Three leadership styles are transformational, situational and quantum leadership. The three characteristics that define the transformational leadership include motivating the followers inspirationally, creation of unity, and establishing a shared vision (Hamric, Hanson, Tracy & O’Gradyu, 2013). The major characteristics of the situational leadership are the leaders and the followers assuming roles, which are interchangeable, according to the business environment, empowering the followers through support, and hierarchal leadership. The chief characteristics of quantum leadership are the reliance on the emergence of unique solutions, the alignment of one’s values and talents with the values and goals of an entity, and the inclusion of communities of practice (Malloch & Porter-O’Grady, 2015).

You're lucky! Use promo "samples20"
and get a custom paper on
"Styles Of Leadership"
with 20% discount!
Order Now

The attributes of the above leadership styles can be applied to my own leadership development. For instance, as a nurse, I can seek to ensure that every member of my group achieves the same understanding of the department’s goals. This would be important as it would help my colleagues to become empowered. Besides, I can strive to develop talents and values, which are being demanded by the vision set for the company.

Tthree things that I could do to continue learning to be a better leader include interacting with effective managers, seeking professional development through training and attending seminars and striving to improve my competencies. The areas that I would like to strengthen within my leadership style are my relations with people and decision making. On my relationship with other people, I plan to participate more in social interactions. However, I will target people who are above me in the social order. To improve my decision-making skills, I plan to attend seminars and workshops whose theme is improving on one’s decision-making process.

Having a greater ability to relate appropriately to other people is essential as it can assist one to set up a working patient-centred care in which the APRN and the client get to share information freely and constructively (Avolio & Gardner, 2005). With a greater decision-making capacity, it follows that I can provide solutions to even the most complex issues that face the healthcare delivery.

The statement that leadership is everyone’s business means that the issue of leadership is not reserved for a particular group. Rather, every person has the capacity and the ability to develop leadership attributes (Hamric, Hanson, Tracy & O’Gradyu, 2013). I agree with the statement entirely, which means that it is true. With proper orientation, it follows that a person can learn how to become a leader. This means that leadership is natural.

    References
  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly,16(3), 315-338.
  • Hamric, A. B., Hanson, C. M., Tracy, M. F. & O’Gradyu, E. T. (2013). Advanced Practice Nursing: An Integrative Approach 5th ed. London, UK: Elsevier.
  • Malloch, K. & Porter-O’Grady, T. (2015). Quantum Leadership: Building Better Partnerships for Sustainable Health. London, UK: Jones & Bartlett Learning.