NRS 415 Topic 3 Discussion 1&2 Paper

Topic 3 DQ 1
Personal and professional values and conscious and unconscious biases have a significant influence on leadership styles for nurses, especially in advanced practice nursing. Reflecting on these aspects is essential as they shape one’s decision-making process, a nurse’s approach to problem-solving, and interactions with others (Brickner et al., 2023). My personal and professional values include integrity, kindness, respect, inclusion, honesty, and transparency, and accepting diversity as a core part of nursing practice that mirrors society and communities. These values guide the decisions and actions that I take as a leader (Gassas et al., 2022). For instance, I ensure that I treat all patients fairly, communicate, and interact without any prejudice, stereotyping, or discrimination. I treat all with dignity and respect while upholding ethical and professional standards as expected or mandated. Conscious and unconscious biases affect the interactions and decisions that one makes (Thirsk et al., 2022). For instance, my conscious biases include favoring those who value ethics and work with a commitment and vision. My unconscious bias may include showing leniency to individuals who share similar experiences and backgrounds with me or those significant to me.

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My leadership style emanates from these values and biases as I strive to attain a balance by focusing on better outcomes during any interactions and at work. I mostly believe that contingent leadership comprising servant and transformational leadership approaches is the most effective approach to leading others and providing better care. As a nurse leader, one should make decisions and take actions based on the situation but guided by best practices and values.
A strength of my leadership style is making decisions based on the situation by analyzing all factors. This means that as a leader, one must be flexible enough to consider various aspects of any situation before making or decision. The core weakness of this style is being too empathetic which leads to making decisions from an emotional perspective as opposed to considering critical issues or factors.
My leadership style has a significant effect on relationship dynamics and conflict management approaches. The style emphasizes practicing compassionate care and considering all people as equal. Therefore, it improves interactions and collaboration as it ensures all stakeholders participate through effective engagement. The style also emphasizes a collaborative and consensus approach to the management of issues like conflicts when they occur in practice (Gassas et al., 2022). As a leader, one must listen and engage all people to attain a better decision and approach to care provision in clinical and nursing practice settings.

References
Brickner, S., Fick, K., Panice, J., Bulthuis, K., Mitchell, R., & Lancaster, R. (2023). Professional
Values and nursing care quality: A descriptive study. Nursing ethics, 09697330231200567. https://doi.org/10.1177/09697330231200567
Gassas, R., & Salem, O. (2022). Factors affecting nurses’ professional values: A comprehensive
Integrative review. Nurse education today, 118, 105515. https://doi.org/10.1016/j.nedt.2022.105515
Thirsk, L. M., Panchuk, J. T., Stahlke, S., & Hagtvedt, R. (2022). Cognitive and implicit biases
in nurses’ judgment and decision-making: a scoping review. International journal of nursing studies, 133, 104284. DOI: 10.1016/j.ijnurstu.2022.104284.

Topic 3 DQ 2
The five components of elements of emotional intelligence include self-awareness, self-management, social awareness, relationship management, and empathy. Self-awareness is the ability to understand one’s strengths and weaknesses. Self-awareness allows one to recognize their emotions, and be sensitive to their actions, moods, and the effects of their decisions and actions on others’ emotions.
Leaders require emotional intelligence or the ability to understand and manage one’s emotions and recognize and control others’ emotions and perspectives. Emotional intelligence is a critical aspect of leadership since it helps leaders in different ways. In their article, Cavaness et al. (2020) posit that leaders, especially in healthcare and other human professions like social work, require high levels of emotional intelligence when interacting with others. The article asserts that emotional intelligence gives leaders insight into the dynamic nature of interpersonal relationships, especially when communicating with patients, their families, and even colleagues as well as multidisciplinary teams. The authors opine that with emotional intelligence skills like social skills and resiliency, leaders can modulate their leadership style, and have better conflict management latitudes and persuasiveness. Emotional intelligence also enables leaders to build consensus, implement effective change management, and develop better relationships with others (Landry, 2020). The implication is that through emotional intelligence, leaders can make better decisions, effectively communicate, manage conflicts, and inspire their teams to attain set goals.
Individuals with a high level of self-awareness demonstrate certain behaviors in the context of leading and managing groups. These include compassionate listening, regulation of emotions, openness to feedback and diverse perspectives, and self-regulation or management. Further, the person recognizes others’ emotions and the organizational dynamics, including effective ways to solve conflicts and communication (Khademi et al., 2021). For instance, a nurse leader with a high level of self-awareness would be keen on getting feedback from patients with diverse backgrounds, especially if it is different from their perspective. Such leaders show empathy and inspire their teams to attain better outcomes based on the situation.

References
Cavaness, K., Picchioni, A., & Fleshman, J. W. (2020). Linking emotional intelligence to
successful health care leadership: the big five model of personality. Clinics in colon and rectal surgery, 33(04), 195-203. DOI: 10.1055/s-0040-1709435
Landry, L. (2020). Why Emotional Intelligence Is Important in Leadership. Harvard Business
School. https://online.hbs.edu/blog/post/emotional-intelligence-in-leadership
Khademi, E., Abdi, M., Saeidi, M., Piri, S., & Mohammadian, R. (2021). Emotional intelligence
and quality of nursing care: A need for continuous professional development. Iranian Journal of nursing and midwifery research, 26(4), 361-367. DOI: 10.4103/ijnmr.IJNMR_268_19

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PART 1 DQ1

Reflect on your personal and professional values and conscious or unconscious biases that influence your leadership style. What is one strength and one weakness of your leadership style? How does your leadership style impact your relationship dynamics and conflict management approach?

PART 2 DQ2

One of the five elements of emotional intelligence is self-awareness. Explain what it means to be self-aware and describe why emotional intelligence is crucial for effective leadership. Discuss what behaviors someone with a high degree of self-awareness would demonstrate within the context of leading and managing groups. Provide an example.