Category: Leadership

Hello writer I have included all documents that should be included. Please follow the rubric . Also please utilize this YouTube Video

Review your state’s Nurse Practice Act and rules and regulations. As a coworker, what are you required to do if you believe a nurse has a problem with chemical dependency? As the nurse manager, what are your obligations? Please cite the Nurse Practice Act.
Be sure to apply concepts from the readings and research. For your initial post, you must have two references, one from your textbook and one peer-reviewed scholarly journal (no blogs, Wiki, or other schools of nursing websites) in the current APA Style. For each response post, you must have one peer-reviewed scholarly journal reference. Each reference must have a corresponding in-text citation.
Text book- Leading and Managing in Nursing Author: Yoder-Wise, Patricia Publisher: Elsevier Edition: 7th

View:
Link: https://www.youtube.com/watch?v=E_guy-i2BTE
When we think of power, we think of force. But, is force always the best option? Negotiator and trainer Tim Dawes demonstrates the power of compassion to influence, lead, and create better outcomes in business and everyday life.
Prepare a paper (minimum of 1,200 words) on one or two leaders that are known for being compassionate.
Share:
– What the leader(s) do that makes them unique from others?
– What you have learned from the video as it applies to the compassionate leader?
– How you will become more compassionate as a leader?
– Specific changes that you will make and how you plan to integrate them into your work.
The textbooks for this course are:
– Boyatzis, R. & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope and compassion, (5th ed.). Harvard Business Publishing.
– McKee, A., Boyatzis, R. & Johnston, F. (2008). Becoming a resonant leader, (8th ed.). Harvard Business Publishing
(I do not have sharable versions of these books. If you have access to them, please use for at least two of the required citations. If not, just use other scholarly articles and relevant material to the topic.)

In your “Becoming a Resonant Leader” workbook, at the end of Chapter 5, is a Personal Balance Sheet. This is an exercise to support you to assess your personal assets and liabilities. Promoting assets and limiting liabilities can help you to achieve your hopes and dreams.
Complete the personal balance sheet exercise, and create a reflection blog that summarizes your assets and liabilities. Use the outputs from the exercises that you have completed in the course workbook and your reflections of those assessments as your guide.
In the blog, discuss your assets:
– My distinctive strengths (things I know I do well and strengths that others see in me).
– My potential strengths (things I could do better or more often if I focused or things I do well in some situations and could begin to apply more broadly).
– My enduring dispositions that support me (traits, habits, behaviors that I do not want to change and that help me to be successful).
Discuss your liabilities:
– My weaknesses (things I know I don’t do well and want to do better).
– Weaknesses I want to change (things I know I don’t do well and want to change).
– My enduring dispositions that sometimes get in my way (traits, habits, behaviors that I do not want to change and that sometimes cause me to be less effective).
Discuss how you plan to grow your weaknesses into strengths.
The textbooks for this course are:
– Boyatzis, R. & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope and compassion, (5th ed.). Harvard Business Publishing.
– McKee, A., Boyatzis, R. & Johnston, F. (2008). Becoming a resonant leader, (8th ed.). Harvard Business Publishing
(I do not have sharable versions of these books. If you have access to them, please use for at least two of the required citations. If not, just use other scholarly articles and relevant material to the topic.)

Complete the exercises on Page 173 and 174 in Chapter 7, “Hope,” of your textbook, Resonant Leadership.
The exercises are:
– My Hopes and Dreams
– What I want to do at some Point in the Future
– What would I do if….
– Look for Themes
Then discuss:
In the discussion, share the themes that you have uncovered and what stands out as important to you about your dreams for the future.
– What gives you hope for your dreams to come true.
– What do you need to do differently?
– What do you need to continue doing?
– Share at least one inspirational story of yourself or someone achieving a dream and how you (they) did so.
The textbooks for this course are:
– Boyatzis, R. & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope and compassion, (5th ed.). Harvard Business Publishing.
– McKee, A., Boyatzis, R. & Johnston, F. (2008). Becoming a resonant leader, (8th ed.). Harvard Business Publishing
(I do not have sharable versions of these books. If you have access to them, please use for at least two of the required citations. If not, just use other scholarly articles and relevant material to the topic.)
Additional Reference:
Link: https://youtu.be/l8lIrtJSIPM

The primary source for your Module 8 Video Reflection is:
Gersick, C. (2020). Reflections on revolutionary change. Journal of Change Management, 20(1), 7-23
Gersick (2020) borrowed the concept of punctuated equilibrium from evolutionary biology to characterize revolutionary change in complex adaptive systems. Reflect on Gersick’s perspectives. From your perspective, what distinguishes the need for organizational adaptation, transformation, planned change, or continuous improvement?

Overview:
In the previous module, you developed a list of outputs and outcomes for your organization’s desired future state. How will your organization know that it has reached that future state successfully?
For each of the outputs and outcomes you identified, describe how you would evaluate the outcomes.
For example, in our previous example, we identified that an outcome for 2.1 will be implementing an innovation sub-process into our strategic planning process. Potential ways of knowing whether we have successfully implemented an innovation sub-process might be related to the number of outputs from the new process, customer satisfaction survey results, or comparison against benchmark competitors.
For this activity, reuse the document that was turned in from last module (see attached titled WWP Outputs and Outcomes). After each of your OFI/Outcome and Output paragraphs, add an additional paragraph describing possible ways to evaluate success. Write a new introduction and update the conclusion for your document.
Requirements:
– After each of your OFI/Outcome and Output paragraphs, describe potential measures to evaluate success.
– Write a brief introductory paragraph describing the purpose of the exercise (to add success measures to your previous document).
– Update your conclusion as necessary.
– Include an updated cover page.
– No citations or reference page is necessary (unless you use a source outside of the Baldrige Excellence Builder).

Text book- Leading and Managing in Nursing Author: Yoder-Wise, Patricia Publisher: Elsevier Edition: 7th Availability: Campus Bookstore
Research Lewin’s Change Theory (presented in Chapter 18) for planned change and describe the change process and how each of the below can positively or negatively impact the change process.
* Resistance
* Attitudes and behaviors
* Change agents and communications
Be sure to apply concepts from the readings and research. For your initial post, you must have two references, one from your textbook and one peer-reviewed scholarly journal (no blogs, Wiki, or other schools of nursing websites) in the current APA Style. For each response post, you must have one peer-reviewed scholarly journal reference. Each reference must have a corresponding in-text citation.
ABOVE IS ORIGINAL TOPIC TO GIVE YOU A GENERAL IDEA OF WHAT is being talked about !! DO NOT RESPOND TO ORIGINAL TOPIC. ONLY RESPOND TO 2 PEERS LISTED BELOW WITH THEIR OWN IN TEXT CITATIONS AND REFERENCES. PLEASE USE FOLLOW UP QUESTIONS for each student IN APA FORMAT
Peer 1: Carolina
Lewin’s Change Theory, also referred to as the Three-Step Model or Unfreeze-Change-Refreeze Model, provides a framework for understanding and implementing planned change within organizations. This three-stage change process comprises unfreezing, changing and refreeze (Malik, 2023).
Kurt Lewin’s three-step change theory provides an effective model for initiating change within organizations. These steps include:
Unfreezing: This step involves creating a sense of discontent with the status quo by either emphasizing its flaws or proposing an improved future vision (Lewin’s change theory, 2020).
Change: At this stage, the organization undergoes actual changes that involve alteration to processes, structures, or behavioral elements of its operations (Lewin’s change theory, 2020)..
Refreezing: Refreezing involves solidifying changes made, and preventing them from returning back to their previous state. This may require providing training, support, and rewards for adopting new behaviors (Lewin’s change theory, 2020)..
Lewin’s change theory can be applied to all kinds of change, but is especially effective for planned change. Planned change refers to change that is intentional and deliberate – usually initiated by management but it could also come from employees or other stakeholders (Yoder-Wise & Sportsman, 2023).
Three areas that effect change are resistance, attitudes and behaviors, and change agents and communications. 1) Resistance. Opposition to change is a common reaction among individuals and groups facing organizational change, often brought on by fear of the unknown, loss of control or perceived negative consequences (Malik, 2023). Resistance can slow progress by creating barriers. But by actively engaging stakeholders in the change process and understanding individual concerns and motivations better as well as offering clear communication, resistance can become an ally and turn into positive force instead of becoming an obstacle. 2) Attitudes and Behaviors. Individual and group attitudes and behaviors play a vital role in the change process (Malik, 2023). Positive attitudes can foster engagement, collaboration and adaptation while negative attitudes may sabotage it; when individuals believe in its benefits and embrace new ways of thinking or working they increase its likelihood of success. Change agents must ensure positive engagement through communication, education and decision-making processes to bring about effective transformation efforts (Lewin’s change theory, 2020). 3) Change Agents and Communications. Change agents are individuals or groups responsible for initiating and implementing change, playing an essential part in helping facilitate its implementation (Malik, 2023). Effective agents play an essential role in making change possible. Leaders need strong leadership abilities, the capacity for effective communication, and the capacity to motivate and inspire others (Yoder-Wise & Sportsman, 2023). Positive and open communication are essential for effective change management. Clear and open communication helps all parties involved to understand the need for change, the vision behind it and anticipated results. Additionally, this provides opportunities for feedback, addressing concerns and offering support – while poor or insufficient communication or lack of involvement of change agents could result in miscommunication, resistance or lack of commitment, potentially derailing any efforts at change.
Lewin’s Change Theory emphasizes the significance of understanding and addressing factors that could impede change processes (Yoder-Wise & Sportsman, 2023). Resistance can be transformed into an effective force by addressing concerns and engaging stakeholders; positive attitudes and behaviors support change while negative ones hinder its progression; change agents are essential components to successful implementation, so recognizing and addressing such elements enables organizations to navigate change more successfully, increasing chances for successful results.
 
