Self-Analysis of Management and Leadership Abilities in Nursing

This essay presents a self-analysis of leadership abilities within the context of nursing management, employing leadership style tools such as the leadership style survey and the decision matrix tool. The leadership style survey identifies participative and delegative leadership styles based on questionnaire scores, highlighting the benefits and drawbacks of each. The decision matrix tool reveals a team leadership style, emphasizing concern for both employees and tasks. The author reflects on the effectiveness of each tool, concluding that the decision matrix is more efficient for analyzing leadership style. The analysis underscores the importance of self-assessment for identifying areas of improvement and aligning personal leadership goals with organizational objectives, ultimately fostering a more effective and supportive work environment. Desklib offers a wide range of study resources, including past papers and solved assignments, to aid students in their academic pursuits.

Running head: MANAGEMENT AND LEADERSHIP IN NURSING
SELF-ANALYSIS OF LEADERSHIP ABILITIES
Name of the Student:
Name of the University:
Author Note:

1SELF-ANALYSIS OF LEADERSHIP ABILITIES
Introduction
Leadership is important in healthcare settings for managing conflicts and improving
the performances of healthcare providers. The leaders can adopt multiple leadership styles in
their daily practices for an effective outcome (Daly et al., 2014). In addition to this, it is also
essential that leaders must analyse their leadership styles in improving or managing in
specific areas. Multiple leadership style tools are available that would help in analysing the
effectiveness of leadership style. This paper tends to examine the analysis of leadership style
with the help of leadership style tools.
Implementation of leadership style tool
For analysing the leadership style, the leadership tool can be used. The first tool is the
leadership style survey. This tool would analyse the leadership abilities with the help of
questionnaires and recognize the styles that the leader is perceived (Nwlink.com, 2020).
Another tool for analysing the leadership style is the leadership matrix survey (Nwlink.com,
2020). The scores would be calculated against each questionnaire and would help in
analysing the leadership style.
Leadership Style Tool
The first tool of leadership style survey has been conducted, and the result shows that
the leadership style is either a participative style or a delegative style. The score has been
calculated accordingly against each question and parameters (Table 1). If the score is less
than 20, then the following leadership (authoritarian style, participative style, and delegative
style) style is not a normal style of the leader. The highest score can range from 40 or more,
which indicates a particular or specific style of leadership. In this survey, it is found that the
leadership style is either a participative or delegative style. The score obtained in both the

2SELF-ANALYSIS OF LEADERSHIP ABILITIES
parameter is almost similar. The participative style score is 39, and on comparing to the
delegative leadership style, the score is 38 (Table 2).
From the first analysis tool, the leadership style found was the participative style or
delegative style as the scores were almost similar. The participative leadership style let their
employees participate in making any decision or sharing their thoughts regarding the issues
or area in improvement. This style would help in encouraging employees to think critically
and help them in achieving the mission and vision of the organization (Iqbal, Anwar, &
Haider, 2015). However, this leadership style is time-consuming and often finds difficulties
in making an urgent decision. Therefore, this leadership style must be avoided while making
any critical or quick decisions. Delegative leadership allows the employees or their
subordinates to make a decision. This leadership style involves decentralized management,
where the decision-maker is distributed in terms of managers (Khan et al., 2015). Therefore,
it helps the team members or employees in nurturing their leadership skills. Thus, resulting in
providing an effective workplace where employees can identify their expertise. However, this
leadership style often fails in solving the problems of the employees as the leader expects
them to resolve issues on their own. As the leaders are not closely monitoring the
responsibilities or duties performed by their subordinates, the employees tend to become
irresponsible in performing their duties.
Decision Matrix Tool
The other leadership style tool is a decision matrix. The matrix shows the four kinds
of leadership styles, which include socialite, team leadership, impoverished, and authoritarian
styles. The questionnaire survey answers are mentioned in the table 3. The matrix gives a
graphical representation of the leadership style that provides a clear description of the
leadership styles (Figure 1). The leadership matrix would be based on the scores that have

