I selected the full-range theory of leadership as the as the optimal model. First and foremost, I have always been drawn to the characteristics of transformational leadership. If I had to choose a theory of leadership to aspire to, it would be a mix of transformational and servant leadership. I have always thought that the ability to engage people by tapping into what they are passionate about or what motivates them leads to greater success. Have you ever attended a presentation by someone that is passionate, engaged, excited, and full of enthusiasm for their subject? It makes you want to run right out and join their team/buy their product/take up their cause. It is infectious. There are four components of the full-range theory: Individualized consideration, intellectual stimulation, inspirational motivation, and idealized influenced. I am struggling with imagining how I can incorporate individualized consideration into my current leadership role as I have 109 direct reports. That would be very difficult. I can however, try to give this attention to the people who have in the past indicated their willingness/eagerness to go above and beyond what is expected. By developing the staff that are eager to do this, it sets an example for the rest of the team. I often tell people that when they are ready for more, I am ready to give them more. It’s OK if you just want to come to work, do your job and go home, but when/if you are ready, I’ll be here to help you. Intellectual stimulation can be achieved in my setting by asking people to think outside the box, pushing past old norms. In healthcare, we call these “sacred cows.” No one really knows why we do it this way, we just have always done it this way.” There are so many team members with innovative solutions for everyday problems. All you need to do is ask them. Inspirational motivation is so important for a team to receive from their leader. If I, as the leader, am not excited about a project, how am to expect my team to be excited? If a leader just asks a team to perform task A, B, C, etc., there won’t be much inspiration. Right now, my nurses are orienting a lot of new nurses. Orienting a new nurse is exhausting and time consuming. There is little reward in it. There are a few staff members that are getting pretty burnt out. It might help if I said, “in three months, when all these new nurses are off orientation, we will be so well staffed, we won’t know what to with our selves! Also, look at the amazing start you are giving all these nurses. You are laying the foundation for their career. This is such important work you are doing!” This approach shows that I am excited, I have faith in their ability, and highlights how important they are to the greater picture. Idealized influence is the fourth quality. This one can be hard. As a new leader I am still surprised when something I say to one person travels around the unit and by the next day, many people know. I forget that people are watching and listening. Not in a bad way, but the leader sets the tone for the team. If a leader sets a tone of respect, empathy, positive reinforcement, and clear, direct feedback, these qualities will hopefully be represented by your team.