NURS 6053- Week 4 Discussion Leadership Theories in Practice

NURS 6053- Week 4 Discussion Leadership Theories in Practice

Walden University NURS 6053- Week 4 Discussion Leadership Theories in Practice– Step-By-Step Guide

 

This guide will demonstrate how to complete the Walden University  NURS 6053- Week 4 Discussion Leadership Theories in Practice  assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

 

How to Research and Prepare for NURS 6053- Week 4 Discussion Leadership Theories in Practice  

 

Whether one passes or fails an academic assignment such as the Walden University  NURS 6053- Week 4 Discussion Leadership Theories in Practice depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

 

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

 

How to Write the Introduction for  NURS 6053- Week 4 Discussion Leadership Theories in Practice   

 

The introduction for the Walden University  NURS 6053- Week 4 Discussion Leadership Theories in Practice is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

 

How to Write the Body for  NURS 6053- Week 4 Discussion Leadership Theories in Practice   

 

After the introduction, move into the main part of the  NURS 6053- Week 4 Discussion Leadership Theories in Practice  assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

 

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

 

How to Write the Conclusion for  NURS 6053- Week 4 Discussion Leadership Theories in Practice   

 

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

 

How to Format the References List for  NURS 6053- Week 4 Discussion Leadership Theories in Practice  

 

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for NURS 6053- Week 4 Discussion Leadership Theories in Practice

There is no doubt that the healthcare system is ever-changing and fast-paced in today’s world. Healthcare professionals require strong leadership to be able to lead and guide their employees effectively, and decisions made at the top are likely to have a profound impact on entire populations if not handled correctly. A great healthcare leader inspires their staff, boosts their morale, and helps them improve their quality of life at work. Leaders in the healthcare industry must be competent to be successful. Leadership is not something that just anyone can do. Implementing change requires a strong leadership team with strong management skills (Marquis & Huston, 2017). There is no doubt that the behavior of leaders has a significant impact on an organization’s overall success (Yang & Wei, 2018).

Leaders should engage in patient and employee advocacy. Advocacy for staff has a favorable influence on the overall quality of care that patients get at a facility. For example, the participation of workers in decision-making, particularly on issues that directly impact them, such as flexible work hours, stimulates employees to work with a purpose for the benefit of the whole workforce. Employees are more motivated to work for the organization when they are campaigning for a bigger pay raise and a more favorable working environment (Rosa et al., 2020). Being motivated to work means that health care practitioners will adopt evidence-based best practices, which are crucial in providing high-quality health care services.

Leadership requires the creation of plans for how the team or organization will succeed, which is dynamic, exciting, and inspiring (MindTool, n.d.). It is essential for leaders to handle situations individually, which means diagnosing the condition and the individual they are leading and tailoring their leadership styles to meet the needs of everyone (Laureate Education, 2014). Leaders cannot be everything to everyone, and those capable of doing so must also be competent. The first principle that is recognized among the theories that are widely accepted today is that leaders need to have some moral code or values that positively guide their actions and behavior. Whenever leaders do not carry the trust and best interests of those they stand for, no matter how brilliant the strategy or how productive the actions they take, leadership is impossible” (Marshall & Broome, 2017).

Since I have been a nurse leader for most of my career, I identify with the Transformation Leader style. It has also been my experience to work with managers who are transformational leaders. Transformational leadership is often compared with transactional leadership. Different leadership styles may be required (Asamani et al., 2022). Self-motivated individuals who work well in a structured, directed environment are essential to transactional leadership. Rather than directing workers, transformational leadership motivates and inspires them. On the other hand, the transactional leader values order and structure. They will likely command military operations, manage large corporations, or lead international projects that require rules and regulations to accomplish objectives on time or systematically move people and supplies. Transactional leaders are not suited for organizations that value creativity and innovation (Michigan State University, 2014).

As a nurse leader for most of my 25 years of nursing, I identify most with the transformational leadership style. The transformational leadership style dominates my workplace. For instance, my immediate supervisor uses a transformational leadership style. She is a lovely person who works well with others. As part of the company’s culture, she believes teamwork is essential. She is always on top of things and ensures her staff is cared for. To the best of my knowledge, she has been able to motivate and encourage her team exceptionally well. An example of both styles is my workplace is my home manager, she is stricter who ensures that all tasks are completed correctly and on time in my organization. Despite not punishing us, she provides us with positive reinforcement by rewarding her team for a well-done job. Her friendly and pleasant disposition is responsible for her uncanny ability to accomplish much. Many of her abilities are impressive, and I can see why she is so well-liked by her team.

