NURS-6053 Module 3: Discussion 1 – LEADERSHIP THEORIES IN PRACTICE
To Prepare:
Table of Contents
Toggle- 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.
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Analysis of the Burden of Increased Workload and Nurse Burnout
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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Collapse SubdiscussionIris Cornell In module 3, weeks 4 – 6, you will explore leadership.
Learning objectives for this module, you will: Analyze the effectiveness and impact of leadership skills, assess personal leadership traits, analyze how leadership traits can be applied to personal leadership philosophies and behaviors, develop a personal leadership philosophy, and finally create a development plan related to personal leadership philosophies.
Week 4 Discussion 1- Leadership Theories in Practice (Do not post in week 5 till Week 5 discussion)
Main posting due day 3 Wednesday, where you will 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.
Reply to two peer replies by day 6 Saturday. Review the discussion rubric.
Reminder instructor reply is not considered a peer reply response.
Review the assignment section, which will be due in week 6.
Please look ahead to the week 5 discussion. You will purchase the Rath book with access codes to complete the Strengths Finder assessment.
Rath, T. (2007). Strengths Finder 2.0 – with Access Code.
Purchase the access code from the Walden bookstore. Then follow the instructions in the document “How to Access the Strengths Finder” in your resource list.
Do not buy a used book for Rath, as you will not get the access codes so that you can complete the discussion in week five and complete the assignment for week 6.
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Collapse SubdiscussionJessica Slavin Week 4 Initial Post
Extensive research and literature exist on various leadership styles, including traditional, servant, and transformational leadership. However, there is a noticeable gap in the literature when it comes to capturing the unique approach embraced by nurses and nurse leaders. Nursing leadership research has yet to produce a distinct theory or philosophy that explicitly defines and elucidates the recurrent anecdotal experiences of nurse leaders who effectively balance a keen focus on metrics with a deep appreciation for the humanity involved in both caring for patients and those providing the care (Leclerc et al., 2020). Transformational leadership has proven effective in diverse sectors, such as the military, education, organized religion, and human services. A defining trait of a transformational leader is their ability to articulate a shared vision that encourages followers to invest and participate in actions that drive progress toward that shared vision (Leclerc et al., 2020). A genuine transformational leader must possess a solid foundation in understanding the theoretical underpinnings of leadership in practice (Broome & Marshall, 2021, p. 9).
In my current role at the cardiac Cath lab, our department is predominantly staffed by registered nurses (RNs), accounting for 75% of the workforce, with the remaining personnel being radiology techs (RTs). Interestingly, our department is managed by an RT, making it the sole department in the hospital lacking an RN in a leadership position. While our current manager is highly effective and fosters autonomy among the staff, I find that there is a deficiency in the nursing leadership perspective necessary for ensuring the safety and efficiency of the department. As I combed through the available resources and explored numerous databases within our library, I encountered a challenge – a lack of direct articles addressing this particular concern. It’s evident that our healthcare system isn’t unique in considering non-nursing staff for leadership roles in nurse-driven units, but it remains a significant source of struggle for me and many of my colleagues. It becomes challenging to garner educational support from a leader who does not share a common vision for our practice.
A patient-centered approach signifies a transformed care delivery model, expanding the role of RNs to coordinate a team of multifunctional unit-based caregivers (Redman, R. W. & Jones, K. R. 1998). The manager of any department or unit plays a pivotal role in the successful implementation of major changes. This role becomes especially critical in significant reengineering efforts in nursing, where substantial changes impact nearly all aspects of patient care delivery. While nurse managers may not typically engage in direct caregiving activities, their visibility on the units, frequent interactions with patients and families, and overall monitoring of the quality of patient care provided by their staff are essential. In my specific circumstances, the presence of a non-nursing staff member in a leadership role has posed challenges and hindered the patient outcomes in our department.
References
Broome, M. E., & Marshall, E. (2021). Transformational leadership in nursing: from expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Leclerc, L., Kennedy, K., & Campis, S. (2020). Human‐centred leadership in health care: A contemporary nursing leadership theory generated via constructivist grounded theory. Journal of Nursing Management, 29(2), 294–306. https://doi.org/10.1111/jonm.13154
Redman, R. W. & Jones, K. R. (1998). Effects of Implementing Patient-Centered Care Models on Nurse and Non-Nurse Managers. JONA: The Journal of Nursing Administration, 28 (11), 46-53.-
Collapse SubdiscussionIris Cornell Jessica S. response from the instructor
Jessica, thanks for sharing. According to Marshall and Broome (2017), leaders are seldom born or found by luck. How can you prepare and learn to be a leader?
Reference
Marshall, E. S., & Broome, M. E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company.
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Greetings Jessica and fellow classmates,
I appreciate your contribution to the discussion. Transformational leadership represents a behavior-focused approach aimed at motivating employees to exceed minimal requirements and attain excellence (Boamah et al., 2018). Dealing with a non-nursing staff member in charge of a Cath lab must pose unique challenges. I can empathize with your sentiments, as it appears that the individual in this leadership role may lack the essential perspective of nurse leadership required to effectively oversee a department that demands safety and efficiency. Effective nursing leadership necessitates a profound understanding of health awareness. Leaders who practice health-promoting leadership can directly impact their workforce’s well-being by demonstrating health awareness or implementing changes to working conditions (Jiménez et al., 2017). I concur with your concern that the patient outcomes in your department may be adversely affected by the presence of a non-nurse in a key leadership position. It might be worth considering a leadership structure that incorporates both non-nursing and nursing staff to better serve the department and its patients.
I found your post this week to be insightful and engaging. Once again, thank you for sharing your thoughts. Wishing you a wonderful day and an enjoyable holiday season.
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References
Boamah, S. A., Spence Laschinger, H. K., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing Outlook, 66(2), 180–189. https://doi.org/10.1016/j.outlook.2017.10.004Links to an external site.
Jiménez, P., Bregenzer, A., Kallus, K. W., Fruhwirth, B., & Wagner-Hartl, V. (2017). Enhancing resources at the workplace with health-promoting leadership. International Journal of Environmental Research and Public Health, 14(10), 1264. https://doi.org/10.3390/ijerph14101264Links to an external site.
