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leadership style Assessment Result Servant Leader For you, others come first. Yo
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leadership style Assessment Result Servant Leader For you, others come first. Your need to serve means that you share power, and delight in seeing others grow. You are happy when you help others become self-actualized. Ethical priorities help you remember the responsibilities of leadership. Your humility informs your interactions with others and helps you remain conscientious. As a natural listener, you know how to build a community. Emotional Intelligence Result: The Coach, Quiet leader, and the Commander The Coach Coaches regard self-growth, development and learning as a cornerstone of life and daily practices and they teach and model these as aspirations for others. They tend to be both demanding and caring, humble and resilient. Read full description Coaches are motivated by personal evolution, development, and learning for themselves and others and make it a cornerstone of their focus. Typical Coaches possess a complex mix of characteristics that support their passion for learning and motivating others. Their strong inner faith and unflappable nature comes from a belief in themselves and a steadiness even in the most stressful situations. Their calm and collected style enable them to share the best of themselves with others when it’s needed most. They possess the balanced quality of a giving and compassionate supporter who can offer hard-hitting and no-nonsense advice. Great Coaches exemplify tough love. They challenge themselves and others by establishing high standards, but offer support and nurturance when it’s needed most. Other distinguishing characteristics include passing along their strong belief that success and failure is based on hard work and a personal commitment to improve oneself, and that success is attributable to factors within people’s control. They set the bar high on their own goals and help others do the same. They ‘re typically open to receiving constructive feedback and use the insight to continue growing. Taking people under their wings can be physically and emotionally exhausting. Coaches are givers who can be taken advantage of without being aware of it. Their authentic and sincere interest in people’s lives can be very rewarding, but it can also be a heavy burden at times, so they need to be sure to find balance by focusing on themselves as well as connecting with others Quiet Leader Quiet Leaders focus on leading themselves and others through their open-mindedness and their equanimity in facing challenges – often leading as much through “taking in” as “putting out”. They tend to be more reserved, reflective, both determined and humble, composed under pressure while also being inspiring and demanding leaders. Read full description There is no single best way to lead people to achieve shared goals. While some leaders are boisterously charismatic, the Quiet Leader is more reserved and reflective. Typical Quiet Leaders strike a healthy balance between determination and humility. They know deep down that they are driven to lead and push themselves and others to high levels of performance and achievement. They are right at home engaging people one-on-one, with a particular focus on listening rather than talking, and capable of tapping into what motivates others and inspiring a sense of purpose. They have a strong sense of self and tend not to spend much time caught up in what others think of them. They’re down-to-earth, restrained, and patient. They don’t talk over people, or project the idea that they’re better or know more than others. They are willing to explore their own shortcomings and mistakes, a key to gaining trust among those they lead. Other distinguishing characteristics include their willingness to fight for their ideas and opinions and letting people know exactly what they think, even if the conversation is difficult. They take in constructive feedback as well as giving it, but they generally like to take time to reflect and process before responding. They are grounded and level-headed, which allows them to appreciate the value of such criticism and use it to improve themselves. They are generally resilient in the face of stress and pressure and do their best to approach even complex decisions objectively and unemotionally to get the best result. They generally welcome change and see it as an opportunity rather than resist it. Open self-expression doesn’t always come naturally to Quiet Leaders. Some may tend to work things out too much in their own head instead of engaging others, even when doing so would be most productive. It can be important for them to find ways to express themselves, particularly those that are more introverted and less at ease in large groups or social settings. The Commander Commanders are driven to achieve goals through determination and holding themselves and others to high standards of performance. They tend to be driven and demanding leaders who are pragmatic and results-oriented. Read full description Commanders have a unique set of characteristics that make them the perfect choice to oversee and direct complex systems and endeavors. Typical Commanders are most characterized by their personal drive for excellence and a willingness to dive into leadership roles and push people to deliver their best performance for the good of the organization. They are comfortable taking charge and don’t mind ruffling feathers if it serves the larger mission. Recognition or status are not as important as being competent and effective. They have little difficulty correcting people on their mistakes and tend not to worry too much about offending others. They can be counted on to stand up for what they believe in and readily engage in argument and debate. They tend to be more directive than participative in their leadership style, preferring to lead through setting and applying high standards rather than through emotional and interpersonal connection. Other distinguishing characteristics include their high degree of self-confidence, their efficient and systematic nature, and their tendency to be responsible, self-accountable and disciplined in following through with their goals and commitments. At times, their tough-minded approach to relating with people may cause conflict, and highly emotional people may wear them out. Commanders should be aware, however, that to achieve results they’ll need the ability to manage different types of people. Though it may not feel natural, being aware of other people’s emotional needs and expressing appreciation and care more overtly can help Commanders be more effective. THE STAFFING MODEL I WROTE ON As the nurse managers I must remain aware of resource constraints in their respective units and organizations, including the need to control cost. Staffing should also consider staffing guidelines, practice environment, patient needs, and registered nurse expertise (Yoder-Wise, 2019). The patient acuity model is most suitable for staffing the step-down surgical unit in this scenario. The patient acuity model is best for the current unit because it exclusively contains acuity patients who have undergone general surgery and it is staffed based on the severity of their procedures, including the level of care patients demand at any given time. Staffing requirements in this setting might change depending on the patient classification scores that help describe patient acuity. For instance, Yoder-Wise (2019) notes that having a significant number of severely ill patients often demands additional nursing resources to guarantee quality care. This fact suggests that the patient acuity model is flexible, changing according to the severity of the conditions for which patients receive care. As the nurse manager I do not use nurse-patient ratios or nursing hours per patient day when staffing the unit. Thus, these reasons make the patient acuity the most appropriate model to use in this scenario. Staffing significantly influences the quality of care. Even so, attaining adequate staffing levels is usually demanding. It requires selecting a proper staffing model depending on the practice environment, staffing guidelines, patient needs, and nursing expertise. Patient Care: patient acuity should be considered when staffing and scheduling RN’s at the unit because of the diversity of care each patient needs. RN nurse experience: This is a very important key point after knowing the type of care my patient needs will enable me to know how to schedule the nurse for instance a patient with major surgery I will have the RN’s with more experience to take care of the patient because they will know complications/intervention to take when caring for the patient. Practice environment: As the nurse manager I will make sure the unit is open to all the nursing staff for continuing of their education/practice for more experience and to make sure there is mandatory in-service, provide some kind certification at the unit and have meetings with nursing staff before the shift begins to discuss about patient care and the goals. Also, opportunities must be provided for individuals to be involved in decision-making related to nursing practice. Staffing guidelines: The primary purpose of this plan is to support the provision of safe patient care and adequate nursing staff. According to the scenario, the patient acuity model emerges as a better choice considering that those admitted in the unit have changing and high care needs. Thus, nursing assignment to this practice environment varies with the number of individuals in a severe condition.
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