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My Leadership Strengths as a Nurse


MyLeadership Strengths as a Nurse

MyLeadership Strengths as a Nurse

Nursingis without doubt one of the most sensitive professions in the world.This is partly because its actual practice is both an art and ascience. Our nursing philosophy directs that we need to deliver ourevidence based services in a way that is not only artistic, but alsosensitive to the most critical human elements. Ideally, this impliesthat nurses are generally leaders in their own different capacities.Their career demands that they find new and unique ideas to executein different situations and cases that they came across nearly on adaily basis (Bernard, 2015).

ADescription of my Strengths

Throughoutmy studies and practice as a nurse I have come to identify myselfwith a number of strengths that have greatly helped me become abetter professional. As identified by the StrengthsFinder, some ofthese strengths are inborn while others I have learned to nurturethem over time. The first strength is futuristic.I am a dreamer and will always tend to direct my life towards thefuture. Throughout my studies and practice, I have always had aninterest in knowing what the future holds for us as far as ourprofession is concerned. This is exhibited in my continuousexpression of a vision of the future. More so, I have a passion forthe very modern technologies and designs since I believe they are notonly innovative, but also revolutionary.

Mysecond strength is inclusion.I am an includer by nature because I believe nursing is a professionwhere everyone including family and community is a stakeholder. Assuch, with my includer talents, I am very sensitive to those who areleft out and will always work to bring them in at the slightestopportunity. My third strength is responsibilitywhich compels me to taking psychological ownership for anything thatI commit myself to. This is regardless of whether it is large orsmall. Fourthly, I have the strength of developerbecause I strongly believe that everyone has potential and can growin their own different capacities. The last strength is wooing. According to Bernard (2015), woo basically stands for winning othersover meaning that this strength is based on the social intelligencetheme of inspiring and motivating others.

Reflectionof my Strengths

Theevidence of the above strengths has been exhibited a number of timesthroughout my studies and my practice as a nurse. When I joinedcollege some time back, I was so enthusiastic about the profession.Many times, I would imagine myself being nurse attending to the mostcomplicated situation. It was at this time that I discovered I amfuturistic because I literally directed my life towards this future(becoming a nurse). My commitment to realize it also demonstrates myresponsibility strength which helped me withstand all the odds I metthroughout the journey.

Myinclusion talent came in handy later on when I started practicingnursing. As noted earlier, I believe nursing is a holisticprofession. This assumption is influenced by the experiences I havehad with my out-patients. Apparently, I have come to learn the needto include family and friends in the delivery of their health caresince these parties play a very crucial role in the actual healingprocess of these patients. Through inclusion, I have also been ableto develop and empower some of the family members and friends tobecome better care givers, something that really satisfies my heart.It is always humbling to woo a family or have that kid somewherelooking up to you and wanting to become a nurse just because of howyou cared for his or her mother.

TransformationalLeadership and how it Compares to my Strengths

Eaglyand Marloes (2016) define transformational leadership as a model ofleadership where a leader works closely with his or her subordinateswith the objective of raising one another to higher levels ofmorality and motivation. As such, inspiration and trust in eachother’s ability are always at the center of this style (Riggio,2014). According to Antonakis and Avolio (2013), transformationalleadership has proven very effective in a number of situations. Infact, most organizations are opting for this model because besidesempowerment, it helps create more leaders than followers(Barth-Farkas &amp Vera, 2014).

Mystrengths compare in a big way with the approach used bytransformational leaders. As noted earlier, throughout my career, Ihave always believed in wooing and developing individuals. As such,my relationship with my clients, colleagues, friends and family hasalways been that of creating a vision to guide change throughinspiration and motivation. Change in this context might be onanything including attitude, performance or professional growth.

Conclusion/Howmy Leadership Style has Evolved over Time

Itis without doubt that my leadership style has evolved dramaticallyover time. In the early years of my career, I used to put a lot offocus on myself in the quest of wanting to become a betterprofessional. With time however, and with the influence of theexposure to transformational leadership, this focus has shifted toothers people including my colleagues and subordinates. Today, as anadvanced practice nurse, I seemingly derive my professional passionfrom seeing people I have mentored grow and succeed. Therefore, I amdevoting much of my efforts into leading by example and making myselfmore approachable and source of inspiration.


Antonakis,J. &amp Avolio, B. (2013). Context and leadership: An examination ofthe nine-factor Full-Range Leadership Theory using the MultifactorLeadership Questionnaire. TheLeadership Quarterly, 14(3).261–295.

Barth-Farkas,F. &amp Vera, A. (2014). Power and Transformational Leadership inPublic Organizations. InternationalJournal of Leadership in Public Services, 10(4),217–232.

Bernard,M. (2015). The Future of Leadership in Learning Organizations.Journalof Leadership &amp Organizational Studies, 7(3),19-31.

Eagly,A.H. &amp Marloes, L.V. (2016). Transformational, Transactional, andLaissez-Faire Leadership Styles: A Meta-Analysis Comparing Women andMen. PsychologicalBulletin, 129(4),569-91.

Riggio,R. (2014). From transactional to transformational leadership:Learning to share the vision. OrganizationalDynamics, 18(3),19–31.