In my research of leadership styles, I discovered that transformational leaders are known for being positive role models, providing support for employees, being honest and ethical, and being effective communicators. Being a positive role model and communicating effectively are the traits that most identify with. In any profession, especially nursing, a positive role model is essential as a leader. An individual can be inspired to be better, do better, and reach higher by following a positive role model. Effective communication is essential in any relationship. Communicating clear expectations and goals can eliminate trust issues between leaders and employ.

The most common and well-received leadership styles are transformational leadership and transactional leadership.  Leaders are necessary for the workplace as a guide and mentors for their staff. They ensure that an organization is efficient and achieves its goals. For an organization to achieve its mission, influential leaders provide clarity of purpose and motivate and guide the organization.

References:

Asamani, J. A., Naab, F., & Ofei, A. M. A. (2022, April 26). Leadership styles in nursing management: Implications for staff outcomes. Journal of Health Sciences. Retrieved September 19, 2022, from https://www.jhsci.ba/ojs/index.php/jhsci/article/view/533

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert   clinician to influential leader (2nd ed.). New York, NY: Springer.

Marquis, N. L., & Huston, C.J. (2017). Leadership roles and management functions in nursing:  Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Michiganstateuniversityonline.com. (2014, November 25). Retrieved September 19, 2022, from https://www.michiganstateuniversityonline.com/resources/leadership/transactional-vs-transformational-leadership/

Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.

Yang, qi, & Wei, hua. (2018). The impact of ethical leadership on Organizational Citizenship   Behavior: The moderating role of workplace ostracism. Leadership &     Organization Development Journal. Retrieved September 19, 2022, from   https://www.emerald.com/insight/content/doi/10.1108/LODJ-12-2016-0313/full/html

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.

Also Check Out: NURS 6053- Week 5 Discussion Your Leadership Profile

Reflect on the leadership behaviors presented in the three resources that you selected for review.

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Sample Answer 2 for NURS 6053- Week 4 Discussion Leadership Theories in Practice

Leadership skills begin with understanding one’s self. Leadership leaders “demonstrate self-confidence and are able to trust and empower others” (Sherman & Pross, 2010). Their communication and actions impact others and creates a healthy working environment. The art of leadership within healthcare organizations involve managing relationships with patients, coworkers, nurses and influencing their behaviors.

An example of a good leader was my previous manager who I had the pleasure to work with for four consecutive years. I witnessed a strong leadership characteristics such as setting certain directions, strategies, having a vision for the unit, and her ability to connect with her coworkers/nurses on both personal and professional level. She was considered an informal leader; as described in the Laureate Education (2014) “displayed charisma and willingness to help others be successful because of the vision they see for their unit which can be perceived as a leader with personal power”. A good example of leadership, when my manager implemented pressure ulcer prevention strategies on the unit. She created a daily list of patients who required frequent turning every 2 hours and set up a worksheet with times with nurses names to turn patients at the assigned times. Options were offered for nurses on a preferred time depending on their patients’ workload.

Overall, this particular practice helped recognize team members’ strengths to help create a positive workplace environment and ensure tasks get completed. Also, made quality of care to be a vital element for achieving high productivity levels within healthcare organizations (Sfantou et al., 2017). In the process of conducting skills; leaders are establishing the methods of collaboration, innovation, and communication. These methods will help set the healthcare organization for success. In conclusion, it is important for leaders to ensure they develop the skills and competencies needed to be successful. The development of healthy work places are responsive to the changing healthcare environment.

References

Laureate Education (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.

Sherman, R., & Pross, E. (2010). Growing Future Nurse Leaders to Build and Sustain Healthy Work Environments at the Unit Level. OJIN: Online Journal of Issues in Nursing, 15(1), Manuscript 1. Doi: 10.3912/OJIN.Vol15No01Man01. Retrieved from http://ojin.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol152010/No1Jan2010/Growing-Nurse-Leaders.aspx

Sfantou, D.F., Laliotis, A., Patelarou, A.E., Sifaki-Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare, 5(4), 17. DOI:10.3390/healthcare5040073

Sample Answer 3 for NURS 6053- Week 4 Discussion Leadership Theories in Practice

Humanity needs ingenious and competent leaders. Healthcare organizations need visionary leaders, and the nature of the quality of leadership is essential. A good leader is needed in the healthcare system and our society, especially in the face of unusual challenges facing the patient, healthcare organization, and the government. For example, in America, it takes visionary leaders to manage the complexity, lack of financial predictability, and inappropriate distribution of resources that negatively impact healthcare delivery. Healthcare organization leaders face various issues ranging from disparities to the new epidemic, like Corona Virus opioid crisis, the aging population, increased number of vulnerable patients (Broome & Marshall, 2021).

In addition to the aforementioned, healthcare leaders are not excused from the issue of cybersecurity, high medication prices, artificial intelligence, patient satisfaction, and disaster preparedness (Broome & Marshall, 2021). For the world to overcome all these challenges, there is a necessity for the rise of transformational leaders in the healthcare system who can help the world to weather the storm. Our world requires leaders with clinical expertise, full of knowledge and attributes necessary to master this situation and proffer appropriate solutions to this problem. Healthcare professionals from different disciplines can respond efficiently to these challenges due to their clinical expertise. The patient can live long with their chronic illnesses through clinical knowledge. Through the knowledge of the clinical experts in the healthcare system, healthcare delivery has witnessed a new dimension, and care has shifted into the community and homes of patients.

This success is traceable to the leaders who can tap from their foundation in clinical practice to liaise with leaders in various disciplines, policymakers, and the community to proffer new solutions to the rising problem in order to enhance healthcare delivery and to bring about positive patient outcomes, and to inspire the future healthcare professional leaders. Today’s leaders dare to think beyond the tradition of their time, and transformational leaders know the importance of theoretical approaches to leadership in practice. Every competent leader must be rooted in assets of ethics or core value that governs human action. Emotional intelligence is a must possess crucial leadership characteristic of a successful leader. Emotional intelligence can come in the form of a leader being able to self-manage, having self-awareness of sympathy and feelings, and having the ability to foster a positive relationship and maintain the relationship. Individual behaviors are governed by values and value systems (Mulla & Krishnan, 2022). An emotionally intelligent leader can respond effectively to the daily challenges in a healthcare organization. This is delivered through knowing limitations, stress coping mechanisms, and how to manage emotion. Knowing how to express rationale for lacking a particular action is a must-have trait for a successful leader. A seasoned leader will adjust behavior in accordance to experience, motivation, and maturity (Broome & Marshall, 2021).

Leadership is the discipline that is involve in practice and mastery of guiding, managing, and inspiring a group toward achieving an objective (Broome & Marshall, 2021). Leadership is the ability to direct others toward desired outcomes. A leader must be full of wisdom, sensitive, and compassionate. One good thing is that no one is born a leader. One can prepare oneself and learn to be a leader.

Transformational leadership is an act in which leaders impact their followers by influencing the understanding of their followers regarding what is essential. Transformational leadership encompasses a dynamic and ever-evolving style that focuses on oneself. Transformational leader gears up their follower to achieve goals.

Insights from the scholarly Resources I have selected

In the article by (Jackson & Roberts, 2022), titled “Transformational and Narcissist Leaders,” The authors state that there are different behaviors in different contexts define. Transformational leaders plan to take risks in low job security and low accountability (Jackson & Roberts, 2022). This article states that transformational leaders do inspire and influence their followers. They are prosocial and tend to bring about positive change. Transformational leaders continually inspire their followers to achieve uncommon outcomes. Transformational leaders use motivation through their influence and intellectual to encourage their followers to do good. Transformational leaders are highly effective, unselfish, and very selfless, and these qualities will guarantee positive outcomes in a work environment.

The second article is by (Morf & Baker, 2022), titled “Ups and Downs in Transformational Leadership: A weekly diary study”. Morf & Bakker, 2022 state that motivation can release positive energy in a job environment, and leaders with transformational leadership potential care about their followers (Morf & Baker, 2022). Transformational leaders have an enticing vision and exemplar and embrace the creativity and growth of individuals in their group. All these traits, without any doubt, will positively impact followers and their group performance. Transformational leadership is relation-oriented, not task-oriented (Morf & Bakker, 2022).

Explanation of a leader that has used Transformational Leadership Skill

According to the textbook for this class “Transformational Leadership in Nursing,” A leader must be highly effective.  A leader must inquire about what needs to be done, must take responsibility for their decision, gaze on opportunities, not the problems, carry out productive meetings, and think and say “We,” not “I” (Broome & Marshall, 2021). These are, without any doubt, sensible ways to motivate others, improve the company and empower followers. Transformational leadership is an evidence-based practice that makes the evidence-based decision in their practice. Evidence-based decision-making is a process in which there is the incorporation of the best available research evidence, healthcare professionals’ experience, and the need and preference of the community (Duggan et al., 2015).

A specific example of the leader I would like to talk about was one of my past supervisors when I was working in a nursing home. Transformational leaders demonstrate respect for their followers, and my supervisor is the one that usually looks at the big picture and tries to bring out new opportunities and ideas that will help to achieve the expected outcomes. She is decisive and confident, and she is very self-assured confidence. Another thing I like about her is that she prioritizes between mundane stuff and what is essential. She always expresses optimism. She always acknowledges and reward staff’s effort.

One day I made an admission for a new resident, and because I still had to give medication to 20 residents, I tried my best to do all I could to get the admission done. When I was going home that day, I judged my performance and concluded that maybe I did not do well. I am wondering if I made the admission correctly. In that facility, we were using Pointclickcare software; at that time, I was new to the software. To my surprise, the following day, at the inception of my shift, my supervisor came to me and said, “I just want to let you know that you did a great job with the admission you did yesterday. I love the care plan aspect of it, you made a great choice”. She could see the doubt on my face and said she meant what she said.

She said I did a great job, and I smiled; such remarks gave me the confidence to forge ahead. Great leaders are not self-centered. They pay home age to their team member. My supervisor finds it easy to say “thank you” for what appear to be everyday activities. She engages positively with her team members. My supervisor never failed to provide challenges. Almost every day at the beginning of our shift, she meets us and sets objectives that will stretch our capabilities and shape our skills, providing tutelage as needed. She walks the walk, and she leads by example

Effectiveness of the leadership skill and how their practice impact workplace

Transformational leadership pilot and encourage a shared vision of the organization. It promotes sharing of knowledge among team members; leaders are an essential component in the process of creating culture development. Transformational leaders promote staff empowerment and autonomy. Transformational leaders create information and tutelage for their team members, who will use the impacted knowledge to obtain, transform, and entrench positive outcomes. To take advantage of employees’ potential, an employer must be willing to foster information sharing among the team members (Outrich et al., 2021). Transformational leaders always look for new opportunities that will lead to the transformation of their organization.

Transformational leadership brings about creativity and performance in an organization. Transformational leaders entrench tight security relationships. Transformational leadership brings about creativity and performance in my organization. Transformational leader entrenches tight and sturdy relationships at my work place. Transformational leadership help to bring about enthusiasm and motivation at my workplace. It promotes learning and creativity at my workplace. In my workplace, transformational leadership has been linked to reducing employee turnover.

Conclusion

A good leader must always represent the interest of the group they serve. Almost all aspects of the healthcare system are surrounded by one ethical issue, and it has become imperative for leaders to ground themselves in values that allow them to serve effectively. When nursing leaders utilize knowledge of the ethical standard, they can structure ethical culture using traditional ethical knowledge they acquired, enhancing good behavior, saying the facts, keeping the oath, causing no harm, treating people equally, and encouraging personal freedom. Different leadership styles exist, including people-based, task-based, or a combination of both (Broome & Marshall, 2021). The style could be democratic, authoritarian, or Laissez-Fair. Leaders play the role of coordinator. Not all followers respond to certain styles of leadership, and some followers will require some tailoring. For practicality, there is a need for a leader to learn the particular desirable characteristic of other successful leaders.

References

Broome, M. E., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing Company.

Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence based practices: Lessons from the field in six local health departments across the united states. BMC Health Services Research, 15(1). https://doi.org/10.1186/s12913-015-0891-3Links to an external site.

Jackson, C. J., & Roberts, J. (2022). Transformational and narcissist leaders: Their different behaviors in different contexts. Personality and Individual Differences, 191, 111579. https://doi.org/10.1016/j.paid.2022.111579Links to an external site.

Morf, M., & Bakker, A. B. (2022). Ups and downs in transformational leadership: A weekly diary study. European Management Journal. https://doi.org/10.1016/j.emj.2022.12.007Links to an external site.