3SELF-ANALYSIS OF LEADERSHIP ABILITIES
been obtained from the questionnaire that need to answer by the leader (table 4). After a
successful survey, it has been found that the leadership style is a team leadership style, which
means that the leader has concern for their employees along with the tasks. The leader
possesses effective skills in managing both employees and people.
The second tool that is a decision matrix tool has resulted that the leadership style is
team leadership. Team leadership focuses on both the employees, along with the task (Hoch,
& Kozlowski, 2014). Such a leader would provide guidance and direction to the group of
employees or individuals for achieving their goals and objectives. This leadership style would
help in motivating each employee to accomplish the shared vision. It helps in building a good
relationship with the subordinates and gain trust from them.
After closely analysing the leadership styles with the help of both the leadership
abilities tool, I have understood that the leadership matrix is more efficient in analysing the
leadership style (Delmatoff, & Lazarus, 2014). The decision-making matrix tool helps in
systematically identifying and analyzing the information and criteria. It is important to self-
analyze leadership abilities. It would allow one to understand the pitfalls and areas of
improvement in that particular area. I have understood that shared vision and assisting
employees in performing their objectives would not help employees in achieving their goals;
however, it would also help me in accomplishing the purposes of the organisation.
Conclusion
From the above discussion, it can be concluded that the leadership style is essential to
implement daily to accomplish the responsibilities and achieving the goals of the
organizations. However, it is difficult to analyse the leadership style among oneself, and
therefore, the self-assessment is essential to identify the leadership style. Each leadership

4SELF-ANALYSIS OF LEADERSHIP ABILITIES
style has its unique characteristics, and analysing the leadership style would help leaders in
implementing any changes in the improvement area.

5SELF-ANALYSIS OF LEADERSHIP ABILITIES
APPENDIX
Table 1
Leadership Style Survey
Sl.
No Parameter Scores
5 4 3 2 1
1
I always retain the final
decision making
authority within my
department or team. ✔
2
I always try to include
one or more employees in
determining what to do
and how to do it.
However, I maintain the
final decision making
authority. ✔
3
My employees and I
always vote whenever a
major decision has to be
made. ✔
4
I do not consider
suggestions made by my
employees, as I do not
have the time for them. ✔
5 I ask for employee ideas
and input on upcoming
plans and projects. ✔
6
For a major decision to
pass in my department, it
must have the approval of
each individual or the
majority. ✔
7
I tell my employees what
has to be done and how
to do it. ✔
8
When things go wrong
and I need to create a
strategy to keep a project
or process running on
schedule, I call a meeting
to get my employee's
advice. ✔
9
To get information out, I
send it by email, memos,
or voice mail; very rarely ✔

6SELF-ANALYSIS OF LEADERSHIP ABILITIES
is a meeting called. My
employees are then
expected to act upon the
information.
10
When someone makes a
mistake, I tell them not to
ever do that again and
make a note of it. ✔
11
I want to create an
environment where the
employees take
ownership of the project.
I allow them to
participate in the decision
making process. ✔
12 I allow my employees to
determine what needs to
be done and how to do it. ✔
13
New hires are not
allowed to make any
decisions unless it is
approved by me first. ✔
14
I ask employees for their
vision of where they see
their jobs going and then
use their vision where
appropriate. ✔
15
My workers know more
about their jobs than me,
so I allow them to carry
out the decisions to do
their job. ✔
16
When something goes
wrong, I tell my
employees that a
procedure is not working
correctly and I establish a
new one ✔
17
I allow my employees to
set priorities with my
guidance. ✔
18 I delegate tasks in order
to implement a new
procedure or process. ✔
19 I closely monitor my
employees to ensure they
are performing correctly. ✔
20 When there are

7SELF-ANALYSIS OF LEADERSHIP ABILITIES
differences in role
expectations, I work with
them to resolve the
differences. ✔
21
Each individual is
responsible for defining
his or her job ✔
22 I like the power that my
leadership position holds
over subordinates. ✔
23 I like to use my
leadership power to help
subordinates grow. ✔
24
I like to share my
leadership power with
my subordinates. ✔
25
Employees must be
directed or threatened
with punishment in order
to get them to achieve the
organizational objectives. ✔
26
Employees will exercise
self-direction if they are
committed to the
objectives. ✔
27 Employees have the right
to determine their own
organizational objectives. ✔
28 Employees seek mainly
security. ✔
29
Employees know how to
use creativity and
ingenuity to solve
organizational problems. ✔
30
My employees can lead
themselves just as well as
I can. ✔
Table 2
Item score Item Score Item Score
1 4 2 5 3 2
4 1 5 4 6 3
7 5 8 5 9 5
10 3 11 4 12 5
13 5 14 4 15 3

8SELF-ANALYSIS OF LEADERSHIP ABILITIES
16 5 17 2 18 4
19 3 20 3 21 5
22 3 23 4 24 4
25 1 26 4 27 2
28 4 29 4 30 5
Total 34 Total 39 Total 38
Authoritaria
n style
Participati
ve style
Delegativ
e style
Autocratic
Democrati
c
Free
reign
Table 3
Leadership Matrix Survey
Sl no. Scores
1
I encourage my team to
participate when it comes
decision making time and I try
to implement their ideas and
suggestions.
4
2
Nothing is more important
than accomplishing a goal or
task.
5
3
I closely monitor the schedule
to ensure a task or project will
be completed in time.
4
4 I enjoy coaching people on
new tasks and procedures. 3
5 The more challenging a task
is, the more I enjoy it. 5
6 I encourage my employees to
be creative about their job. 4
7
When seeing a complex task
through to completion, I
ensure that every detail is
accounted for.
5
8
I find it easy to carry out
several complicated tasks at
the same time.
3
9
I enjoy reading articles, books,
and journals about
management, learning,
leadership, and psychology;
and then putting what I have
read into action.
2

9SELF-ANALYSIS OF LEADERSHIP ABILITIES
10
When correcting mistakes, I
do not worry about
jeopardizing relationships.
4
11 I manage my time very
efficiently. 4
12
I enjoy explaining the
intricacies and details of a
complex task or project to my
employees.
4
13
Breaking large projects into
small manageable tasks is
second nature to me.
3
14 Nothing is more important
than building a great team. 5
15 I enjoy analyzing problems 5
16 I honor other people's
boundaries 4
17
Counseling and coaching my
employees to improve their
performance is second nature
to me.
4
18
I enjoy reading articles, books,
and trade journals about my
profession; and then
implementing the new
procedures I have learned.
3
Table 4
People Task
Item Score Item Score
1 4 2 5
4 3 3 4
6 4 5 5
9 2 7 5
10 4 8 3
12 4 11 4
14 5 13 3
16 4 15 5
17 4 18 3
Total 34 Total 37
X 0.2 6.8 X 0.2 7.4

10SELF-ANALYSIS OF LEADERSHIP ABILITIES
Figure 1
(Leadership matrix)
Socialite
Team Leadership
Impoverished Authoritarian
Concern
for
people
Concern for Task
1, 9 9, 9
9, 11, 9
1 2 3 4 5 6 7 8
9
Point of
intersection
(7.4, 6.8)
Middle of
the road
(5, 5)
High
Low
High
Low
1
9
8
7
6
5
4
3
2

11SELF-ANALYSIS OF LEADERSHIP ABILITIES
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Nwlink.com. (2020). Leadership Style Survey. Retrieved 22 March 2020, from
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Nwlink.com. (2020). Leadership Matrix Survey. Retrieved 22 March 2020, from
http://www.nwlink.com/~donclark/leader/matrix.html