Assignment: Theories in Practice

Assignment: Theories in Practice

Assignment: Theories in Practice

Raymond Albert Go

Your Signature Theme Report

SURVEY COMPLETION DATE: 09-19-2022

Raymond Albert Go

SURVEY COMPLETION DATE: 09-19-2022

Many years of research conducted by The Gallup Organization suggest that the most effective people are those who understand their strengths and behaviors. These people are best able to develop strategies to meet and exceed the demands of their daily lives, their careers, and their families.

ORDER A CUSTOMIZED, PLAGIARISM-FREE Assignment: Theories in Practice HERE

Good News For Our New customers . We can write this assignment for you and pay after Delivery. Our Top -rated medical writers will comprehensively review instructions , synthesis external evidence sources(Scholarly) and customize a quality assignment for you. We will also attach a copy of plagiarism report alongside and AI report. Feel free to chat Us

A review of the knowledge and skills you have acquired can provide a basic sense of your abilities, but an awareness and understanding of your natural talents will provide true insight into the core reasons behind your consistent successes.

Your Signature Themes report presents your five most dominant themes of talent, in the rank order revealed by your responses to StrengthsFinder. Of the 34 themes measured, these are your “top five.”

Your Signature Themes are very important in maximizing the talents that lead to your successes. By focusing on your Signature Themes, separately and in combination, you can identify your talents, build them into strengths, and enjoy personal and career success through consistent, near-perfect performance.

Self-Assurance

Self-Assurance is similar to self-confidence. In the deepest part of you, you have faith in your strengths. You know that you are able—able to take risks, able to meet new challenges, able to stake claims, and, most important, able to deliver. But Self-Assurance is more than just self-confidence. Blessed with the theme of Self-assurance, you have confidence not only in your abilities but in your judgment. When you look at the world, you know that your perspective is unique and distinct. And because no one sees exactly what you see, you know that no one can make your decisions for you. No one can tell you what to think. They can guide. They can suggest. But you alone have the authority to form conclusions, make decisions, and act. This authority, this final accountability for the living of your life, does not intimidate you. On the contrary, it feels natural to you. No matter what the situation, you seem to know what the right decision is. This theme lends you an aura of certainty. Unlike many, you are not easily swayed by someone else’s arguments, no matter how persuasive they may be. This Self-Assurance may be quiet or loud, depending on your other themes, but it is solid. It is strong. Like the keel of a ship, it withstands many different pressures and keeps you on your course.

Command

Command leads you to take charge. Unlike some people, you feel no discomfort with imposing your views on others. On the contrary, once your opinion is formed, you need to share it with others. Once your goal is set, you feel restless until you have aligned others with you. You are not frightened by confrontation; rather, you know that confrontation is the first step toward resolution. Whereas others may avoid facing up to life’s unpleasantness, you feel compelled to present the facts or the truth, no matter how unpleasant it may be. You need things to be clear between people and challenge them to be clear-eyed and honest. You push them to take risks. You may even intimidate them. And while some may resent this, labeling you opinionated, they often willingly hand you the reins. People are drawn toward those who take a stance and ask them to move in a certain direction. Therefore, people will be drawn to you. You have presence. You have Command.

Connectedness

Things happen for a reason. You are sure of it. You are sure of it because in your soul you know that we are all connected. Yes, we are individuals, responsible for our own judgments and in possession of our own free will, but nonetheless we are part of something larger. Some may call it the collective unconscious. Others may label it spirit or life force. But whatever your word of choice, you gain confidence from knowing that we are not isolated from one another or from the earth and the life on it. This feeling of Connectedness implies certain responsibilities. If we are all part of a larger picture, then we must not harm others because we will be harming ourselves. We must not exploit because we will be exploiting ourselves. Your awareness of these responsibilities creates your value system. You are considerate, caring, and accepting. Certain of the unity of humankind, you are a bridge builder for people of different cultures. Sensitive to the invisible hand, you can give others comfort that there is a purpose beyond our humdrum lives. The exact articles of your faith will depend on your upbringing and your culture, but your faith is strong. It sustains you and your close friends in the face of life’s mysteries.

Learner

You love to learn. The subject matter that interests you most will be determined by your other themes and experiences, but whatever the subject, you will always be drawn to the process of learning. The process, more than the content or the result, is especially exciting for you. You are energized by the steady and deliberate journey from ignorance to competence. The thrill of the first few facts, the early efforts to recite or practice what you have learned, the growing confidence of a skill mastered—this is the process that entices you. Your excitement leads you to engage in adult learning experiences—yoga or piano lessons or

graduate classes. It enables you to thrive in dynamic work environments where you are asked to take on short project assignments and are expected to learn a lot about the new subject matter in a short period of time and then move on to the next one. This Learner theme does not necessarily mean that you seek to become the subject matter expert, or that you are striving for the respect that accompanies a professional or academic credential. The outcome of the learning is less significant than the “getting there.”

Activator

“When can we start?” This is a recurring question in your life. You are impatient for action. You may concede that analysis has its uses or that debate and discussion can occasionally yield some valuable insights, but deep down you know that only action is real. Only action can make things happen. Only action leads to performance. Once a decision is made, you cannot not act. Others may worry that “there are still some things we don’t know,” but this doesn’t seem to slow you. If the decision has been made to go across town, you know that the fastest way to get there is to go stoplight to stoplight. You are not going to sit around waiting until all the lights have turned green. Besides, in your view, action and thinking are not opposites. In fact, guided by your Activator theme, you believe that action is the best device for learning.