Mulla, Z. R., & Krishnan, V. R. (2022). Impact of employment on newcomer’s values: Role of supervisor’s transformational leadership. IIMB Management Review, 34(3), 228–241. https://doi.org/10.1016/j.iimb.2022.09.001Links to an external site.

Oubrich, M., Hakmaoui, A., Benhayoun, L., Solberg Söilen, K., & Abdulkader, B. (2021). Impacts of leadership style, organizational design and hrm practices on knowledge hiding: The indirect roles of organizational justice and competitive work environment. Journal of Business Research, 137, 488–499. https://doi.org/10.1016/j.jbusres.2021.08.045Links to an external site.

 

ADDITIONAL INSTRUCTIONS FOR THE CLASS

Discussion Questions (DQ)

Initial responses to the DQ should address all components of the questions asked, include a minimum of one scholarly source, and be at least 250 words.

Successful responses are substantive (i.e., add something new to the discussion, engage others in the discussion, well-developed idea) and include at least one scholarly source.

One or two sentence responses, simple statements of agreement or “good post,” and responses that are off-topic will not count as substantive. Substantive responses should be at least 150 words.

I encourage you to incorporate the readings from the week (as applicable) into your responses.

Weekly Participation

Your initial responses to the mandatory DQ do not count toward participation and are graded separately.

In addition to the DQ responses, you must post at least one reply to peers (or me) on three separate days, for a total of three replies.

Participation posts do not require a scholarly source/citation (unless you cite someone else’s work).

Part of your weekly participation includes viewing the weekly announcement and attesting to watching it in the comments. These announcements are made to ensure you understand everything that is due during the week.

APA Format and Writing Quality

Familiarize yourself with APA format and practice using it correctly. It is used for most writing assignments for your degree. Visit the Writing Center in the Student Success Center, under the Resources tab in LoudCloud for APA paper templates, citation examples, tips, etc. Points will be deducted for poor use of APA format or absence of APA format (if required).

Cite all sources of information! When in doubt, cite the source. Paraphrasing also requires a citation.

I highly recommend using the APA Publication Manual, 6th edition.

Use of Direct Quotes

I discourage overutilization of direct quotes in DQs and assignments at the Masters’ level and deduct points accordingly.

As Masters’ level students, it is important that you be able to critically analyze and interpret information from journal articles and other resources. Simply restating someone else’s words does not demonstrate an understanding of the content or critical analysis of the content.

It is best to paraphrase content and cite your source.

LopesWrite Policy

For assignments that need to be submitted to LopesWrite, please be sure you have received your report and Similarity Index (SI) percentage BEFORE you do a “final submit” to me.

Once you have received your report, please review it. This report will show you grammatical, punctuation, and spelling errors that can easily be fixed. Take the extra few minutes to review instead of getting counted off for these mistakes.

Review your similarities. Did you forget to cite something? Did you not paraphrase well enough? Is your paper made up of someone else’s thoughts more than your own?

Visit the Writing Center in the Student Success Center, under the Resources tab in LoudCloud for tips on improving your paper and SI score.

Late Policy

The university’s policy on late assignments is 10% penalty PER DAY LATE. This also applies to late DQ replies.

Please communicate with me if you anticipate having to submit an assignment late. I am happy to be flexible, with advance notice. We may be able to work out an extension based on extenuating circumstances.

If you do not communicate with me before submitting an assignment late, the GCU late policy will be in effect.

I do not accept assignments that are two or more weeks late unless we have worked out an extension.

As per policy, no assignments are accepted after the last day of class. Any assignment submitted after midnight on the last day of class will not be accepted for grading.

Communication

Communication is so very important. There are multiple ways to communicate with me:

Questions to Instructor Forum: This is a great place to ask course content or assignment questions. If you have a question, there is a good chance one of your peers does as well. This is a public forum for the class.

Individual Forum: This is a private forum to ask me questions or send me messages. This will be checked at least once every 24 hours.

Sample Answer 5 for NURS 6053- Week 4 Discussion Leadership Theories in Practice

Nurses thrive and meet patients’ needs when they work in healthy environment that satisfies them, empowers and address their safety. Leadership behaviors and skills are critical in development of such environments for nurses. The articles explored reveal two critical insights on the role of leaders in creating such environment. The first insight is having positive and authentic leadership who value honesty, have strong self-awareness, clarity and behavioral integrity (Suratno et al., 2018). These leaders are empathetic to employees or their subordinates and create positive work settings where employees are empowered and their opinions heard. Positive leadership reduces the possibility of adverse aspects like burnout, dissatisfaction and the intention to leave.  