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Collapse SubdiscussionHannah Timmer Response 2
Hello Jessica,
I can imagine the frustration you must experience when your team lacks a leader, particularly given your pivotal role within the hospital. Enhancing organizational performance and efficiency is a fundamental responsibility of effective leadership, and this is particularly vital in the context of healthcare systems (Ghiasipour et al., 2017). Your situation piqued my interest in the realm of negative leadership and its potential impact on nurses and healthcare establishments. It’s noteworthy how a single individual can have a substantial influence on the actions of others. Part of leadership entails exemplifying the standards you wish others to uphold. Research underscores the significant association between negative leadership and adverse outcomes such as reduced staff well-being, heightened burnout rates, and increased overall stress levels among nurses (Weberg, 2010). As an integral part of your hospital, you rightfully deserve positive, transformational leadership. It might be worthwhile to consider addressing this concern with a higher authority, as I believe they would prioritize the well-being and contentment of their staff. This doesn’t necessarily require a permanent appointment, but perhaps there’s an interim solution for addressing questions or concerns. Both transactional and transformational leadership can have a substantial impact on overall effectiveness and performance, and the introduction of either of these styles could potentially enhance your department (Duggan et al., 2015).
Your post has prompted me to ponder the importance of leadership in healthcare, and I appreciate your insights. Please don’t hesitate to reach out if you have further thoughts or questions. Wishing you a day filled with positivity and good health.
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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 Links to an external site.Links to an external site.(1). doi:10.1186/s12913-015-0891-3. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3Links to an external site.
Ghiasipour, M., Mosadeghrad, A. M., Arab, M., & Jaafaripooyan, E. (2017). Leadership challenges in health care organizations: The case of Iranian hospitals. Medical journal of the Islamic Republic of Iran, 31, 96. https://doi.org/10.14196/mjiri.31.96Links to an external site.
Weberg D. (2010). Transformational leadership and staff retention: an evidence review with implications for healthcare systems. Nursing administration quarterly, 34(3), 246–258. https://doi.org/10.1097/NAQ.0b013e3181e70298
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Collapse SubdiscussionPaulphielle Mcqueen -
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Jessica,
I enjoyed reading your post, Its really nice how the cardiac Cath lab that you work in is 75% staffed, that’s more than half of the unit that I currently work on. I think also that it is very interesting how your unit is lead by a RT instead of a nurse, like you stated it can be difficult because he lacks the nursing perspective that a nurse leader in that position would be able to understand and attend to the nurses on the units needs. Transformational leaders are individualized, motivated and intellectually inclined (Specchia et al,. 2021). Transformational leadership has the highest positive outcomes because they motivate their collegues to pursue their personal goals (Saad, 2021).
References
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership Styles and Nurses’ Job Satisfaction. Results of a Systematic Review. International journal of environmental research and public health, 18(4), 1552. https://doi.org/10.3390/ijerph18041552Links to an external site.
Saad Alessa, G. (2021, September 20). The dimensions of transformational leadership and its organizational effects in public universities in Saudi Arabia: A systematic review. Frontiers.https://www.frontiersin.org/articles/10.3389/fpsyg.2021.682092/full
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Collapse SubdiscussionOluwashola Adebola Adeniji Response #2 to Jessica Slavin
Hello Jessica,
Leadership theories are significant in nursing practice because leadership abilities may be used in a variety of situations, including acting as a nurse leader within an organization. There are ways for nurses of all levels to improve their management style and ability to lead others, whether they want to become better leaders or already think of themselves as leaders.
Nurse leaders are also thought to be tough because they are ready for anything that life or their team can throw at them. They also understand how to appropriately inspire their team members by coming up with fresh methods to encourage them and offer credit where credit is due.
After all of this, nurse leaders will be able to take criticism and still be hopeful. Even if someone says anything unpleasant about them, they can convert it into something great for themselves or their team.ReferencesMudallal, R., Othman, W., & Hassan, N. (2017). Nurses’ Burnout: The Influence of Leader Empowering Behaviors, Work Conditions, and Demographic Traits. INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 54(1), 1-10.
Sili, A., Fida, R., & Trezza, T et al. (2014). Nurse coordinator leadership and work environment conflicts: consequences for physical and work-related health of nursing staff. Med Lav, 105(4), 296-306.
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
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Collapse SubdiscussionMleh Porter Hello Jessica,
Thank you for your discussion on the transformational leadership style. Transformational leadership increases patient safety and reduces burnout by facilitating a balance between the demands of the job and available resources, leading to a safety culture in the unit (Seljemo et al., 2020). Transformational leadership is effective and utilized in many organizations, including healthcare. My current leader exhibits a transformational leadership style, which has effectively created an environment where nurses on the unit feel empowered and supported by this leader.
I found it interesting that your department has a non-nursing leader on a unit with 75% of the staff as nurses. Even if the leader is great, it may be challenging because nursing leaders can understand the challenges of the bedside nurse better since they may have had similar challenges. I returned to school because I had a leader who encouraged and supported my professional nursing journey. Transformational leaders create an environment that allows nurses to thrive professionally, improving the outcomes for nurses and patients. This leadership style builds confidence between the nurses and the leaders. The nurses become empowered with the needed resources, professional support, and resources, leading to growth for the employees and the organization (Asif, 2019).
References
Asif, M., Jameel, A., Hussain, A., Hwang, J., & Sahito, N. (2019). Linking transformational leadership with nurse-assessed adverse patient outcomes and the quality of care: Assessing the role of job satisfaction and structural empowerment. International Journal of Environmental Research and Public Health, 16(13), 2381. https://doi.org/10.3390/ijerph16132381
Seljemo, C., Viksveen, P. & Ree, E. (2020). The role of transformational leadership, job demands and job resources for patient safety culture in Norwegian nursing homes: a cross-sectional study. BMC Health Serv Res 20, 799. https://doi.org/10.1186/s12913-020-05671-yLinks to an external site.
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Collapse SubdiscussionJulie Robinson Hello Dr. Cornell and class,
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Leadership in Action
In the world, especially in healthcare, having leaders who have a clear vision and wisdom is crucial (Broome and Marshall, 2021). The best kind of leadership to find is transformational leadership. This means a leader inspires their team to do their best work, not just the minimum, and aims for excellence (Boamah et al., 2018).
Essential Leadership Qualities
One thing I’ve noticed when reading scholarly resources is that a transformational leader sets a good example for their team, makes work meaningful and challenging, encourages new and creative solutions to problems, cares about each team member’s needs, and offers guidance and mentorship (Vidman and Strömberg, 2020). It seems clear to me that to create a workplace where nurses can truly excel at providing the best patient care, transformational leadership is necessary.
Another key insight I’ve discovered is that effective leadership can make a positive impact on the working conditions of others. Leaders who focus on promoting health can directly improve the well-being of their team members by showing care for their health or making changes to the working environment (Jiménez et al., 2017). By providing working conditions that support the health of their employees, leaders committed to promoting health can create a healthy workplace.
Leaders in the Workplace and Their Valuable Skills
Empowering colleagues and followers, involving various stakeholders in the process of change, and offering support to individuals and the whole system during times of change are the behaviors highly valued by transformational leaders in clinical practice (Broome and Marshall, 2021). In my current workplace, there is a standout leader who exemplifies this style of leadership. She goes the extra mile to ensure our critical care units thrive. For instance, she practices inspirational motivation, which means she considers different viewpoints when making decisions and seeks input from employees (Boamah et al., 2018). She uses our ideas to improve not only patient care but also our work environment. What I appreciate most about this leader is her use of idealized influence, another aspect of transformational leadership. Leaders who use this value the unique needs of their team members and guide them to help them reach their full potential (Boamah et al., 2018). I love that I can bounce ideas off her to become a better nurse through critical thinking. She always guides me in a way that empowers me to grow as a nurse, which is vital in our profession. Research has shown that transformational leadership enhances the quality of care in healthcare and contributes to job satisfaction and well-being (Boamah et al., 2018).
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References
Boamah, S. A., Spence Laschinger, H. K., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing Outlook, 66(2), 180–189. https://doi.org/10.1016/j.outlook.2017.10.004Links to an external site.
Broome, M., & Marshall, E. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Jiménez, P., Bregenzer, A., Kallus, K. W., Fruhwirth, B., & Wagner-Hartl, V. (2017). Enhancing resources at the workplace with health-promoting leadership. International Journal of Environmental Research and Public Health, 14(10), 1264. https://doi.org/10.3390/ijerph14101264Links to an external site.
Vidman, S., & Strömberg, A. (2020). Leadership for a healthy work environment – a question about who, what, and how. Leadership in Health Services, 34(1), 1–15. https://doi.org/10.1108/lhs-06-2020-0041Links to an external site.
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Collapse SubdiscussionDallas Wilcox Week 4 Response #1: Julie Robinson
Julie, I appreciate your discussion surrounding transformational leadership and how you have a leader within your facility that displays this in her leadership approach. While reading your examples, your leadership example might be similar to some of the leaders I work with, and appreciate the impact they have on our unit(s).
One thing that stuck out to me in your discussion was how that particular leader utilized inspirational motivation. Until reading your discussion, I needed to familiarize myself with this concept. If VA leadership utilized this approach more, many hard-to-staff areas would see a change. An essential aspect of inspirational motivation is for the leader to communicate clearly to the team to convey their vision to inspire the team to want to partake (Collins et al., 2020). If the VA leadership would work on this clear communication and allow the healthcare team members to envision the end goal, I feel that many of the staff would remain in their positions rather than leave for “greener pastures.” This was also a topic discussed by Duggan et al. (2015) when they reported a theme in low-performing facilities was a lack of education regarding expectations when using evidence-based practice.
Even though utilizing these components of transformational leadership is crucial, leaders face challenges. For example, in my place of employment, leaders are often unaware of the end goal until their leaders tell them they have met or exceeded it. This poses a challenge for the leader as they are only able to communicate clear goals if they are aware of them themselves. The constant pressure of meeting these needs within a team or organization can impact the leader and cause high rates of turnover in leadership caused by emotional exhaustion (Lin et al., 2019).
Thanks for a great discussion surrounding leadership and for bringing up some great points!
References
Collins, E., Owen, P., Digan, J., & Dunn, F. (2020). Applying transformational leadership in nursing practice. Nursing standard (Royal College of Nursing (Great Britain) : 1987), 35(5), 59–66. https://doi.org/10.7748/ns.2019.e11408Links to an external site.
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015, June 6). Implementing administrative evidence based practices: Lessons from the field in six local health departments across the United States – BMC Health Services Research. BioMed Central. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3
Lin, S.-H. J., Scott, B. A., & Matta, F. K. (2019). The dark side of transformational leader behaviors for leaders themselves: A conservation of resources perspective. Academy of Management Journal, 62(5), 1556–1582. https://doi.org/10.5465/amj.2016.1255
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Collapse SubdiscussionIris Cornell Dallas response from the instructor
Dallas thanks for sharing. Gashema (2021) indicated that transformational leaders value innovation. How would this type of leadership boost innovation in the staff?
Reference
Gashema, B. (2021). Predicting innovative work behaviors through transformational leadership: The moderating role of corporate social responsibility. International Journal of Research in Business and Social Science, 10(1), 69-84. https://doi.org/10.20525/ijrbs.v10i1.999
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Collapse SubdiscussionHannah Timmer Response 1
Hi Julie,
I, too, wrote about transformational leadership and found it to be an essential part of healthcare and leadership. I also agree that altering working conditions directly impacts staff and patients. Evidence from various organizations and industry settings has established definite connections between working conditions and employee satisfaction and stress (Brubakk et al.,2021). Small changes in leadership can truly change working conditions and create a more positive environment. I also enjoyed reading about your coworker’s idealized influence, as I was unfamiliar with this approach. Upon my research of idealized influence, I found that this is how leaders use transformational leadership tactics and idealized influence to develop their persuasive reputation with peers and colleagues. This can be displayed through demonstrating sincere concern for others, serving as an example of good organizational citizenship, and supporting one’s peers (Penn State University,2022).
Idealized influence would greatly benefit my organization. This type of leadership allows for relationship building and trust, two critical pieces of leadership. It is challenging to adhere to or model a leader’s behavior without trust and respect. This leadership would have been beneficial at my other job as some individuals in leadership expected policies and rules to be followed, yet the leader did not follow them closely. Additionally, it’s essential to be involved with peers if you’re a leader; unfortunately, that was not the case at my hospital. Idealized influence takes authenticity and transparency, and I love how you combined it with the transformative aspect of this discussion. Great work and great information!
References
Brubakk, K., Svendsen, M. V., Deilkås, E. T., Hofoss, D., Barach, P., & Tjomsland, O. (2021). Hospital work environments affect the patient safety climate: A longitudinal follow-up using a logistic regression analysis model. PloS one, 16(10), e0258471. https://doi.org/10.1371/journal.pone.0258471
Penn State University. (2022). There is an “I” in Team Leadership; Idealized Influence Explained. Penn State Extension. https://extension.psu.edu/there-is-an-i-in-team-leadership-idealized-influence-explainedLinks to an external site.
