Benchmark – Personal Worldview Paper

Assessment Description
As a nurse leader, it is important to understand a variety of leadership models and styles. This will help you adapt to different settings and apply strategies to support and inspire others. It may also be necessary to apply models in different professional settings to satisfy certification requirements. Write a 1,250-1,500 word paper about your personal model of leadership, including the following:

Model of Leadership: Part A

– Describe your personal model of leadership.

– Compare your personal leadership model to servant leadership, transformational leadership, and at least one other model of leadership.

– How does your personal model of leadership prepare you to employ strategies for effectively leading diverse teams and fostering interdisciplinary collaboration as you implement your leadership project?

Personal Worldview: Part B

– Describe your personal worldview. Include the religious, spiritual, and cultural elements that you think most influence your personal philosophy of practice and attitude towards leadership.

– Describe how your professional leadership behaviors inspire others.

Use a minimum of three peer-reviewed resources (published within the last 5 years) as evidence to support your views.

Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.

Benchmark Information

This benchmark assignment assesses the following programmatic competencies:

MSN Leadership in Health Care Systems

6.3: Employ strategies for effectively leading diverse teams and fostering interdisciplinary collaboration.

6.7: Model professional leadership behaviors to motivate and inspire others.

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Part A: Personal Model of Leadership

My personal model of leadership is the participative style, which entails employing a democratic approach to manage teams. With this style, I give my subordinates a chance to come up with suggestions on how to handle workplace situations. This makes them a part of the decision-making process and results in making them feel valued. According to Al Khajeh (2018), employees who are involved in the decision-making process in an organization usually feel motivated and offer better performances. Although this leadership style helps in the creation of strong workplace teams and makes organizations meet their objectives efficiently and effectively, it has a few drawbacks. These include its time-consuming nature, which if brought about by the need to take into account of inputs from various team members before a decision is made.  Also, it exposes leaders to a high probability of being apologetic to subordinates. It can as well result in communication failures and information security breaches since information is shared openly. The model may also lead to poor decisions when working with unskilled teams.

Participative Leadership Model vs. the Servant Leadership Model.

Servant Leadership is a model where leaders seek results for their organizations through complete attention to their employees and their needs (Gandolfi & Stone, 2018). The model puts its emphasis on teamwork/collaboration, trust, compassion for each other, and ethics. According to this model, the leader must be a servants first, and must strive to better serve others rather than seeking to attain power and authority. The model assumes that if leaders concentrate on the needs of employees, they will reciprocate through teamwork and deeper engagement, leading to better performance. This is in contrast with the participative model, where employees are empowered by their leaders to be a part of the decision-making process. The two models however have some similarities including both being based on principles of employee inclusion, empowerment, ethical behaviors, and purposefulness.

Participative Leadership Model vs. the Transformative Model

In the participative model, leaders ask for input from their subordinates and this calls for collaboration and coordination. The subordinates tend to feel empowered when they are given a chance to contribute to the decision-making process in the organization or their department. Transformational leaders on the other hand explain to those under them how a given vision may benefit the organization and lead the drive towards the achievement of this vision (Krepia et al., 2018). They do this by acting as role models, encouraging, empowering, and motivating their subordinates. Leaders apply participative leadership style when they have an experienced teams, which can provide requisite skills, knowledge and expertise whenever a complex issue or task arise within their area. The model encourages creativity in discussing options for solving problems or and gives the team an opportunity to investigate innovative approaches for accomplishing given tasks. Transformational leadership style on the other hand is applicable when leaders are certain that their subordinates will benefit from their passion and vision for the organization. The leaders give the vision but gather support from subordinates to get the vision achieved. For the style to succeed, the subordinate must see the potential of positive outcomes or else they will resist changes this may affect their productivity (Gandolfi & Stone, 2018).

In terms of similarities, both styles require leaders with excellent communication skills, which are requisite in facilitating team discussions. The skills can also enable the leaders to collect information which they need to process for proper prioritization of issues and decision-making. Also, both styles need the expertise, experience, and skills of the team members. The models are team-first types of leadership where the leaders focus on the team’s well-being rather than their persona. Another notable similarity is that both leadership styles emphasize shared vision and goals as a cornerstone of successful leadership. According to Gandolfi and Stone (2018), shared vision and goals leads to strong loyalty among employees and there is generally increased employee engagement in teams led by team-centered styles. The two styles also share the disadvantage of being time consuming, which is brought about by the required level of team members’ participation.

