Time Management Self-Assessment Information

Viviana Torres

NSG 4029 Leadership in a Diverse Society

South University

November 2, 2020

Time Management Self-Assessment Information

I took a self-test on https://www.mindtools.com/pages/article/newHTE_88.htm (mind tools) on time management and I scored 49. The results of my assessment indicate that I manage my time effectively but there are areas where I need to improve. From what we learned this week on time management, I understand that time management is essential to effectively and successfully perform as a nurse. There are important aspects of time management to consider such as goal setting, procrastination, prioritization, and managing interruptions. For instance, from my personal assessment on time management, I scored 6 out of 10 when it comes to goal setting. That is a medium score and it implies that there are actions I need to take to achieve full perfection in setting goals. To manage time effectively, one has to set goals. Goals will give a direction, define what you are supposed to do, and the order in which to do them. According to Aggar et al., (2017) having goals will ensure you set plans as a nurse and this will ensure you perform and progress. This will even help you deal with other additional roles of a nurse such as solving conflicts and leading effectively.

When it comes to the aspect of prioritization, I scored 23 out of 30. This is affair score, indicating that I prioritize what needs to be done and especially the most important. I always have a to-do list that guides me on the tasks to start with and the ones to end the day with. From the concept of professional nursing organizations this week, I learned that prioritizing is one of the characteristics of a professional nurse. As a nurse you must understand what your priorities are. This brings the theory of Maslow’s hierarchy of needs he insists that prioritizing is at the core of nursing. According to Maryniak (2019), a nurse must view activities from the point of how important and urgent it is, and act on them by thinking critically and applying clinical decision-making skills.

A serious barrier to time management and where I also scored fairly is managing interruptions. As a nurse, you will come across interrupters in the workplace and the important thing is to understand how to handle them. There can be complexities when attending to patients and failing to manage them impedes achievement of goals. Another barrier to time management echoed in a lot of literature is failure to delegate. From the delegative theory of leadership, I learnt that a leader must delegate. There has been arise in medication and treatment errors because nurses fail to delegate. They are forced to multitask and this affects efficiency and increases stress at work. Yen et al., (2016) asserts that “Multitasking actually slows a person down, increases stress, impacts memory, and increases chances for errors”. There is need for a nurse to ensure they manage interrupters and delegate effectively to avoid problems such as medical errors and patient falls.

Leadership Theory That Describes My Leadership Style

Participative Leadership Theory

Vesterinen et al., (2013) asserts that a nurse’ leadership style plays a huge role in determining their job satisfaction. I would describe myself as a democratic leader because the theory that best describes my leadership style is participative leadership. I have always believed that success comes from a combination of ideas whereby everyone has to give their opinion and actively participate in achieving the end result. This is most especially important in nursing where a lot of collaboration and coordination is required for the delivery of high-quality and patient satisfying care. What I have learnt about nursing is that nurse professionals have to work as a team and collaborate to coordinate care. Without these, there could be arise in issues such as medication errors and poor patient satisfaction. All nurses have to take part in the provision of care to patients and make informed decisions for efficiency and high-quality healthcare. Vesterinen et al (2013) makes it clear that participative leadership allows nurses to cooperate with one another and form teams that ensure effective delivery of healthcare. It ensures any action taken is grounded on sufficient knowledge, support from colleagues, and informative work experiences.

A Comparison Between Leadership and Management

While a leader can be a manager at the same time, there are differences in the characteristics and roles performed in leadership and those performed in management. In nursing, understanding the difference between the two is very important. A nurse manager in an organization will control things to ensure goals are achieved. However, the same nurse as a leader while controlling will influence, motivate, and empower others to ensure they work effectively towards achieving the goals and success of the organization. Raso and Lutheran (2015) posit that a nurse leader needs both leadership and management qualities, “being inspirational (leadership) while simultaneously organizing care delivery—sometimes down to the plan for the next hour (management)”. Considering the expanding roles of nurses in management and leadership, continuous learning is essential while doing self- assessments to constantly shape your skills as a nurse.

References

Aggar, C., Bloomfield, J. G., Frotjold, A., Thomas, T. H., & Koo, F. (2018). A time management intervention using simulation to improve nursing students’ preparedness for medication administration in the clinical setting: A quasi-experimental study. Collegian, 25(1), 105-111.

