NR 534 Week 2 Discussion; Leadership Styles and Personality Types

2 Part 1: Individual Identity your leadership style and personality typology using the following instruments: Blake and Mouton Managerial Grid: Leadership Self-Assessment Questionnaire: https://www.bumc.bu.edu/facdev-medicine/files/2010/10/Leadership-Matrix-Self- Assessment- Questionnaire.pdf After completing the Blake and Mouton questionnaire results, my leadership style results show people 7.4 / task 6.8, which axis meet as a team leader. Personality Typology Profile: http://www.humanmetrics.com/personality/type My personality typology profile is: Introvert (9%) Intuitive (41%) Feeling (12%) Judging (16%) INFJ. Based on Jung, 1971 and Briggs, 1980 personality type profile:  the first letter in this acronym deals with the persons' general attitude,  the second letter deals with how the person can perceive,  the third letter deals with one thinking process  the fourth deals with how the person handles situations by how they deal with information processing. As an INFJ introverted intuitive part, my typology profile relies on what the inner feelings are receiving before processing the information and looking at how the giver is delivering the information before making a statement. I live off of self and others' emotions and attempt to express or vent real feelings behind closed doors, not to hurt others' feelings when in a conversation. I can look at the information given and rely on internal experience before deciding what is being presented. It is essential to gain all of the facts before concluding a conversation or project, which may come across as being disconnected from the exchange or person. As nurse managers and directors, we are the front-line connection to the executive and administrative team. Donohue-Porter et al. 2019, write that this connection can be achieved through collaborative communication and successful nurse retention through leadership theory. As leaders, it is crucial to know your strengths and weaknesses to help develop necessary skills in becoming a successful leader. It is essential to be accessible and visible to your team, making communicating with the team feel less tense and like they can approach you and be heard. It is vital to be authentic and trustworthy, which helps develop relationships with your direct reports. Forming a sense of having your team's best interest and the organizations are essential skills needed for success in a leadership role. In a research study of undergraduate students, DeVries & Beck 2020, Rezler & French 1975 found that most healthcare professions indicated more significant percentages in feelings vs thinking and judging versus perception, indicating qualities for human contact and caring for others. How would you communicate with someone who has an opposite type as you and with whom you are in conflict? Professor and Class, 4 Donohue-Porter, P., Eckardt, P., Prottas, D., Rondello, K. C., & Silberstang, J. (2019, December). A bridge to leadership communication success: Impact of leader-member exchange on nursing administrative relationships. Nurse Leader, 17(6), 546-551. http://dx.doi.org/10.1016/j.mnl.2019.02.006 Sherman, R. O. (2020, February). Learn to manage yourself. The American Journal of Nursing, 120(2), 68-71. http://dx.doi.org/10.1097/01.naj.0000654348.26954.3a Version 2 Part 1: Individual Identity your leadership style and personality typology using the following instruments: Blake and Mouton Managerial Grid: Leadership Self-Assessement Questionnaire: