Paradigm in leadership | Social Exclusion | Leadership

There is more to it still. The theory and practice of leadership and management, the existent paradigm, are based on the American culture of individualism. An individual, he or she also has the authority, as an individual, to finalize decisions. Although board of directors make decisions as a group—the paradigm of individualism has not changed. The CEO, elected by the board and reporting to the board, has individual responsibility to produce results, and this individual accountability permeates all the way down to the last person in a managerial position.

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Strengths-Based Leadership is concerned about building healthy workplaces. After a decade of research, the positive and negative effects of healthy and unhealthy workplaces on nurses and patients have been well documented. Unhealthy workplace environments have contributed to high rates of nurse burnout, dissatisfaction and absenteeism, poor physical and mental health and difficulty attracting and retaining nurses (Laschinger et al., 2003; White and O'Brien-Pallas 2010). Moreover, unhealthy workplaces have compromised patient safety and put patients at risk for higher rates of morbidity and mortality (Aiken et al. 2002). Following these disturbing revelations, a decade of research ensued to identify characteristics of healthy environments and the organizational structures and leadership practices that made this happen (Armstrong et al. 2009). Strengths-based leaders know how to put structures in place to empower nurses to control their own practice by encouraging autonomy and positive professional relationships, particularly with physicians.


A New Paradigm - Sapphire Leadership Group, Inc.

I suggest that the metaphor of handling cars or horses for the managerial or leadership role in the present paradigm is not far-fetched.

Upenieks, V.V. 2003. "The Interrelationship of Organizational Characteristics of Magnet Hospitals, Nursing Leadership and Nursing Job Satisfaction." 22(2): 83–89.


My Philosophy of Higher Education Leadership

Frequently, descriptions of effective leadership emphasize what has been effective in a particular business, culture or environment. However, the actions, style or characteristics that make a leader "good" in one context may be ineffective or devastating in another.

My Philosophy of Higher Education Leadership

Much of the literature on leadership focuses on "characteristics" of good leaders. These characteristics, however, are often too general to be of much practical value to someone trying to become a better leader. For instance, to say that good leaders are "gifted optimists" or are "honest" and "inspiring" provides little practical basis for specific skill development or improvement. These are typically judgments about our behavior made by others.

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Principles of Strengths-Based Nursing Leadership for Strengths-Based Nursing Care: A New Paradigm for Nursing and Healthcare for the 21st Century