References:
Lewin’s change theory. Nursing Theory. (2020, July 19). https://nursing-theory.org/theories-and-models/lewin-change-theory.php
Malik, P. (2023, May 2). Lewin’s 3-stage model of change theory: Overview. The Whatfix Blog | Drive Digital Adoption. https://whatfix.com/blog/lewins-change-model/
Yoder-Wise, P. S., & Sportsman, S. (2023). 18. In Leading and managing in nursing. essay, Elsevier.
Peer 2: Melanie
According to Yoder-Wise (2018), Planned change, or first-order change, focuses on improving current practices and processes. Lewin’s emphasis on change was influenced by his broader social concerns, particularly in resolving social conflicts. Lewin believed that the essential component for resolving conflicts lay in learning (Mcgarry, Cashin, & Fowler, 2012). By acquiring new understandings, individuals could transform their perspectives, thereby facilitating resolution.
-Resistance
Resistance can impede progress as people feel threatened by proposed changes or have concerns about negative outcomes. Transparent communication, active participation, and addressing underlying concerns can reduce adverse effects and promote successful change (Yoder-Wise 2018).
-Attitudes and behaviors
Having a positive mindset and exhibiting behaviors, like being receptive to change, having a desire to learn, and being adaptable, can facilitate a more seamless transition. People who accept the change and actively engage in the process can serve as role models to others.
-Change agents and communications
Change agents play a crucial role in initiating and guiding the change process. The effectiveness of these agents and their communication strategies have a significant impact on the success of the change. Effective communication is vital as it builds trust, communicates the vision and purpose of the change, addresses concerns, and provides timely updates (Yoder-Wise 2018). Establishing clear, transparent, and two-way communication channels promotes understanding, minimizes resistance, and encourages active engagement throughout the change process.
Reference
Mcgarry, D., Cashin, A., & Fowler, C. (2012). Child and adolescent psychiatric nursing and the “plastic man”: Reflections on the implementation of change drawing insights from Lewin’s theory of planned change. Contemporary Nurse: A Journal for the Australian Nursing Profession, 41(2), 263–270.
Yoder-Wise, P. S. (2018). Leading and Managing in Nursing. Mosby.

Examine the traits that are provided in Exhibit 2-1 of The Leadership Experience textbook. Identify and discuss the top three that would be most valuable for you as a project manager for a high-risk project. Now, identify and discuss those skills you would want your team members to possess. Justify your response.
Please only use the textbook as a source and only cite the source one time as this is only 1 page. All chapters and textbook source are uploaded.

Leadership is not a position but rather a process. After reading the attached discussion, please respond on whether you agree or disagree with the author’s viewpoints and support your positions with at least 2 references, References must be not earlier than 2005.