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Collapse SubdiscussionFatimah Johnson Julie,
Thank you for your post! I agree that transformational leadership is ideal for growing as a strong nurse. As a Magnet component, transformational leadership inspires nurses to discover growth, maturity, and meaning within their profession (Habib et al., 2020). My director of nursing is very motivational, both formally and informally, so much that she has also inspired about half of her staff nurses to return to school for their master’s degrees.
Transformational leadership aids in the improvement of production. Effective leadership is a pivotal component of a successful organization, as the outcome greatly affects quality of care provided to patients (Sfantou et al., 2017). There is a strong association between effective leadership styles and patient satisfaction.
References
Habib, N., Awan, S., Naveed, S., & Shoaib Akhtar, C. (2020). Effectiveness of interpersonal leadership for engagement and task performance of nurses. SAGE Open, 10(2), 215824402092442. https://doi.org/10.1177/2158244020924429Links to an external site.
Sfantou, D., Laliotis, A., Patelarou, A., 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), 73. https://doi.org/10.3390/healthcare5040073Links to an external site.
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Collapse SubdiscussionFabio Anifrani Response # 1:
Julie,
Thanks for a well-written post. I appreciate your comments about how your leader demonstrated particular components of transformational leadership, such as idealized influence to motivate your team to get the job done. The ability to build bridges instead of wedges between team members is a soft skill set that this writer believes leaders ought to possess, or at the very least learn for the sake of their followers. A successful leader in these roles is not only a subject matter expert in their given field but also understands the values of the people they are supposed to lead. Successful leaders can translate various leadership components into practice (Broome & Marshall, 2021).
I also appreciate the example you provided of the leader of your unit that made a difference by offering your team the recourses it needed to succeed. This manager embodied transformational leadership and demonstrated emotional intelligence when required of them. It proved your point of how such leaders ultimately improve the work environments for all others involved. I am thrilled to hear of this positive experience. It is safe to claim that control over nursing practices provides evidence-based practices for high-quality, secure, and cost-effective nursing care (Demir & Duygulu, 2022). Transformational nurse leaders have been proven to create a work environment where nurses control their practices (Demir & Duygulu, 2022). No wonder the impact of such leadership accounted for 24% of the total job satisfaction of the staff nurses participating in a recent study (Uslu Sahan & Terzioglu, 2022).
References:
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY:
Springer.
Demir, O. I., & Duygulu, S. (2022). Relationship between nurses’ perception of transformational leadership practices and control over nursing
practices. International Journal of Caring 15(1), 465–475.
Uslu Sahan, F., & Terzioglu, F. (2022). Transformational leadership practices of nurse managers: the effects on the organizational commitment and job
satisfaction of staff nurses. Leadership in Health Services (1751-1879), 35(4), 494–505. https://doi.org/10.1108/LHS-11-2021-0091
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Collapse SubdiscussionMichele Cleary Module 3 Main Discussion 1.6053N
Leadership in Healthcare
The world needs visionary, effective, and wise leadership, and this statement has never been more accurate in the healthcare world today (Broome & Marshall, 2021). Healthcare continues to grow and evolve and grow more complex with each passing year. Healthcare professionals focus on clinical practice and educational preparation to care for complicated patients. Healthcare needs nurse leaders who can pull from their experience and collaborate with other disciplines, ancillary departments, policymakers, and the community to improve quality of life, transform healthcare systems, and inspire the next generation (Broome & Marshall, 2021).
Leadership Insight
Leadership is the ability to guide others, and they possess good judgment, wise decision-making, knowledge, intuitive wisdom, and compassionate sensitivity (Broome & Marshall, 2021). Transformational leadership is one of the most common practices of leadership. Effective leadership directly affects staff satisfaction. Nurses who are content in their positions correlate to reduced staff turnover (Robbins & Davidbizar, 2020). Transformational leadership is a process through which leaders influence others by changing their understanding of others of what is essential. The key word is a process. Transformational leaders inspire others to do a better job. These types of leaders have a solid value system and emotional intelligence, and are energetic, committed, and inspiring. These leaders set the tone and the example of the office, encouraging others to aspire to be their best. Communication is at the core of effective management and leadership. Leaders who can communicate with their staff have a more effective management style, and their staff is more receptive to practice changes and day-to-day functioning (Robbins & Davidbizar, 2020). A transformational approach is typically a team approach, which allows other staff not in leadership positions to participate in decision-making processes. When staff can give their input, they usually feel more valued.
Leadership in Practice
The nurse manager in my office possesses transformational leadership qualities. She is well educated and encourages her staff to be as well. She schedules in-services, provides funding for staff to attend educational opportunities, and promotes certification. Continuing and furthering education is vital to leadership and their staff (Dugan et al., 2015). The nurse manager has implemented a daily nursing huddle via teams where all nurses can participate in what is happening for the day. Nurses are encouraged to speak freely regarding challenges they may face during the day and practical strategies to tackle the day. This nurse manager is always approachable, whether there is a problem or concern in the office or even in the nurse’s personal life that they need to discuss. She is very well respected. This nurse manager shows that she is willing to do the same work as others, taking her own patient assignment when necessary. She stays relevant with information and is always ready to share the information to help nurses keep up to date with constantly changing education. Transformational leadership works well for our nurse manager, as she has earned the respect of her staff, which helps improve teamwork, nurse satisfaction, and patient satisfaction.
References:
Broome, M. & Marshall, E.S. (2021). Transformational leadership in nursing: From expert
clinician to influential leader (3rd ed.). New York, NY: Springer.
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 links to an external site. (1). Doi:10.1186/s12913-015-0891.
https:// bmchealthservres.biomedcentral.com/articles/10.1186-s12913-015-0891-3
Robbins, B. & Davidhizar, R. (2020). Transformational leadership in health care today.
The health care manager, 39(3), 117-121. https://doi.org/10.1097/HCMLinks to an external site..
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Collapse SubdiscussionIris Cornell Michele response from the instructor
Michele thanks for sharing a good posting on leadership. Beard (2017) wrote an article on five executives who explained how understanding personality types helped them become better leaders. Specifically, one of the executives stated, “You need to know who you are before you know what you can become” (Beard, 2017, p. 59). Such a great thing for anyone to understand and know about self. How might a person learn this about self?
Reference
Beard, A. (2017). How work styles inform: five executives explain how understanding personality has helped them become better leaders. Harvard Business Review, 95(2), 58.
