leadership styles 4

1.Servant leaders must be internally consistent with their words and actions. Describe a mentor that you have had that displayed this kind of credibility. Share an example of what you witnessed from this person. Based on the text, contrast your response to the secular view of power.

2. A credible person will do what they say. Describe a time when you felt free in displaying your integrity at work. Describe a time when you felt fearful displaying your integrity at work. What was the determining factor(s) that allowed you to lead by example versus going against your heart? If you never felt free in displaying your integrity at work, describe what conditions would need to exist for you to do so?

3. How do you serve others in the profession of nursing? Explain how the way you serve others in the profession of nursing could become more closely aligned with the issue of serving as explained by the servant-leadership paradigm. How does the issue of serving differ from the secular view of power?

4. Choose one provision from the ANA Code of Ethics. How is ethical behavior an integral part of being a nurse leader? How does one display the characteristics of a role model with this provision? Does a nurse leader have an ethical foundation to inject into business practice?

5. Have you ever worked with a leader that made you feel that you were more important than they? How did this make you feel? What were the circumstances? What was the outcome? If you have never experienced this kind of treatment from a leader, imagine what it would be like. Based on your response, explain how the displays of humility by a leader exemplify servant leadership. Are displays of humility required to make someone else feel more important than you? Explain your

6. How do you affirm people at work? When your coworkers talk about you, what do they say about you? Based on the textbook, relate your responses to the issue of preference according to the servant-leadership paradigm. Compare this form of leadership with the secular view of power as it relates to working relationships.

 
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