Maryniak, K. (2019). Professional nursing practice in the United States: An overview for international nurses, and those along the continuum from new graduates to experienced nurses. San Bernardino, CA: Author.

Nayak, S. G. (2018). Time Management in Nursing–Hour of need. International Journal of Caring Sciences, 11(3), 1997-2000.

Raso, R., & Lutheran, N. Y. U. (2015). The leadership balancing act. Nursing Management, 46(8), 4-4.

Vesterinen, S., Suhonen, M., Isola, A., Paasivaara, L., & Laukkala, H. (2013). Nurse managers’ perceptions related to their leadership styles, knowledge, and skills in these areas—a viewpoint: Case of health centre wards in Finland. ISRN nursing, 2013.

SCORE A+ WITH HELP FROM OUR PROFESSIONAL WRITERS – Week 5 Project Nursing Leadership in a Diverse Society

PERSONALITY TYPE 1

Personality Type 4

Personality Type

Viviana Torres

NSG 4029 Leadership in a Diverse Society

South University

November 9, 2020

Nursing Leadership in a Diverse Society

Personality type can be portrayed as a mental attribute characterization of various types of people. It is a mixture of character attributes that characterize a person’s conduct and mental personality. Kankaraš (2017) says that leadership style and leadership are personal things. As indicated in the personality type theory, Jung Typology Test by Carl Jung and Isabel Briggs Myers, an individual’s leadership style connects to their personality type as determined by preferences for judging vs. perceiving, introversion vs. extraction, feeling vs. thinking and intuition vs. sensing. Therefore, the different personalities present with different people determine the type of life choices and ways of living. Personality type test is critical in leadership ability identification in nursing. It helps in distinguishing the qualities and weaknesses that a leader may have in service delivery. In the past few decades, the four main types of personality test indicators have been on modification. As a result, these personality tests affect our daily decisions and activities, either knowingly or unknowingly.

I am not sure which personality category I best fit in because I have different types of personalities. Although, when I took the Jung Typology Test, my personality type result is ENFJ-A. I am 76% assertive, 60% judging, 74% feeling, 59% intuition, and 58% extraverted. Reflecting on these results, I realized that I am a natural-made leader full of charisma and passion, a caregiver ready to serve, a genuine, caring person who wants to lead the way to a brighter future. My personality was well reflected in this personality assessment. Without any fear of contradiction, my leadership philosophy style, such as creativity and honesty, has been shaped by this personality type.  Nursing Leadership in a Diverse Society

Depending on the situation that one is going through, I believe that no one can have one personality type because they change with time. The four personality types will really help me as a healthcare practitioner in leading, shaping and providing effective leadership (Kankaraš, 2017). Setting my goal just before I start any task has enabled me always to come out strong whenever I am handling a project. However, that being said, there is always a room we leave with my colleagues, where we discuss areas that require improvement and layout proper strategies that always help us perform better. Judging and seeing my character characteristics consistently need all that I am managing to be very efficient and systematic while also allowing myself to collaborate with the rest of the world more flexibly. Nursing Leadership in a Diverse Society

Introversion and extraversion are two most important personalities that many healthcare professionals should have when providing care because they establish an environment that positions a patient’s demand with available resources while interacting with the rest of the world. They are personalities that help us interact with the patient from different backgrounds and cultures, hence providing holistic care. It is our responsibility as practitioners to place patient’s needs at the center of care. It is by having extroversion and extraversion type of personalities that help me connect with the rest of the world no matter the situation. As such, I provide and lead to the best of my abilities and knowledge. Being an introvert, I draw my energy from within because I believe in order to record positive outcomes, I must have strong self-motivation and self-esteem (Oshio et al., 2018).

I have provided effective leadership in the health care environment because my intuition and sensing have significantly changed my interaction with my co-workers and patients. I will appropriately apply the five senses because my sensing type of personality will help me collect data and facts while intuition will help me analyze and interpret collected information and use evidence-based practices to make sound decisions (Oshio et al., 2018). To turn into a productive leadership figure, one must be in a position where they can gather and investigate data in the quickest manner conceivable and be in a position to comprehend what steps to follow before long.