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Collapse SubdiscussionTammy Young Michele,
I appreciate your post on healthcare leadership,
As healthcare professionals, we understand that healthcare leadership is uniquely complex. To be influential leaders, we must consider the essential contributions of multi-professional caregivers, teams, and communities (Broome & Marshall, 2021). There are many definitions of a leader, but a nurse leader should be an effective communicator who encourages individuals to perform at their best toward a common goal. Encouraging continued education and certifications is proven effective in healthcare leadership (Mahoney, 2001).
Transformational leadership theory is focused on change. Nurse leaders focus on using their qualities to motivate their teams to achieve their goals, share their visions, and empower them, having a well-educated leader who supports education and training influences followers by encouraging and inspiring them to achieve organizational objectives ( XU, 2017).
The management in my office has a very limited focus on education and training. Encouraging staff to further their education would provide a more knowledgeable team of healthcare professionals. In addition, it would create cohesiveness among staff to collectively provide better care for our patients. Many times, I am approached by a team member with questions on why we perform a test or what the results mean. I find that explaining the “why” behind the question encourages more questions, producing a more knowledgeable care team. I believe the effects of encouraging training and education in the office where I work would make a more productive team delivering better care.
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Mahoney, J. (2001), Leadership skills for the 21st century. Journal of Nursing Management, 9: 269-271. https://doi.org/10.1046/j.1365-2834.2001.00230.xLinks to an external site.
Xu, J. H. (2017). Leadership theory in clinical practice. Chinese Nursing Research, 4(4), 155-157. https://www.sciencedirect.com/science/article/pii/S2095771817300944Links to an external site.
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Collapse SubdiscussionMichele Cleary Great points, Thank you for your response.
Michele
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Collapse SubdiscussionMichele Cleary Dr. Cornell,
Thank you for your response. The article you shared with me was a great read. Leaders must know and understand who they are, what they stand for, and their emotional intelligence (Walden, 2009). A leader who understands their emotional intelligence, what motivates them, upsets them, controls them, helps to understand what type of leader they have the potential to make them a better leader. Having control of their emotional intelligence helps them become more efficient and effective leaders. My nurse manager is fantastic; she practices transformational leadership, as mentioned above. However, we have a nursing supervisor whom many staff wonders if is bipolar. She is not in control of her emotional intelligence. She is compassionate about the job and the satisfaction of the team. However, she has yet to learn how to handle the stress or the curves that may be thrown at her throughout the day. She has been in this role for five years, and there has not been any improvement. It is imperative to understand different leadership styles to be a better and more effective leader. It is essential to reach out to the team if one needs help in a particular area (Beard, 2017). Transformational leadership focuses on change and assists departments in working together for a common goal (Beard, 2017). Just as a strong leader can lead people, create plans, and achieve these goals, a weak leader can create deficits and cause an entire unit to fall behind and not be as effective as it could be. Leadership must explore who they are to apply that knowledge as a strength to the department they service.
References:
Beard, A. (2017). How work styles inform: five executives explain how understanding personality has helped them become better leaders.
Harvard Business Review, 95(2), 58.
Walden University, LLC. (Producer). (2009b). Working with Individuals [Video file]. Baltimore, MD: Author.
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Collapse SubdiscussionJan Griffin Response 1 to Michelle Cleary
I thoroughly enjoyed your discussion this week. My previous manager was the opposite of yours and led to an uncertain working environment. I liked how your manager pushed for every employee to grow by showing them their mistakes and accomplishments, which is an excellent example of transformational leadership (Smith and Johnson, 2018). Actions like those you mentioned allow management to look at themselves and see how their actions affect others. According to Duncan et al. (2017), presenting an open line of communication between your manager and the employees on the unit allows questions to be answered in a non-threatening environment. A good working environment will lead to recruitment and retention for the unit in the future and that is the type of manager I would like to have as my own.
References
Duncan, P., Green, M., Gergen, E., & Ecung, W. (2017). Authentic leadership–is it more than emotional intelligence? Administrative Issues Journal: Education, Practice & Research, 7(2), 11–22. https://doi.org/10.5929/2017.7.2.2Links to an external site.
Smith, C. M., & Johnson, C. S. (2018). Preparing Nurse Leaders in Nursing Professional Development: Theories Applied to Leadership in Nursing Professional Development. Journal for Nurses in Professional Development, 34(1), 38–40. https://doi.org/10.1097/NND.0000000000000404Links to an external site.
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Collapse SubdiscussionMichele Cleary Thank you for your response.
Michele
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Collapse SubdiscussionTiffany Johnson Discussion Response One
Hi Michele,
Thank you for your post. Nursing leadership is facing a multitude of problems post-pandemic. We are seeing a staffing crisis that was expected a few years from now much sooner. The patients are sicker due to the pandemic. It may be because they waited too long to seek care or providers were so overwhelmed the patients had to wait a while for care. Transformational leadership is a great theory to assist nurse leaders through these obstacles. Transformational leadership allows the leader to involve his/her staff in the planning and implementation of the work environment. This also allows nurse leaders to find a balance with the needed staff resources and demands of the nurse (Seljemo et al., 2020). This kind of environment will create a positive work environment which in turn will lead to better patient outcomes. (Seljemo et al., 2020). This is also true of the human centered theory. The human centered theory focuses on a leadership style in which the nurse leader encourages the team to follow their dreams, creates a safe environment by walking beside the staff and getting in the trenches with their team (Leclerc et al., 2020). I was nurse manager prior to deciding to go back to school. My director encouraged me to further my education and career. Many times, in my organization when a leader steps down they are transferred or encouraged to seek another location transfer to. My director fought for me to stay within in my unit as a charge nurse. I am sure this was to keep stability within the unit as well as support my career goals. I have always encouraged my team to seek roles that make them happy, the door will always remain open should they find it is not what they expected. This helps to create the positive work environments that Seljemo et al. and Leclerc er al. wrote about.
References
Leclerc, L., Kennedy, K., & Campis, S. (2020). Human‐centred leadership in health care: A contemporary nursing leadership theory generated via constructivist grounded theory. Journal of Nursing Management, 29(2), 294–306. https://doi.org/10.1111/jonm.13154Links to an external site.
Seljemo, C., Viksveen, P., & Ree, E. (2020). The role of transformational leadership, job demands and job resources for patient safety culture in norwegian nursing homes: A cross-sectional study. BMC Health Services Research, 20(1). https://doi.org/10.1186/s12913-020-05671-yLinks to an external site.
