See attachment
Required resources Textbook Chapter Chapters 1, 4, 5, 7, 9, 11
Leaders,_managers,_and_followers__Working_in.13 (2) see attachment
Panait_and_Bucinschi(2018)_Emotional_Intelligence see attachment
Overview
Click this link
to access assessment retrieved from https://www.bumc.bu.edu/facdev-medicine/files/2010/10/Leadership-Matrix-Self-Assessment-Questionnaire.pdf
· Complete the leadership style self-assessment under learning activities.
· Use information from your assigned readings and the literature related to leadership styles, and leadership and management theories to complete the paper.
· Discuss your style of leadership based on the completed self-assessment.
· Describe what leadership and management theories align with your leadership style.
· Based on your leadership style, discuss the type of work environment, and three key actions or behaviors that you must demonstrate to be a successful leader.
Objectives
· Students will compare and contrast leadership and management principles.Identify one’s own leadership style.
· Students will identify one’s own leadership style.
Points: 40
Due Date: Sun, Nov 7 by 11:59 p.m. Eastern Standard Time (EST) of the US.
References
Minimum of four (4) total references: two (2) references from required course materials and two (2) peer-reviewed references. All references must be no older than five years (unless making a specific point using a seminal piece of information)
Peer-reviewed references include references from professional data bases such as PubMed or CINHAL applicable to population and practice area, along with evidence based clinical practice guidelines. Examples of unacceptable references are Wikipedia, UpToDate, Epocrates, Medscape, WebMD, hospital organizations, insurance recommendations, & secondary clinical databases.
Number of Pages/Words
Unless otherwise specified all papers should have a minimum of 600 words (approximately 2.5 pages) excluding the title and reference pages.
Creative Property of The Vision Council
The Blake and Mouton Managerial Grid
Leadership Self Assessment Questionnaire
Below is a list of statements about leadership behavior. Read each one carefully, then, using the
following scale, decide the extent to which it actually applies to you. For best results, answer as
truthfully as possible.
never sometimes always
0 1 2 3 4 5
1. _______ I encourage my team to participate when it comes decision-making time and I try to
implement their ideas and suggestions.
2. _______ Nothing is more important than accomplishing a goal or task.
3. _______ I closely monitor the schedule to ensure a task or project will be completed in time.
4. _______ I enjoy coaching people on new tasks and procedures.
5. _______ The more challenging a task is, the more I enjoy it.
6. _______ I encourage my employees to be creative about their job.
7. _______ When seeing a complex task through to completion, I ensure that every detail is accounted
for.
8. _______ I find it easy to carry out several complicated tasks at the same time.
9. _______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and
then putting what I have read into action.
10. _______ When correcting mistakes, I do not worry about jeopardizing relationships.
11. _______ I manage my time very efficiently.
12. _______ I enjoy explaining the intricacies and details of a complex task or project to my employees.
13. _______ Breaking large projects into small manageable tasks is second nature to me.
14. _______ Nothing is more important than building a great team.
15. _______ I enjoy analyzing problems.
16. _______ I honor other people’s boundaries.
17. _______ Counseling my employees to improve their performance or behavior is second nature to me.
18. _______ I enjoy reading articles, books, and trade journals about my profession; and then
implementing the new procedures I have learned.
Creative Property of The Vision Council
Scoring Section
After completing the Questionnaire, transfer your answers to the spaces below:
People
Question
1.______
4.______
6.______
9.______
10.______
12.______
14.______
16.______
17.______
TOTAL ________
X 0.2 = ________
(Multiply the Total by 0.2 to get
your final score)
Task
Question
2.______
3.______
SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE – AFASES2018
493
EMOTIONAL INTELLIGENCE INFLUENCE IN LEADERSHIP
Cristian PANAIT, Vasile BUCINSCHI
”Henri Coandă” Air Force Academy, Braşov, Romania ([email protected])
DOI: 10.19062/2247-3173.2018.20.67
Abstract: In this paper, I analysed the data obtained from an emotional intelligence test I
applied to a group of military students and related the results to a survey I applied to the same
group of students, which had the purpose to identify the members most qualified to occupy a
leadership position due to their qualities and attributes. The purpose of the study is to analyse the
importance and influence of emotional intelligence on a group’s leadership emergence and
recognition.
The methods I used are both qualitative and quantitative research. The target group consists
of all senior military students of the Romanian Air Force Academy, the author of the study being
their direct commander. The Emotional Intelligence test was designed by Daniel Goleman, which
contains 10 items that represent different scenarios which puts the subjects in different critical
situations and the survey has 5 items with open answers that have the purpose to identify the
recognised group leaders.
The conclusions highlight the importance of emotional intelligence as a quality of a future
leader and verifies the hypothesis that someone who has the qualities of a leader is being
recognised by his group.