The second insight is having a transformational approach where a leader is keen on serving and integrating new ways of managing change and associated emerging trends (Rindu et al., 2020). Empowering conduct like enlightening and showing genuine concern and care reduces depersonalization feelings and emotional exhaustion as they make nurses to develop trust in their leader and their organization (Broome & Marshall, 2021). Transformational leadership conduct creates a healthy work environment that empowers nurses and enhances their commitment to their work.  

A situation where I have witnessed these leadership behaviors and skills in practice is our health facility where the nurse leaders are keen on empowering nurses by engaging them on different issues to improve care delivery and develop effective interventions for quality care provision. For instance, the nurse leader encourages nurses to suggest new practices and approaches to a host of patient issues like improving accessibility. The nurse leader is, therefore, trusted and respected for her abilities. Nurses in the unit are more encouraged and motivates to improve their commitment and focus on their overall performance.  

These skills have been effective and the practice has greatly impacted the workplace. The skills the nurse leader uses have encouraged nurses to perform and reduce adverse events like medication errors and laziness (Broome & Marshall, 2021). By listening to the needs and concerns pf nurses without criticizing them, the nurse leader has earned respect and trust of all those around her and continues to shape the overall organization’s vision.  

 

References 

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert  

clinician to influential leader (3rd ed.). New York, NY: Springer. 

Rindu, R., Lukman, S., Hardisman, H., Hafizurrachman, M., & Bachtiar, A. (2020). The  

relationship between transformational leadership, organizational commitment, work stress, and turnover intentions of nurse at private hospital in Indonesia. Open Access Macedonian Journal of Medical Sciences, 8(E), 551-557. DOI: https://doi.org/10.3889/oamjms.2020.4425 

Suratno, K., Kusrini, K.,  & Ariyanti, S. (2018). The Relationship between Transformational  

Leadership and Quality of Nursing Work Life in Hospital.  International Journal of Caring Sciences, 11(3), 1416-1420. https://www.internationaljournalofcaringsciences.org/docs/9_kalukuSuratno_original_11_3.pdf 

Sample Answer 6 for NURS 6053- Week 4 Discussion Leadership Theories in Practice

Introduction

 

When it comes to leadership, there are so many methods and ways to gain the employees’ trust. There is much research stating the best leadership style; the reality is that every situation needs a different kind of leadership, and every profession needs a different one. Parenting, for example, cannot be solely laissez-faire, and it cannot solely be authoritarian. Even transformational leadership cannot be the only method used in parenting. The same goes for nursing; not only style applies to all. Every organization is also different, and every situation is different.

Any leadership style aims to determine the objectives, initiate action, and coordinate workers’ efforts (Marshall & Broome, 2021, p.9). The role has always been on the leader to initiate that while motivating workers, but that is only sometimes helpful for employees. Nursing is based on autonomy; therefore, certain leadership styles will need to be revised, like the authoritarian style, which negates the concept of autonomy and almost deletes critical thinking in nurses.

Leadership theories

There are many theories when it comes to leadership. Theory X is focused only on the leader making all the decisions, and based on productivity, followers get incentives and punishments (Marshall & Broome, 2021, p.10). Theory Y is a participative style, always seeking consensus. In contrast, theory z is focused on the well-being of the employees on and off the job and on job satisfaction (Marshall & Broome, 2021, p.10).

The best fit for nursing would be transformational leadership, which could combine theory Y and theory Z. In transformational leadership, the leader influences others not just through specific characteristics like charisma but also through being focused on the leader, on others, and on being a role model (Marshall & Broome, 2021, p.15). Leaders usually have specific characteristics like being good listeners, good coaches, having empathy and support, and being able to motivate and offer recognition (Marshall & Broome, 2021, p.18).

Leadership challenge model

The challenge model is based on providing a role model for the followers to mirror while adding autonomy and developing their strengths. It is a way to make the followers see their leader’s strength while developing their own (Marshall & Broome, 2021, p.184).

Leadership in nursing

The leader needs to stay in touch with the employees, listen to their concerns, help if needed, make rounds, and evaluate their performances (Marshall & Broome, 2021, p.186). We can take the charge nurse as an example of leadership in nursing. A charge nurse should always be available, have answers, and show resources; a charge nurse should show empathy, compassion, and self-management. A manager should also be there for support and be seen on the floor alongside the staff nurses, listening to their concerns and meeting their needs. A manager should offer incentives, should motivate, and discuss fallouts.