I realized both feeling and thinking are my strong type of personalities in the healthcare environment. Feeling part of my personality always helps me to view things in a more subjective and personal way. Conversely, I use the thinking type of my personality to look at everything surrounding me more logically and objectively (Kankaraš, 2017). This way, I am ready to utilize my own instinct as a human to attempt to sort out what’s going on around me and simultaneously utilize the technique to arrive at an informed choice that I will see fit.

Conclusion

Each individual has diverse character attributes that make up the kind of individual that they are. The Big Five Personality Dimension is a good method to discover which character characteristics you are strong or powerless in. These characteristics can likewise support you and employers decide whether you are a good match for a job, a project, or a specific group. My evaluation results gave me a smart thought of my strengths and shortcomings and where I can make changes to be more appealing to future entrepreneurs. Nursing Leadership in a Diverse Society

References

Kankaraš, M. (2017). Personality matters: Relevance and assessment of personality characteristics.

Oshio, A., Taku, K., Hirano, M., & Saeed, G. (2018). Resilience and Big Five personality traits: A meta-analysis. Personality and Individual Differences, 127, 54-60.

SCORE A+ WITH HELP FROM OUR PROFESSIONAL WRITERS – Week 5 Project Nursing Leadership in a Diverse Society

Conflict Handling

Viviana Torres

NSG 4029 Leadership in a Diverse Society

South University

November 16, 2020

Conflict Handling Style

In any organization, conflict regularly occurs between people or groups in diverse scenarios. Conflict arises from the various differences among individuals or groups. The lack of conflict may imply that there is limited interaction among people. Conflict is vital because it aids in the creation of meaningful relationships between groups and people. In the healthcare environment, the ability of a leader to handle conflict can either enhance or hinder him/her from carrying out effective leadership. A leader who can handle conflict well is better placed to lead an organization towards achieving its goals (Grubaugh & Flynn, 2018). Failure to handle conflict effectively not only limits the chances of an organization to achieve its goal but also destroys relationships among individuals. To gain insight into conflict handling and leadership, this paper reviews change theories, conflict theories, and the role of a leader as a change agent. Nursing Leadership in a Diverse Society

Change Theories

Organizational change tends to be quite complex. Without the presence of diverse explanatory variables, even small changes in an organization may be challenging to decipher (Nielsen, 2004). In the healthcare environment, it is vital to comprehensively understand change in order to react to it effectively and maintain the productivity of workers and the organization. In this regard, there are four major change theories that can aid a leader in understanding change in his/her organization and react accordingly: teleological, life cycle, dialectical, and environmental change theories.

Life cycle theories are depicted by a single-entity perception of change. They view the change process as something that is determined by immanent factors. Life cycle theories are instrumental in explaining system development and technological innovation in organizations. Teleological theories are crucial in explaining purposeful activities, which are grounded on common objectives. The process of change is driven by learning and development towards a final state. In this context, the top management of an organization plays a vital role in facilitating the learning process and enacting environmental demands. Dialectical theories “stress that at least two entities are involved in any change process” (Nielsen, 2004). Consequently, these theories explain the contradictory values in a conflict. Finally, the environmental change theories explain the external factors, which impact change in an organization along the main pathways. An effective leader will leverage these four types of theories to help him/her manage change and conflict in his/her organization.

Conflict Theories

Organizational Conflict Theory

This theory defines conflict on various levels. For instance, there is interpersonal conflict, which occurs between peers in an institution. Also, there is conflict, which is experienced between departments or groups in the same institution. The final level is the conflict that happens between one institution and another. According to Deutsch (2000), although most conflicts tend to be negative, there are those, which are positive because they promote productivity and creativity. Consequently, such conflict tends to be healthy for an institution. A good leader must know how to handle communication among the conflicting parties in order to come up with a lasting solution to the problem.

Social Conflict Theory

This theory asserts that the roots of a conflict between individuals originate from the notion that people tend to act on their desire rather than those of others. For instance, a poor person will act in a way that increases his/her wealth while a rich individual will behave in a way that maintains his/her wealth. A good leader will have to understand the motivations of each individual in a conflict to know how best to reconcile the conflicting needs.

Social Cognitive Theory

This theory asserts that learning tends to be based on observations and happens in a social context. Additionally, this theory has a relationship with achievement and motivation. Thus, the theory asserts that individuals tend to behave in a way that is aligned with their objectives. They will attempt to influence their environment and individual behavior to meet this goal. When these goals do not align with those of others, conflicts arise. A good leader will know how to resolve the conflict by ensuring the conflicting parties reach a compromise.