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Collapse SubdiscussionSergio Aguirre Main Post:
Dr. Cornell and class,
“Leadership matters. It matters in every organization, not only for nurses to thrive in their careers but for them to advance effective healthcare for society” (Broome & Marshall, 2021). Having effective leaders, in a complex and stressful profession like nursing, is important and necessary. Transformational leaders are known to have four distinct attributes to them which include: intellectual stimulation, inspirational motivation, idealized influences, and individual consideration (Francisco, 2020). A transformational leader will invest time in you, ask you questions, and test your critical thinking skills with interesting scenarios. Fortunately, I have had excellent transformational leaders, that have trained me, given me advice, and helped me progress to be a better version of not only my work-self, but as a person as well.
In my first acute care position, I was fortunate to work in a positive environment that fostered, professional growth, clinical education, and a team first environment. I learned so much and to date has been one of my favorite jobs. I worked in several departments, and from the start throughout my new grad program, the educator was charismatic, informative, and supportive. Transformation leadership was displayed by my nurse clinician, as he was grooming us for real world situations, work ethics, in an acute clinical setting. This method of leadership promotes retention of nurses by creating positive work environments that support nurses (Demir & Duygulu, 2022).
Although transformational leadership, is the preferred method in recent times, there are times when using the transactional leadership approach works best. Using one leadership style is less effective when managing diverse staff or employees from different cultures (Giddens, 2018). Some employees don’t need inspirational speeches, are self-motivated and only need guidance, and direction to complete the job (Giddens, 2018). This employee style works well with the transaction leadership. Thus, a mixture and balance of both leadership style is probably the best in order to get the most out of your staff.
Reference
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert
clinician to influential leader (3rd ed.). New York, NY: Springer.Demir, O. & Duygulu, S. (2022). Relationship between Nurses’ Perception of Transformational
Leadership Practices and Control over Nursing Practices. International Journal of Caring
Sciences, 15 (1), 465-475. https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=rzh&AN=157194391&site=eds-live&scope=site.Francisco, P. (2020). Informal Leaders: Linking Transformational Leadership, Psychological
Empowerment, and Personal Power (Order No. 27955038). Available from ProQuest One
Academic. (2426501005). https://www.proquest.com/dissertations-theses/informal-leaders-
linking-transformational/docview/2426501005/se-2Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal
of Professional Nursing, 34(2), 117-121. https://doi.org/10.1016/j.profnurs.2017.10.004.-
Collapse SubdiscussionIris Cornell Sergio response from the instructor
Sergio thanks for sharing. Delmatoff and Lazarus (2014) indicated that the most effective leadership style is emotional and behavioral intelligence. These two authors indicated that “leaders must move from emotional to behavioral intelligence to realize the desired effects” (Delmatoff & Lazarus, 2014, p. 246). They rationalized it is not enough to understand the effect of emotions on leadership styles, one must move from internal emotion to external behavior. Do you see this as a style to incorporate into nursing leadership why or why not?
Reference
Delmatoff, J., & Lazarus, I. R. (2014). The Most Effective Leadership Style for the New Landscape of Healthcare. Journal of Healthcare Management, 59(4), 245–249. https://doi.org/10.1097/00115514-201407000-00003Links to an external site.
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Collapse SubdiscussionSergio Aguirre Hello Dr. Cornell,
I would have to agree with the incorporation of both styles into leadership roles, particularly in a larger sets of staff. Nursing is a stressful profession, so those in leadership need to learn how to manage overworked, overwhelmed, and at times disgruntled staff. As Delmatoff and Lazarus (2014) mention, a one size fits all approach is an inappropriate method in recent times, and the need to continuously improve on leadership styles is paramount.
Reference
Delmatoff, J., & Lazarus, I. R. (2014). The Most Effective Leadership Style for the New Landscape of
Healthcare. Journal of Healthcare Management, 59(4), 245–249. https://doi.org/10.1097/00115514-201407000-00003
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Collapse SubdiscussionPaulphielle Mcqueen Response #2 to Sergio,Hello Sergio, I really enjoyed reading your post. I could not agree more that different leadership styles ensure that there is a healthy work environment for employees. According to Broom & Marshall, (2021), Leadership matters in every organization, to help nurses thrive in their careers and for them to advance effective healthcare for society. Leadership styles can influence the culture of an organization both positively and negatively. Positive leadership styles inspire others to be their best (just liked you stated your leader encourages you to grow professionally and personally), they empower and energize employees. A good leader has the ability to get individuals aligned and moving in the same direction toward desired outcomes. According to Behrens, it is stated that a negative outlook on colleagues from leaders can create a negative impact amongst the two groups.ReferencesBehrens, A. (2018). Positive and Negative Impacts of Leadership Styles.Positive and negative impact of leadership styles (positivenegativeimpact.com)Broom, M., & Marshall, E.S. (2021). Transformational leadership in nursing: From expert Clinician to influential leader (3rded.). New York, NY: Springer.-
Collapse SubdiscussionSergio Aguirre Thank you for sharing Paulphielle, I agree a good leader empower and energize staff. The more I look into leadership, the more appreciation I have for those who lead well. Its a subtle art, especially in our profession.
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Collapse SubdiscussionOluwashola Adebola Adeniji Hello Sergio,
In addition, Nurse Leaders often have to put up with a lot of nonsense from others. Because it is part of their profession, what distinguishes a nurse leader is their compassion and responsibility, as exhibited by their knowledge of how things should be done and their capacity to hold others around them responsible when things don’t go as planned.Furthermore, nurse leaders are recognized to be strong under pressure since they are prepared for anything life throws at them. You may be slapping someone’s wrist or embracing someone the next minute, depending on what’s required, but what counts most is that you do your best to take care of yourself and others.
Finally, nurse leaders can deal with criticism while remaining optimistic. Even if someone says anything unpleasant about them, they can convert it into something great for themselves or their team.ReferencesDooley, K. J. , & Lichtenstein, B. ( 2008 ). Research methods for studying the dynamics of leadership. In M. Uhl-Bien & R. Marion (Eds.), Complexity leadership: Part I: Conceptual foundations ( pp. 269–290 ). Charlotte, NC: Information Age Publishing, Inc.
Frankel, A. S. , Leonard, M. W. , & Denham, C. R. ( 2006). Fair and just culture, team behavior, and leadership engagement: The tools to achieve high reliability. Health Services Research, 41 ( 4 ), 1690–1709.
Galinsky, A. D. , & Kilduff, G. J. ( 2013 ). Be seen as a leader: A simple exercise can boost your status and influence. Harvard Business Review, 91, 127–3
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Collapse SubdiscussionSergio Aguirre I agree Olawushola, nursing leadership has to deal with difficult situations, as well as “nonsense” as you stated. Nursing leadership must maintain professionalism, fairness, and empathy for staff at all times. It’s a tough position/role to master. Thank you for sharing!