Leadership in my organization

The leadership style used in my organization is transformational. The manager is always present on the unit and available by phone if off the unit, even on weekends. She continuously checks in with the nurses to ensure they are all right, always offering to step up and monitor patients while nurses take a ten-minute break. Apart from the informal check-ins daily, she has formal check-ins twice a year, discussing what motivates us, how to recognize us, and printing out excellence in performance to show us what others have said about us. She always pushes us to be better and seek what is next by ensuring we are doing our education and thinking for ourselves, and always speaking up. One example was when I had a conflict with the neurology department, not getting back to me, not communicating with me, and dismissing my concerns. She immediately got in touch with them and highlighted the importance of teamwork and communication and the impact that has on the organization. Another example of the her being there was when I had a patient with a wound vac in place; I have never changed one before. She stepped up and helped me do the nursing care that I needed. She was there to help and as a support and I could not have done it without her. Not only did she help, but she made me a resource as well for other people who have not done it before. This is a kind of transformational leadership being there, being visible and motivating me to do better and do more than what is expected by motivating me to teach others.

There are times when a different kind of leadership is needed. In a code situation, transformational leadership cannot be used; a more authoritative kind is needed; the team needs to listen to one leader when there is chaos, and debriefing afterward can clarify why the leader certain things happen. However, there is no time for explanation or negotiation in a time of chaos.

Impact on the organization

Transformational leadership can have many benefits for nurses. It drives them to innovate and inspire (Pattison & Corser, 2023). It helps the nurses keep their autonomy and be creative while supporting and listening to their needs. It helps improve staff retention and motivates them to stay and improve (Pattison & Corser, 2023). In this article, it should there are different methods of leadership, the compassionate, the collective, and the transformational (Pattison & Corser, 2023). The compassionate focus on learning and conversations with the staff is based on the nurses’ autonomy. The collective is similar to the transformational; it is shared and discursive, motivating followers to lead. This is the path to success, the path to getting Magnet recognition; it focuses on creating and sharing a vision, and the focus is on the end goal (Pattison & Corser, 2023). Like the transformational style, it might not be the best method in a crisis or code situation (Pattison & Corser, 2023).

Patient outcomes and quality of care measure nursing care; a study showed that transformational leadership and authentic leadership styles are the best suited for nursing since they reduce adverse events and increase nurse retention ( Kiwanuka et al.,2021). Choosing a leadership style is very important since It can affect the outcomes and goals of an organization.

A quantitative study was done in a nursing home to perceive what kind of leadership is used and what leadership is expected. The leading style was autocratic leadership or passive-avoidant (Poels et al., 2020). Unfortunately, this style of leadership could be more productive for nursing. An autocratic leader does not involve nor inform followers of decisions (Poels et al., 2020). This leadership style is attributed to administrators and managers needing more administrative tasks that leave no time to interact with and support their staff (Poels et al., 2020). On the other hand, transformational leadership leads to staff well-being, decreased burnout, increased job satisfaction, and higher patient satisfaction. These lead to increased retention (Poels et al., 2020).

 

References

Kiwanuka, F., Nanyonga, R. C., Sak, D. N., Muwanguzi, P. A., & Kvist, T. (2021). Nursing leadership styles and their impact on intensive care unit quality measures: An integrative review. Journal of Nursing Management (John Wiley & Sons, Inc.), 29(2), 133–142. https://doi.org/10.1111/jonm.13151Links to an external site.

Marshall, E. S., & Broome, M. (2021). Transformational leadership in nursing: From expert clinician to influential leader. Springer Publishing Company, LLC.

Pattison, N., & Corser, R. (2023). Compassionate, collective, or transformational nursing leadership to ensure fundamentals of care are achieved: A new challenge or non‐sequitur? Journal of Advanced Nursing (John Wiley & Sons, Inc.), 79(3), 942–950. https://doi.org/10.1111/jan.15202Links to an external site.

Poels, J., Verschueren, M., Milisen, K., & Vlaeyen, E. (2020). Leadership styles and leadership outcomes in nursing homes: a cross-sectional analysis. BMC Health Services Research, 20(1), 1009. https://doi.org/10.1186/s12913-020-05854-7Links to an external site.