Social Exchange Theory

Cropanzano and Mitchell (2005) note that the relationship between individuals or groups is based on giving and taking. Conflicts arise because the exchanges are rarely equal, hence this theory asserts that people value a relationship based on what they invest in it and what they get out of it. If they feel the returns to their investment is not worth it, conflicts arise. A good leader will know how to ensure that the conflicting parties reach a compromise if they are to work together towards achieving organizational goals. Nursing Leadership in a Diverse Society

Leader as a Change Agent

Canterucci (2003) asserts that leaders facilitate change on five levels. At the first level, leaders acknowledge that change is necessary. They go ahead to establish an environment that can facilitate this change well. This first level focuses on minor changes in an organization with a clear direction. At the second level, leaders describe the change needed, initiate the change, and point out the key issues that influence the success of the change.

At the third level, the leaders work to translate the vision of the institution to match it with the change at hand. This level defines change that occurs within the whole institution. At the fourth level, leaders facilitate a high-transformation change within an institution. They are tasked with the management of complicated cultural dynamics to establish a strategic plan for change. At the fifth level, leaders facilitate revolutionary change. They are tasked with promoting the final change process and ensuring the institutional change is successful.

In any healthcare institution, a leader must utilize all his/her resources to act as an agent of change. He/she must utilize diverse resources to ensure that he/she gains the support of his/her workers during the implementation of change. Additionally, a leader will utilize his/her communication skills to engage other stakeholders and get constructive feedback on any issue that relates to the change being implemented. The leader must approach the change process positively in order to gain the confidence and support of other stakeholders. More so, he has to have the respect of other people in order to motivate and persuade them to buy into his/her vision of change. Nursing Leadership in a Diverse Society

Overall, conflict and change are two issues that healthcare institutions regularly face. They are driven by the diversity of individuals in the institutions and the dynamic forces in the healthcare industry. To effectively navigate conflict and change, an institution must have a capable leader with the right qualities. This leader must act as an agent of change to lead the changes in the institution and be the driving force and motivation for all stakeholders involved. A good leader will leverage the theories described above to necessitate positive change.

References

Canterucci, J. (2003, September 29). Leaders are made, not born. Columbus Business First https://www.bizjournals.com/columbus/stories/2003/09/29/smallb2.html

Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900. DOI: 10.1177/0149206305279602

Deutsch, M. (2000). The handbook of conflict resolution theory and practice. San Francisco, Calif.: Jossey-Bass.

Grubaugh, M. L., & Flynn, L. (2018). Relationships among nurse manager leadership skills, conflict management, and unit teamwork. JONA: The Journal of Nursing Administration, 48(7/8), 383-388. DOI: 10.1097/NNA.0000000000000633

Nielsen, Jørn. (2004). Models of organizational change and the adoption of web technologies: encapsulating participation. Research Gate. https://www.researchgate.net/publication/239551679_Models_of_Organizational_Change_and_the_Ad

EMOTIONAL INTELLIGENCE 1

Emotional Intelligence 2

Emotional Intelligence

Viviana Torres

NSG 4029 Leadership in a Diverse Society

South University

November 23, 2020

Emotional Intelligence

To achieve success and happiness in life, it is vital for one to possess a desirable level of emotional intelligence (EI). Having a good EI will enable one to have stronger professional and personal relationships, which will be instrumental in achieving goals. Segal et al. (2020) defines EI as “the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict.” Therefore, EI is crucial in a person’s professional and personal life since once one understands other people’s emotions, it becomes easier to make informed decisions that impact all stakeholders involved. Nursing Leadership in a Diverse Society

A person’s EI level can either enhance or hinder effective leadership in the healthcare environment. Generally, leaders are expected to have high levels of technical skills and intellectual capability. However, an outstanding leader is distinguished from an average one based on his/her self-control and emotional self-awareness. Meinert (2018) notes that the emotional component is vital as it supplements the diverse qualities of a leader. In the healthcare environment, EI is an essential component of a leader. A leader with low EI will tend to be ineffective and set poor examples to others on how to treat other individuals. In turn, this will result in toxic interactions among workers leading to high turnover and low employee engagement (Meinert, 2018). More so, the effects of a leader with low EI will be seen in the low morale among workers since the leader will lose the discretionary effort, which is normal for individuals who operate in comfortable and motivating environments.