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Collapse SubdiscussionOluwashola Adebola Adeniji Response #1 to Sergio Aguirre
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Collapse SubdiscussionFabio Anifrani Response # 2:
Sergio,
I enjoyed reading your discussion post. There is much alignment behind the necessity of influential leaders in such a complex and stressful environment as nursing. I’m also glad to hear you have had excellent transformational leaders along the way that have contributed to both your personal and professional growth. I also appreciate your sharing the experience you had with your nurse clinician. No doubt, such a leadership style helps increase the retention of nurses and creates positive work environments that support them (Demir & Duygulu, 2022). Transformational nurse leaders have been proven to create a work environment where nurses control their practices (Demir & Duygulu, 2022).
You made an interesting case for the transactional leadership approach and the situations in which it works best. I admit that there are times when leadership is ineffective regardless of the style or whether or not one is managing a diverse staff or group of employees from different cultures, as argued by Giddens (2018). Yes, only some require the same energy, coaching, inspiration, and support. An effective leader recognizes the members of their team that are self-motivated and only need guidance and delegate work accordingly. A successful leader is not only a subject matter expert in their given field but also understands the values of the people they are supposed to lead (Broome & Marshall, 2021).
Successful leaders can translate various leadership components into practice (Broome & Marshall, 2021). Thus, it recognizes that, as professionals, we are all leaders. More importantly, as nurses, we are knowledge workers. Effective leadership is standing up and taking ownership of our work, as in doing something that makes a difference within our work settings. I respectfully submit that instead of transactional-based leadership, leaders can demonstrate emotional intelligence and self-awareness to distinguish between barriers to advancement and opportunities, especially in diverse environments (Moore Foundation, 2015). Thanks again!
References:
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY:
Springer.
Demir, O. I., & Duygulu, S. (2022). Relationship between nurses’ perception of transformational leadership practices and control over nursing
practices. International Journal of Caring
Francisco, P. (2020). Informal Leaders: Linking Transformational Leadership, Psychological Empowerment, and Personal Power (Order No. 27955038).
Available from ProQuest One Academic. (2426501005). https://www.proquest.com/dissertations-theses/informal-leaders-linking-
transformational/docview/2426501005/se-2
Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal of Professional Nursing, 34(2), 117-121.
https://doi.org/10.1016/j.profnurs.2017.10.004.
Moore Foundation. (2015). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?
list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7
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Collapse SubdiscussionMleh Porter Hello Sergio,
I enjoyed reading your discussion on transformational leadership and how some of the leaders you have had motivated you to succeed and grow your professional nursing career. As I read your post, it reminded me of the leadership style of my nursing leaders and how they have made a significant impact on the unit because of their leadership style. Transformational leaders can interact with employees in a way that helps them get better task performance, which also moves the organization forward. These leaders motivate, inspire, influence, and can engage individually with each employee (Lai et al., 2020).
Leaders can influence and motivate us to improve. I started as a new graduate nurse in a busy intensive care unit (ICU). Although it was very challenging for me, and there were days I felt like I would not make it, I was fortunate to have nursing leaders and preceptors that motivated, influenced, and inspired me as a new nurse. These leaders were able to empower and motivate other new graduates and me at the time leading to nursing retention in the unit (Collins et al., 2020). Transformational leaders can comfort team members when dealing with challenging goals, and while doing so, they foster the problem-solving abilities of members (Lai et al., 2020).
References
Lai, F.Y., Tang, H.C., Lu, S.C., Lee, Y.C., & Lin, C.C. (2020). Transformational leadership and job performance: The mediating role of work engagement. SAGE Open, 10(1). https://doi.org/10.1177/2158244019899085Links to an external site.
Collins, E., Owen, P., Digan, J., & Dunn, F. (2020). Applying transformational leadership in nursing practice. Nursing Standard (Royal College of Nursing (Great Britain): 1987), 35(5), 59–66. https://doi.org/10.7748/ns.2019.e11408
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Collapse SubdiscussionJan Griffin Before beginning my nursing career, I was an office manager of an outpatient radiology clinic. Once I graduated with my nursing degree, I decided that the leadership lifestyle was not for me anymore. I did not want to have to deal with phone calls at all hours of the night, a sounding board for the nurses within the unit, and supervisors always seem to be the ones first to lose their jobs when the hospital has cutbacks. Even though I did not have the title of charge nurse or unit manager, unbeknownst to me, I walked the role of a leader every shift. I am a leader for my patient and their family members. I am their voice for their care, and advocating for them is my number one priority. According to Broome and Marshall (2021), transformational leaders are needed to provide an approach that entails knowledge that can change to give the best guidance to others.
Working in two different units within the same organization led me to witness different types of leaders. One leader just sat in her office and wanted to reprimand when the people above her confronted her. This type of leader did not have the best relationship with her staff; eventually, the upper management let her go. Broome and Marshall (2021) spoke about how leaders should take into account the emotional state of others. When this specific leader would address individuals on the unit floor, sometimes her approach was harsh and led to certain employees just shutting down. The second leader was the total opposite. She was always willing to lend a helping hand and worked well with her staff. When things sometimes went differently than planned, she worked hard to see if the problem was something she affected and if so, she would adjust as need be to provide the best guidance while listening to the staff’s care and concerns. The second leader’s two specific tools are examples of environmental and self-analysis awareness. Walden University (2014) spoke about the different traits leaders possess that will allow us to see the difference between a good and a great leader.
Charge nurses, preceptors, and managers are all people of authority that I have been involved with. Smith and Johnson (2018) spoke about unproductive staff, projects at a standstill, and safety issues, which are all challenges that leadership in nursing professional development area continue to work on. One way to help with this issue is by attending round table meetings, allowing the group to bring important issues to heads and discuss several options of the best way to deal with specific problems. Working on particular leadership styles, such as fraternization and transparency, leads to a better working environment. According to Duggan et al. (2015), regular meetings that the staff attends will allow communication of what needs to be addressed and any changes to the team at once. So many times, not everyone is on the same page due to not having a relationship with the leadership staff. According to Leclerc et al. (2020), patient care involving leaders that expect the same work ethic out of all members while striving for excellence within the healthcare system is critical for growth.
References
Broome, M., & Marshall, E. (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 Links to an external site.(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3Links to an external site.