Participative Leadership Model vs. the Autocratic Model

Autocratic Leadership occurs where one man controls all managerial decisions of the organization without consulting with employees under them (Magbity et al., 2020). Under this style, power and authority is centralized in the hands of the leader, who makes all decisions regarding policies and procedures. The autocratic leader dictates the subordinates and they are expected to follow the given orders without questioning. The style best suits situations where quick decision-making is needed or where subordinates have little education and experience. The main difference between these styles is the clear line of demarcation that exist between a leader and subordinates in the autocratic model and the fact that opinions and suggestions of the subordinates are incorporated in decision-making under the participative model. Also, autocratic leaders are task-oriented and stresses more on the successful completion of tasks while democratic leaders are relation-oriented and share power with group members.

How the Participative Model Prepares in Leading Diverse Teams and Fostering Interdisciplinary Collaboration in Leadership.

            As a democratic leader I value team communication. My relationship with my team members and the freedom I allow them to express their concerns and ideas are the main pointers of this leadership style. I also excel at and focus on giving feedback to my team. This style creates an environment of open communication and team participation. It also makes my subordinates feel appreciated and free to offer their opinion during the decision-making process in any team project is assigned to us. The participative style creates a transparent environment, which is a core ingredient in the success of organizations like hospitals. The style helps me in building consensus when working on various projects and tasks as well as in improving our systems and processes.

Part B: Personal Worldview and Factors that Influence my Personal Philosophy of Practice and Attitude Towards Leadership.

In my worldview, I believe religious, spiritual, and cultural factors are central to what defines most communities or groups of people. These factors influence and allow individuals to make sense of their health and illness experiences.  My view is based on the Christian religion. According to Christianity, nursing is a calling to serve humanity based on nature and the need to do right things to others as you may wish them to be done unto you.  One needs to exercise the knowledge and skills acquired mainly through education and training to alleviate or relieve pain, suffering, and distress from patients. The nursing practice entails taking responsibility of patients’ care and continuous growth in human connection. Christian faith dictates nurses to develop character and show compassion towards patients. As a nurse, I need to do well in my practice and always demonstrate positive values when I handle patients. To better my service towards patients, I must address any personal weakness, whenever I notice it or when it is brought to my attention by my colleagues, patients, or my seniors. I must work towards personal growth and development to offer effective care to patients. Christianity also requires one to be kind and caring. Exercising these values on patients, combined with good listening, and showing concern and compassion in regard to their plight can lead to more healing, in addition to the use of medications and other interventions. As a leader in nursing, I always strive to make positive influence on my subordinates, most of which I borrow from my religious believes.

 How my Professional Leadership Behaviors Inspire Others

As a nursing leader, I do not just tell my subordinates to be deeply committed to their work but rather, I demonstrate this commitment and passion in every interaction with them as well as with patient. This helps in inspiring the subordinates to act in the same way. I also make sure I exercise effective Communication, integrity, inclusion, and sensitivity to the needs of the subordinates. According to Thusini and Mingay (2019), no employee can be inspired by a leader who they perceive as not to be caring about them. My ability to show passion, purpose, and appreciating my subordinates helps in establishing an inspirational culture in my team. I also make sure I listen to them and allow their ideas to play when making key decisions. Additionally, I ensure the subordinates feel included in our main processes. This makes them develop a feeling of being connected and it contributes to the accomplishment of our team goals. Equally important, I must exercise integrity. Thusini and Mingay (2019) assert that if leaders want to inspire employees, they must ensure that the employees trust them. Trust starts with integrity, and it is often seen in the kind of decision leaders make and how they treat their subordinates and customers.


Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 2018, 1-10.

Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.

Krepia, V., Katsaragakis, S., Kaitelidou, D., & Prezerakos, P. (2018). Transformational leadership and its evolution in nursing. Progress in Health Sciences, 8, 185-190.

Magbity, J. B., Ofei, A. M. A., & Wilson, D. (2020). Leadership styles of nurse managers and turnover intention. Hospital topics, 98(2), 45-50.

Thusini, S. T., & Mingay, J. (2019). Models of leadership and their implications for nursing practice. British Journal of Nursing, 28(6), 356-360.