In contrast, leaders with high EI “tend to be uplifted by their interactions with people and think it is great to have a team” (Meinert, 2018). They facilitate positive interactions, which boosts the morale of the whole healthcare environment and results in desirable outcomes. There are four major elements of EI that leaders in the healthcare industry ought to have. First, there is self-awareness. Often, many leaders fail to control their emotions when interacting with employees. The matter is made worse because their subordinates are often afraid to make them aware of their shortcomings. A good leader will make use of the 360-degree feedback technique to pinpoint his/her weaknesses when it comes to EI (Meinert, 2018). Alternatively, one can simply get direct feedback from a few trusted colleagues and friends. When a leader gets hones feedback from others regarding his EI-related behavior, he will develop himself to be a better leader who positively interacts with others.

Second, there is social awareness. A leader with poor EI will not know how to facilitate social interactions since they will focus more on themselves rather than others. However, a leader with good EI will pick on the vital cues of social interaction. This is especially crucial for leaders since subordinates tend to offer limited cues when interacting with a leader. Thus, knowing how to read nonverbal signals can help one lead others more effectively. Third, there is self-management. Once a leader understands his/her level of EI, he/she will have to focus on the achievement of a goal or two, which will enhance his EI and ensure he/she starts behaving in a better way. Finally, there is relationship management, the insights gained by a leader with regards to EI are to be used in inspiring the workforce. Nursing Leadership in a Diverse Society

To understand my EI level, I took an EI quiz from The Greater Good Science Center (2020). I got a mark of 16 out of 20. This score implies that I am relatively good at reading other people’s expressions. Nonetheless, since I did not get a perfect score, there is room for improvement, The Greater Good Science Center (2020) asserts that with practice, it is possible for people to enhance their emotion recognition skills. For instance, one can improve his/her emotional intelligence with an empathy training tool.

EI is better understood through the use of two mainstream theories. First, there is the Mayer and Salovey Model of EI. This theory asserts that EI is “a cognitive ability which is separate but also associated to, general intelligence” (Petrides & Furnham, 2000). It is characterized by four diverse abilities. The most basic one is emotional perception. It entails how one can perceive emotions in others and him/herself. Second, there is emotional facilitation. It refers to how emotions aid a person’s thinking. Third, there is understanding emotions, which entails the comprehension of emotions and pertinent vocabulary; and how they interact with other emotions. Finally, there is managing emotions, which is the highest-order ability. It characterizes how one can manage his/her and other people’s emotions.

Second, there is the Bar-On Model of EI. This theory is comprised of various social and emotional skills, facilitators, and competencies. Their interaction can be categorized into intrapersonal, interpersonal, stress management, and general mood (Petrides & Furnham, 2000). The model is concerned with the ability of a person to not only understand him/herself, but those he/she interacts with. This ability is vital for problem-solving in diverse situations. More so, it aids one in coping with daily environmental demands. As a healthcare leader, the knowledge of these two models of EI is crucial for self-development and general knowledge. They guide one in becoming a good leader who interacts positively with others.

In conclusion, this paper has concisely discussed the topic of EI with regard to leadership. EI is crucial in a person’s professional and personal life since once one understands other people’s emotions, it becomes easier to make informed decisions that impact all stakeholders involved. For a leader, it becomes even more important due to the relationships that such an individual has to maintain. A high level of EI is crucial in creating a leader who stands out from other average leaders. Nursing Leadership in a Diverse Society

References

Meinert, D. (2018). Emotional intelligence is key to outstanding leadership. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/0318/pages/emotional-intelligence-is-key-to-outstanding-leadership.aspx

Petrides, K. V., & Furnham, A. (2000). On the dimensional structure of emotional intelligence. Personality and Individual Differences, 29(2), 313-320.

Segal, J., Smith, m., Robinson, L., & Shubin, J. (2020, October). Improving emotional intelligence (EQ). Help Guide. https://www.helpguide.org/articles/mental-health/emotional-intelligence-eq.htm

The Greater Good Science Center (2020). Test your emotional intelligence. Berkeley University of California. https://greatergood.berkeley.edu/quizzes/ei_quiz