Keywords: emotional intelligence, leadership, leader
1. INTRODUCTION
Emotional Intelligence as a concept, was formulated for the first time by Wayne Leon
Payne in 1985. He considered that Emotional Intelligence implies a creative relationship
with fear, pain and desire. In 1990, John Mayer and Peter Salovey, two american
professors, published two articles in which they tried to develop a scientific method to
measure the differences between individuals from abilities point of view. They discovered
that some individuals are more able to identify their own feelings and to those around
them and also in solving problems regarding emotions. Emotional Intelligence theory
started with those researches which combines feelings with rationality and rationality
with feelings.
Emotional Intelligence became one of the most discussed subjects in the United States
of America after Daniel Goleman, published his book with the title “Emotional
Intelligence”. Daniel Goleman combined the previous research available with his own
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www.Nursing2019.com January l Nursing2019 l 45
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OVER THE COURSE of their prelicensure program, many
nurses had a class titled something along the lines of Leadership
in Nursing. Typically, this course is taken in the final semester,
along with a precepted clinical experience. It may have been
taught by a former nurse manager or another healthcare ad-
ministrator, focusing on the following:
• organizational structures
• delegation to certified unlicensed assistive personnel
• roles and responsibilities of nurse managers or charge nurses
• workings of the healthcare team
• performance evaluation
• job descriptions
• unit budgets
• personnel issues.
While these courses are valuable, they do not necessarily
prepare nurses to be effective leaders or followers. But that is
what all nurses should strive to be: leaders and effective fol-
lowers. This article examines the differences between leaders
BY THERESA M. VALIGA, EdD, RN, CNE, ANEF, FAAN
Leaders, managers, and followers:
Working in harmony
New Horizons
Abstract: All nurses have the po-
tential and responsibility to effect
positive change in nursing practice
and healthcare. This article details
the characteristics of leaders and
effective followers and clarifies
that one does not need to be in a
management position to function
as a leader.
Keywords: followers, leaders,
managers, transactional leaders,
transformational leaders
Copyright © 2019 Wolters Kluwer Health, Inc. All rights reserved.
46 l Nursing2019 l Volume 49, Number 1 www.Nursing2019.com
and managers, describes the role of
effective followers, and applies those
qualities to nurses across the spec-
trum of healthcare.
Who leads?
Leadership literature is plentiful both
inside and outside of the healthcare
industry, but these often focus on the
role of a CEO or another manager
or administrator who deals with em-
ployees. This suggests that the term
leader applies only to individuals in
top-level administrative positions,
that only a small number of individu-
als might be considered leaders, and
that those who are led have a limited
impact on the success or future di-
rection of their organization. In re
Effective
Leadership and
Management in
Nursing
Ninth Edition
Eleanor J. Sullivan
PhD, RN, FAAN
330 Hudson Street, New York, NY 10013
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Notice: Care has been taken to confirm the accuracy of information presented in this book. The
authors, editors, and the publisher, however, cannot accept any responsibility for errors or omissions
or for consequences from application of the information in this book and make no warranty, express or
implied, with respect to its contents.
The author and publisher have exerted every effort to ensure that drug selections and dosages set forth
in this text are in accord with current recommendations and practice at time of publication. However,
in view of ongoing research, changes in government regulations, and the constant flow of information
relating to drug therapy and drug reactions, the reader is urged to check the package inserts of all
drugs for any change in indications of dosage and for added warnings and precautions. This is
particularly important when the recommended agent is a new and/or infrequently employed drug.
Acknowledgments of third-party content appear on pages 398–400, which constitutes an extension of
this copyright page.
Copyright © 2018 by Pearson Education, Inc. All rights reserved. Manufactured in the United States
of America. This publication is protected by Copyright, and permission should be obtained from the
publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any
form or by any means, electronic, mechanical, photocopying, recording, or likewise. For information
regarding permissions, request forms and the appropriate contacts within the Pearson Education
Global Rights & Permissions Department, please visit www.pearsoned.com/permissions/.
Library of Congress Cataloging-in-Publica
Suggested Headings: No abstract and running headers are needed
Title of paper (centered, bolded).
Title of paper goes on top of page two centered and bolded, also
Introduction paragraph – Include purpose statement at end of paragraph with introduction sentences prior to purpose statement to grab the reader’s attention
Personal Leadership Style (centered, bolded, and first letter of each word capitalized)
Leadership and Management Theories (centered, bolded, and first letter of each word capitalized)
Work Environment and Key Behaviors (centered, bolded, and first letter of each word capitalized)
Conclusion Heading for conclusion is recommended.
Blake, R.R., & Moulton, J. (1964). The Blake and Moulton managerial grid leadership self assessment questionnaire. The Vision Council. https://www.bumc.bu.edu/facdev- medicine/files/2010/10/Leadership-Matrix-Self-Assessment-Questionnaire.pdf
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