Running head: Benchmark Personal Worldview and Model of Leadership Paper 1

Benchmark Personal Worldview and Model of Leadership Paper

Angelina Gallegos

Grand Canyon University: LDR 670

March 26, 2020

Leadership models play an important role in the success or failures of organizations. It’s

important for leaders to know their leadership styles so that they can do a self-analyze to

determine if their leadership style is effective. By knowing your leadership style will help

you understand how you impact others and help identify areas of improvements. Having this

knowledge will help a leader understand the direction to develop goals and a training plan to

become a better leader. “Leadership involves commitment, accountability, empathy, decision-

making, communication, and management in an effective and efficient way” (Moura,

Hayashida, Bernardes, Zanetti, & Gabriel, 2019).

Personal Model

I personally think I have many servant leadership qualities, but I also have characteristics

from other leadership models. My personal leadership model is charismatic leadership.

Charismatic leadership can be applied to nursing and could be considered an important skill.

This model can be used to generate a positive influence on followers. “Employees perceive a

charismatic leader as a role model, develop a strong affective attachment to the leader, and

perform even beyond the call of duty” (Luu, Rowley, Dinh, Qian & Le, 2019). I know

personally this model makes a difference in times of crisis and change. “Charismatic

leadership is considered an important skill for nursing professionals as they generate a

positive influence on followers, especially in times of crisis and change” (Moura, Hayashida,

Bernardes, Zanetti, & Gabriel, 2019). Charismatic leaders focus on motivating their

followers to achieve their goals. This helps increase moral, commitment, and excitement

which is beneficial to the organization.

Personal Model Compared to Other Leadership Models

Charismatic leaders have many similarities to transformational leaders. Both leadership

models use personality and persuasion to inspire and motivate their followers. The main

difference between charismatic leaders are servant leaders are charismatic leaders try to

achieve the existing state of affairs, while transformational leaders focus on changing the

organization. “Charismatic leaders demonstrate a high sensitivity to employees’ needs and

environmental forces and an aspiration to challenge the status quo” (Luu, Rowley, Dinh,

Qian & Le, 2019). Transformational leadership influences their followers and inspires them

to identify change by creating a vision. “Transformational leader motivates the employees to

do more than their expectations, increase their sense of importance and value of the tasks,

inspires them to go beyond their own individual interest and direct themselves to the interests

of the team, organization or the community” (Teoh Kae Nging & Rashad Yazdanifard, 2015).

“Both charismatic and transformational leadership are useful in public organizations and

share certain attributes such as communication of change vision and intellectual stimulation

(Luu, Rowley, Dinh, Qian & Le, 2019).

Charismatic leadership and servant leadership models both aim to inspire their followers

and build relationships. Servant leaders inspire their followers by their commitment to their

follower’s well-being and building relationships. Charismatic leaders inspire their followers

by being motivational, upbeat, and exciting others. Servant leaders also focuses on the needs

of their followers while charismatic leaders focus on the needs to achieve goals. The

difference between servant leaders and charismatic leaders is what they do to motivate their

followers. Servant leaders inspire their followers by their values and behaviors by helping

their followers, peers, customers, and their community. Charismatic followers inspire their

followers by being a positive role model. “Charismatic leadership is defined in these studies
Benchmark Personal Worldview and Model of Leadership Paper 4

as the relationship between an individual (leader) and one or more followers, based on leader

behaviors combined with favorable attributions of followers” (Moura, Hayashida, Bernardes,

Zanetti, & Gabriel, 2019).

Both charismatic and visionary leaders use their attributes to help achieve a vision. The

difference between a charismatic leader and a visionary leader is how they incorporate the

vision into their practice. A visionary leader uses the vision to get people to accept their ideas

and way of doing things. “Visionary leaders create a visionary goal and then lead other to

achieve it” (Benjamin, 2020). A charismatic leader sells a vision of themselves, so the

followers want to accept and follow them to achieve the vision. “Charismatic leadership

differs from other leadership forms in the leader’s inspirational communication of an

idealized vision as well as their effective dedicated actions on the path to the vision” (Luu,

Rowley, Dinh, Qian & Le, 2019).

Personal Worldview

My personal view on leadership isn’t always determined by a single element, rather its

defined by my beliefs, experiences, values, personal philosophy, and education. I personally

think that nursing is my calling. I have always had the desire to help people in need. I also

apply these values into my leadership style. I am a leader who looks at the positive side of

everything and I have always put others before myself. As a nurse leader I strive to ensure

personal growth and help my followers to be successful. I also apply these same principles to

all the patients on my unit. I am also a Christian and I apply many of these principles to my

leadership style as well. I was always taught to love everyone even if they have done things

to hurt you. Being a leader, I have been hurt by some of my followers, but I still shown them

love and wish them the best.

Inspiration

One professional leadership behavior that can inspire others is building relationships. A

leader will have an easier time inspiring their followers if they truly get to know them. Another

way to inspire followers if by making your followers feel important and appreciated. “To sustain

motivation over time, employees need to feel support, and be challenged and recognized for their

contributions” (Counsell, & Rivers, 2012). Communication and actively listening are ways to

demonstrate that you the leader are invested in them as a follower and that you care about what

they have to say. Being an inspirational leader does not just tell followers that you are just

committed to their experience, but you are committed to their professional growth.

Conclusion

Identifying your leadership model is important to determine your effectiveness as a

leader. Leadership models play an important role in employee motivation, engagement, and

satisfaction. Many leadership models are have attributes that are committed to their followers

professional growth. As a leader I am continually studying models and determining who I am as

a leader and how I can become a better leader.

References

Benjamin, G. (2020). Visionary leadership, visionary goals: Nphw@25. American Journal of

Public Health, 110(4), 427-428. doi:10.2105/AJPH.2019.305501

Counsell, C., & Rivers, R. (2002). Inspiring support staff employees. The Journal of Nursing

Administration, 32(3), 120-1.

Luu, T., Rowley, C., Dinh, C., Qian, D., & Le, H. (2019). Team creativity in public healthcare

organizations: The roles of charismatic leadership, team job crafting, and collective

public service motivation. Public Performance & Management Review, 42(6), 1448-

1480. doi:10.1080/15309576.2019.1595067

Moura, A., Hayashida, K., Bernardes, A., Zanetti, A., & Gabriel, C. (2019). Charismatic

leadership among nursing professionals: An integrative review. Revista Brasileira De

Enfermagem, 72, 315-320. doi:10.1590/0034-7167-2017-0743

Teoh Kae Nging, & Rashad Yazdanifard. (2015). The General Review of How Different

Leadership Styles Cause the Transformational Change Efforts to Be Successful.

International Journal of Management, Accounting & Economics, 2(9), 1130–1140.