Step 5 : Conclusion pathway to hospital admission but influence the perception of medical colleagues and re-shape existing , local community services . Throughout the paper there is clear support for TL with the essence of the model embedded heavily into the ACP concept . This places ACPs in the fortunate position to positively influence clinical practice through the use of motivation and engagement to create a shared vision . However , it is recognised that the choice of leadership is dependent on circumstances and that an eclectic approach may be required to achieve desired outcomes in some instances .
Step 6 : Action Plan
Acknowledgments
Sources of funding
( Mullins , 2000 ). There were also concerns that the passion expressed by TLs could result in an emotionally driven decision that was not necessarily reflective of the best interests of the group ( Sovie , 1993 ). This could be perceived as self-serving and prove detrimental to the leader ’ s integrity .
The author believes that an awareness and application of the ‘ Emotional Intelligence ’ model , which explores the understanding and management of one ’ s emotions as well as those around , will support self-regulation , selfawareness and awareness of others . This will ultimately guide interactions internal and external of the team , facilitate a general awareness of morale and avoid any reckless decisions ( Bratton et al , 2011 ).
Born vs . Developed
Behavioural genetic studies have discovered a link between personality and genes , suggesting personality traits have a genetic foundation ( Livesley et al , 1998 ). If the personality driven definition of TL is accurate , this supports the argument that TLs are born rather than developed . This thought is supported by behavioural theories such as the ‘ Great Man ’ that believe individuals inherit qualities from birth , making them naturally more suited to leadership roles ( Avolio et al , 2009 ).
Historically , this has been argued by Sociologist Herbert Spencer ( 1896 ) who felt leaders were products of environmental exposure , highlighting society as a prevalent influence . It has been more recently supported that leadership is not based on popularity or extroversion but the willingness to apply the principles to emerge as an effective leader ; advocating leaders can be developed ( Northouse , 2016 ). Although an outdated perspective , the view of Herbert Spencer remains well supported and has inspired organisations to invest in leadership and its development within teams .
Step 5 : Conclusion pathway to hospital admission but influence the perception of medical colleagues and re-shape existing , local community services . Throughout the paper there is clear support for TL with the essence of the model embedded heavily into the ACP concept . This places ACPs in the fortunate position to positively influence clinical practice through the use of motivation and engagement to create a shared vision . However , it is recognised that the choice of leadership is dependent on circumstances and that an eclectic approach may be required to achieve desired outcomes in some instances .
Step 6 : Action Plan
The author has recognised throughout this process that a participative leadership style will promote a sense of ownership amongst team members , resulting in a greater commitment to a shared vision and ultimately resulted in a greater utilisation of the new service ( Marquis and Huston , 2015 ), securing its future success .
Moving forward , the author intends to exhibit the qualities and attributes of a transformational leader , to ensure multidisciplinary input in future projects whilst acknowledging that a multipronged approach is needed to challenge resistance as well as acknowledge fears and address any barriers collaboratively ( Schifalacqua et al , 2009 ). This coupled with the demonstration of political astuteness ; an attribute associated with the advanced practice role ( DH , 2010 ), and ability to communicate on local issues and drives for change , will promote not only support of a concept but increased confidence in the leader ’ s abilities ( McGee and Radford , 2009 ).
Acknowledgments
Alastair Gray ; Senior Lecturer , Advanced Practice
Sources of funding
This article has not received any funding .
The introduction of an ACP led service has the potential to not only provide an alternative