You make a decision, you take action, you look at the result, and you learn. This learning informs your next action and your next. How can you grow if you have nothing to react to? Well, you believe you can’t. You must put yourself out there. You must take the next step. It is the only way to keep your thinking fresh and informed. The bottom line is this: You know you will be judged not by what you say, not by what you think, but by what you get done. This does not frighten you. It pleases you.

A Sample Of This Assignment Written By One Of Our Top-rated Writers

Theories in Practice

Organizational leadership is a catalyst for quality improvement initiatives and effective management of human resources. In healthcare contexts, leaders are responsible for ensuring that organizations and employees thrive amidst ever-increasing demands for quality care and complexities in the current healthcare systems. According to Cakir & Adiguzel (2020), leadership is “the process of facilitating individual and collective efforts to understand and influence people to realize what is to be done and how and to realize the shared objectives” (p. 2). In the same breath, Jaroliya & Gyanchandani (2021) contend that leadership entails the ability to motivate, boost confidence, and support teams that work towards achieving organizational goals. In this sense, leaders play a significant role in establishing the organizational direction, cultivating a culture of team performance and excellence, and expediting actions consistent with the strategic goals.

Different leadership theories describe effective behaviors and activities that enable leaders to execute their roles as role models, change agents, and sources of inspiration. These theories include situational leadership and transformational leadership. According to Marc et al. (2019), situational leadership theory relies on the premise that leaders must change the degree of supportiveness and directness to their followers due to the prevailing situation and the level of motivation. This leadership style allows openness between leaders and followers and enables leaders to understand their followers’ characteristics before deciding on leadership approaches.

On the other hand, transformational leadership theory emphasizes the leader’s competency to improve employees’ performance beyond expectations by capitalizing on intrinsic motivation. Khan et al. (2020) argue that this leadership style has four profound components: idealized influence, inspirational motivation, individualized consideration, and inspirational motivation. Transformational leaders motivate and transform followers by improving their awareness of designated goals, encouraging them to transcend self-interests in favor of organizational objectives, and articulating an inspiring vision while acting as role models (Steinmann et al., 2018). This theory is effective in facilitating change and quality improvement initiatives in healthcare organizations.

In my experience as a healthcare professional, I have witnessed situations where organizational leaders have adopted either situational or transformational leadership. An example when a leader utilized situational leadership is during the COVID-19 pandemic when we encountered various challenges, including a steady upsurge of patients requiring emergency care, increased workloads, overwhelmed departments, and burnout. Before the pandemic, we majorly operated on democratic leadership. However, the COVID-19 pandemic prompted our organizational leader to rethink this approach. Consequently, he embarked on interventions for cultivating a conducive and supportive workplace culture by providing emotional support, encouraging employees to be selfless when providing care, and fostering openness in sharing information and teamwork. By changing leadership behaviors consistent with the situation, employees agreed to extend their shifts and operate as a team to deliver timely and convenient care.

Equally, I have witnessed a scenario when our organizational leaders used transformational leadership to spearhead change and quality improvement initiatives. At one point, our organization’s top leadership perceived the need to install barcoding technology and e-prescribing modalities to reduce and prevent medication errors. As a result, leaders embarked on change initiation activities that involved creating a sense of urgency, educating employees on the importance of these technologies, empowering and motivating employees, and leveraging feedback to improve the change process. These Interventions were effective in addressing restraining factors for change, challenging the status quo, and inspiring change. Consequently, employees partnered with leaders to implement, evaluate, and sustain new clinical systems.

Based on these incidences regarding the application of the two leadership styles, it is valid to contend that each leadership approach was effective in enabling the organization to thrive in different circumstances. However, transformational leadership emerges as a more sustainable leadership approach compared to situational leadership because it enables leaders to set inspiring visions, promote team performance, bolster staff satisfaction, and encourage creativity and innovation. As a result, it has the plausibility of improving care quality and leading to positive outcomes.

References

Cakir, F. S., & Adiguzel, Z. (2020). Analysis of leader effectiveness in organization and knowledge sharing behavior on employees and organization. SAGE Open, 10(1), 1–14. Sagepub. https://doi.org/10.1177/2158244020914634

Jaroliya, Dr. D., & Gyanchandani, R. (2021). Transformational leadership style: A boost or hindrance to team performance in the IT sector. Vilakshan – XIMB Journal of Management, 19(1), 87–105. Emerald. https://doi.org/10.1108/xjm-10-2020-0167

Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model. Future Business Journal, 6(1), 1–13. https://doi.org/10.1186/s43093-020-00043-8

Marc, C., Makai Dimény, D., & Bacter, C. (2019). The social worker-client relationship: difficulties and solutions. SERIES VII – SOCIAL SCIENCES and LAW, 61(12)(2), 377–386. https://doi.org/10.31926/but.ssl.2019.12.61.2.20

Steinmann, B., Klug, H. J. P., & Maier, G. W. (2018). The path is the goal: How transformational leaders enhance followers’ job attitudes and proactive behavior. Frontiers in Psychology, 9(2338). https://doi.org/10.3389/fpsyg.2018.02338