Leadership: Establishing Relationships and Influencing Change

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Leadership: Establishing Relationships and Influencing Change

Leadership: Establishing Relationships and Influencing Change

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This week’s focus is on developing foundational interpersonal skills that will prepare you for professional practice as a leader and change agent. As a leader, how will you influence change in your professional specialty area? Identify two strengths you have that will promote strong leadership. Identify two areas of improvement to your skill in leading and influencing change. What are two priority strategies you will implement as professional development tools for leadership.

Anyone can carry the title of leader, but not everyone possesses the ability to lead and effect change. A leader must be self -aware, be

Leadership Establishing Relationships and Influencing Change

Leadership Establishing Relationships and Influencing Change

able to self-manage, be in tuned with the feeling others, have a vision and be open to communication and changes. As an FNP I will influence change by being emotionally present and keeping lines of communication open to foster good relationships and working environments. One of the biggest complaints from nursing staff is the lack of communication from their leaders.  We complain quite often that our leaders are out of touch or refuses to show respect or understanding.  Patients too have similar complaints with regards their health. My intention is to lead by example.  In my personal and professional life, I always seek to find common ground and be mindful of the feelings of others.


Gaining the advanced practice nursing degree, specifically becoming a Family Nurse Practitioner, comes with it leadership expectations and responsibilities. With my motivations and passions in nursing, I hope to inspire others through my leadership abilities. From reflecting on my own leadership traits, I hope to bring a transformational leadership quality to influence my co-workers in my future role as a nurse practitioner. The transformational leader inspires and motivates others with a shared vision to work above and beyond the basic expectations (Scully, 2015). From my own motivations I will share a vision with others that will cultivate a positive workplace for us healthcare professionals and our patients.


All leadership initiatives revolve around people. 
Leaders cannot lead unless they have thorough understanding of the people they are in charge of. 
The purpose of leader, according to one perspective, is to lead and guide individuals who will follow with the same values. 
As result, good leader must be able to establish relationships and form communities. 
The motivating qualities of connection development and community service can be used to define leadership as encouraging people and planning for the future. 
Concepts, actions, and values can all have relationships. 
In terms of communities, one of the great benefits I’ve discovered working in higher education is being able to tap into the many diverse disciplines, interests, and practices that exist. 
These communities provide everyone who wants to be part of them the chance to network and become involved with others who share similar ideals.


Values are vital ideas that drive our goals and are essential to company’s success. 
Values bind people together, provide vision, and influence what organizations and communities do. 
“Every enterprise requires dedication to common aims and shared values,” says management philosopher Peter F. Drucker. 
These ideals serve as foundation for action for leaders.


Gilbert W. Fairholm noted in his book Leadership and the Culture of Trust: “Leadership is, in reality, manifestation of communal, community activity. 
Leadership is the consequence of coordinated effort between leaders and stakeholders. 
Leadership isn’t show-stopper. 
True leadership is defined as coordinated effort by leaders and followers (stakeholders) to achieve common goals. 
It is joint effort.” 
Collaboration occurs in every business and community. 
The outcomes are frequently determined by how well it is done—that is, how well the leader develops the business or community to meet ever-changing demands.


To establish, advise, and maintain their organizations and communities, today’s leaders must possess certain qualities. 
Thinking about the future and establishing vision are two of these qualities. 
Setting goals is critical, as is acknowledging that change will occur along the road. 
Leaders must acknowledge and accept their own initiative, as well as their desire to lead and accept responsibility. 
Motivation can have variety of meanings, ranging from providing an incentive for successful project outputs to directing vision that provides your followers energy and direction.


Commitment to the cause of the group’s values is also required of competent leader. 
We find more meaning in our work and service when we are committed, and when we find more meaning in our work and service, we find value. 
“Leaders must not just have their own commitments, they must urge the rest of us toward commitment,” wrote John W. Gardner in his book On Leadership. 


It is simple to take charge of your own destiny. 
For some, it is more difficult to lead. 
more successful workplace will be created by honesty, integrity, and the ability to be supportive. 
We all want to know that the people in power are trustworthy. 
It’s about having faith in their understanding of who and what they’re leading, why they’ve chosen to lead, and their capacity to carry out the vision and goals that have been laid forth.


Identifying where connection building can be maintained and strengthened is another method leaders can grow themselves and those around them. 
One of the most successful methods to lead is to connect with others. 
James M. Kouzes and Barry Z. Posner write in The Leadership Challenge: “People take chances, make changes, and keep organizations and movements alive when leadership is based on trust and confidence. 
Leaders transform their constituents into leaders through this relationship.” 


It is critical to value people for who they are in order to preserve and deepen relationships. 
Ask questions, pay attention, and form bond with your partner. 
You can assist people in leading by encouraging them to take risks, going along with them even when you don’t know what the results will be, and having the bravery to back their decisions. 
You must also improve your own communication abilities while also assisting others in doing so. 
When it comes to achieving goal, communication is very effective method. 
It will help everyone if you and your expectations are well understood. 
This will allow you to concentrate on teamwork and goal prioritizing, which is especially crucial because achieving those goals requires joint effort.


Good leaders are better equipped to adapt to changes and work with more varied teams when they build relationships and create communities. 
But where do you look for leadership opportunities? 
Deborah Keyek-Franssen organized meeting for delegates at the EDUCAUSE annual conference in 2008 to discuss methods to advocate for women in higher education information technology. 
She and had met the previous summer at the Frye Leadership Institute (now the Leading Change Institute) and formed friendship. 
Deb had my admiration for contacting EDUCAUSE and taking the initiative to arrange meeting location for the Women in IT Constituent group. 
Deb asked if would want to join her in leading this group because of our friendship and my interest in the subject. 
We’ve seen the group become extremely effective in supporting women’s advocacy in IT recruiting, retention, and advancement initiatives in higher education as result of our collaboration. 
Because of the community’s effectiveness and responsiveness, these efforts have been successful. 
We’ve been able to monitor the development of individuals and watch them reach their potential as the community’s principles continue to evolve.
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