NURS 6053 Discussion Leadership Theories in Practice
NURS 6053 Discussion Leadership Theories in Practice
Thank you for sharing your experience as a leader. It is quite inspiring to read. The focus of any organizational change that needs to take place revolves around employee behavior and emotions. Due to this, the best type of leadership style to use is transformational. It is a style that brings about positivity and motivation to the employees. The transformational leader uses optimism, charm, intelligence, and other qualities to transform individuals and organizations. There are qualities or skills that a transformational individual can see in peers, superiors, and colleagues as a result of their emotional intelligence. Another quality of a transformational leader is that they use different mechanisms to enhance motivation, morale, and performance(Marquis & Hudson, 2011)
All these qualities are the specific qualities required to change the company’s environment from a hostile one to a positive one.
While transformational leadership is excellent for developing organizational strategy and encouraging change, it can occasionally lack attention to detail because these leaders are less focused on day-to-day operations and procedures. Nevertheless, they are the right kind of leaders one can depend on as knowing how to maintain a lot of enthusiasm and passion for a very long time.
Organizational leaders should learn from the year 2020 that change is happening more quickly than ever and that effective procedures and established goals can be completely changed at any time. Likewise, culture can shift, and the key to sustaining the organization will be to create a welcoming environment for change and new ideas. Yet, at the same time, they are making an uplifting and positive place of service for all involved.
References:
Marquis, B. L., & Huston, C. J. (2011). Leadership roles and management functions in nursing: Theory and application (marquis, leadership roles and management functions in nursing)(7th ed.). Lippincott Williams & Wilkins.
A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. Formal research literature is also teeming with volumes on the subject.
However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn’t there; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviors, for example, can be highly effective for leading nurses and organizations.
Yet, how well are these theories put to practice? In this Discussion, you will examine formal leadership theories. You will compare these theories to behaviors you have observed firsthand and discuss their effectiveness in impacting your organization.
To Prepare:
- Review the Resources and examine the leadership theories and behaviors introduced.
- Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
- Reflect on the leadership behaviors presented in the three resources that you selected for review.
By Day 3 of Week 4
Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors
and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.
By Day 6 of Week 4
Respond to at least two of your colleagues on two different days by explaining how the leadership skills they described may impact your organization or your personal leadership, or by identifying challenges you see in applying the skills described.
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Submission and Grading Information
Grading Criteria
Formal leadership theories focus on the principles of good management and the official aspects of the organization (Doherty & Hunter Revell, 2020). Formal leadership styles have strong similarities with the initiating structure. Xu (2017) discussed leadership theories in clinical practice as transformational, participative, transactional, situational, and autocratic. According to Xu (2017), transformational leaders motivate others with their vision and cooperate with the team towards shared values. Participative leadership is an administrative style that invites contributions from employees to organizational decisions (Xu, 2017).
A leadership theory that I have identified recently in practice is the transformational style used by a nurse leader in the hospital where I worked earlier. The nurse leader used to: Idealize influence to build confidence, practice inspirational motivation to articulate a clear vision for the organization, encourage people within the facility to question and challenge assumptions, to look at old problems in new ways, and gave individualized consideration to each follower. The nurse leader was always open to criticism or ideas that would enhance the quality of working conditions. For example, the nurse leader once accepted ideas to reduce the working hours and proposed to the management to employ more nurses. One of the vital behaviors I have identified is that leaders’ influence and motivation have an impact on commitment to work and job satisfaction among nurses (Choi et al., 2016). Another peculiarity is that openness to new ideas improves the quality of nurses’ working lives (Ferreira et al., 2018). The openness and transformational leadership qualities were essential since it helped improve the quality of nurses’ working lives (Giddens, 2018). All the nurses are happy due to the traits of the nurse leader and thus remained committed to their job, and they were always satisfied.
References
Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment. Human resources for health, 14(1), 73. https://doi.org/10.1186/s12960-016-0171-2
Doherty, D. P., & Hunter Revell, S. M. (2020, March). Developing nurse leaders: Toward a theory of authentic leadership empowerment. In Nursing Forum. https://doi.org/10.1111/nuf.12446
Ferreira, V. B., Amestoy, S. C., Silva, G. T. R., Felzemburgh, R. D. M., Santana, N., & Trindade, L. D. L. (2018). Transformational leadership in nurses’ practice in a university hospital. Acta Paul. Enferm.[Internet], 31(6), 644-50.
Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal of Professional Nursing, 34(2), 117-121.
Xu, J. H. (2017). Leadership theory in clinical practice. Chinese Nursing Research, 4(4), 155-157. https://doi.org/10.1016/j.cnre.2017.10.001