this highly specialized way in other organizations. I think it’s a unique setting for health care, especially dealing with physicians that are not necessarily employees of the hospital and having to be able to understand their perspective and their needs, how they might have concern for the internal organization, but also a problem for their practice and their patients.
References
Gallup, (2021). Your signature theme report. Gallup analytics and reporting.
Rath, T.,(2007). Strengths finder.2.0. https://mbsdirect.vitalsource.com/reader/books/MBS1879141/pageid/0
Tang, J.H-C., & Hudson, P.(2019). Evidence-based practice guidelines: nurse retention for nurse managers. Journal of gerontological nursing.45.(11).