Leclerc, L., Kennedy, K., & Campis, S. (2021). Human‐centred leadership in health care: A contemporary nursing leadership theory generated via constructivist grounded theory. Journal of Nursing Management, 29(2), 294–306. https://doi.org/10.1111/jonm.13154Links to an external site.
Smith, C. M., & Johnson, C. S. (2018). Preparing Nurse Leaders in Nursing Professional Development: Theories Applied to Leadership in Nursing Professional Development. Journal for Nurses in Professional Development, 34(1), 38–40. https://doi.org/10.1097/NND.0000000000000404Links to an external site.
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author. Moore Foundation. (n.d.). Nurses share lessons in leadership. https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7Links to an external site.
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Collapse SubdiscussionTammy Young Jan,
It was so interesting to hear of your career background and how that has transformed you into the nurse leader you have become.
Nursing, for me, was my first real job. I spent the first 23 years of my career working in hospital settings and the last seven in a hospital-based clinic. I have had many mentors and leaders who implement different styles of management. For over two decades, my leaders and managers were nurses who, over time, acquired the education, skills, and experience to become managers. I would consider most of these leaders to be transformational as they led the people around them to understand and agree on a common goal. Their commitment to shared values was evident in their respect for each individual’s contribution toward that goal (Broome & Marshall, 2021).
Transformational Leadership Skills impacting the Organization
Currently, I work under the authority of an office manager whose education and training are in business management, not in the medical field. Working under this style of management has required that I become more of a voice for my patients. While health care systems are under pressure to provide affordable and accessible patient care, facilities must find a way to deliver the care needed within the current financial restraints (Lee et al., 2017). Along with the practitioners, I have needed to find data to support evidence-based decisions for the practice. I have taken the role of a clinical leader in our practice, using techniques to educate the other team members on the importance of many of our patient care plans. Involving the staff creates a united team who supports best practice decisions to be made. At the same time, I have become involved in financial-based meetings, which allows me to understand better the financial basis for the decisions made. Over time, the manager and I have supported each other in producing a more cohesive group of team members, which translates to better patient care and more satisfied staff.
In reading what a transformational leader looks like, I find I already utilize many of those skills or techniques. Specifically, transformational leadership focuses on change. This leader uses their qualities to motivate followers to obtain a common goal, share visions and empower them to work at their fullest potential ( Xu, 2017). Being able to inspire team members to contribute toward a common goal, learning to value the work of others, working through crisis, and continuing to evolve and adapt to the changing needs of the office are all attributes that influential transformational leaders utilize (Broome & Marshall, 2021).
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Lee, E., Daugherty, J., & Hamelin, T. (2019). Reimagine health care leadership, challenges, and opportunities in the 21st century. Journal of PeriAnesthesia Nursing, 34(1), 27-38. https://www.sciencedirect.com/science/article/abs/pii/S1089947218300182
Xu, J. H. (2017). Leadership theory in clinical practice. Chinese Nursing Research, 4(4), 155-157. https://www.sciencedirect.com/science/article/pii/S2095771817300944
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Collapse SubdiscussionMarrisa Montano-White Marrisa Montano-White
December 23, 2022
Module 4 Discussion
Colleague Response 2
Hello Jan,
After reading your post, it is apparent that you have had many different kinds of leaders in your career. Having good and bad leaders is beneficial because it gives you perspective. It is possible that the poor leaders you had needed to be mentored better to be leaders. According to Duggan et al. (2015), a high-capacity local health department staff member stated that it was important for the administration to do research and attend classes and training to stay current in best practices, which is reflective of the mindset of high-functioning health departments. Research changes daily on improving healthcare practices; efficient leaders embrace new knowledge to incorporate into practice.
Effective Leadership Styles
To increase job satisfaction, there must be a focus on improving working conditions. An effective leader helps to solve problems and improve productivity. According to Cummings et al. (2018), the relational leadership style was associated with the highest nurse satisfaction level. Relational leadership helps to develop positive relationships within the organization. If more nurse leaders implemented relational leadership styles, it would improve job satisfaction, productivity, and retention rates. Hopefully, more training and research will be done to help nurse leaders put best practices into place to improve the workplace.
References
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2018). Leadership styles
and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of
Nursing Studies, 85, 19–60. https://doi.org/10.1016/j.ijnurstu.2018.04.016
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 ServicesLinks to an external site.
Research, 15 Links to an external site.(1). doi:10.1186/s12913-015-0891-3. Retrieved from
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Collapse SubdiscussionSergio Aguirre Response Post #1:
Hello Jan,
I also have seen how different styles of leadership affect the workplace. Opposite to the harsh supervisor you had, healthcare leaders must understand the importance of having an emotional and behaviorally intelligent style of leadership, to make sure their staff feel supported (Delmatoff & Lazarus, 2014). As you stated, leaders need to have some rapport with staff, and be willing to listen to staff’s cares, and concerns, as staff would be more willing to respond to a leader who seems to care for their well-being, and situation. As Broome & Marshall (2021), four ways to motivate and develop future leaders include: recognizing people’s strengths, place them where they can make the biggest contributions to the workplace, treat them equally as associates, and to expose them to challenges. With these implemented strategies, we can hopefully have a new generation of competent, and compassionate leaders.Reference
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert
clinician to influential leader (3rd ed.). New York, NY: Springer.
Delmatoff, J., & Lazarus, I. R. (2014). The Most Effective Leadership Style for the New
Landscape of Healthcare. Journal of Healthcare Management, 59(4), 245–249.
https://doi.org/10.1097/00115514-201407000-00003
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Collapse SubdiscussionTammy Young Week 4 post
Nursing Leadership
As nurses, one of the most significant challenges we face is developing future leaders within our profession. Current times call for a nurse who can manage a workload while providing leadership to those around her. The qualities needed in a strong leader are evolving as the face of healthcare continuously changes. Leadership demands one who can provide supervision, management, development, administration, and coordination of services to patients and fellow employees (Broome & Marshall, 2021). There is a pressing need to develop nurse leaders who can provide direction for nursing. A leader must possess qualities that allow recognition as an authority and expertise to accomplish objectives directed toward a goal. A nurse leader must provide inspiration, mentor-ship
and direction (Mahoney, 2001).
Leadership Skills
One quality necessary for a nurse leader to possess is the ability to empower patients and staff (Mahoney, 2021). Many people can be effective leaders, but the most influential leader is one who can identify the value in others and encourage those individuals to utilize their attributes to their fullest potential.
I currently work with a Nurse Practitioner who possesses this very skill and, therefore, can capitalize on each member of the team’s assets. She often makes a person aware of a quality they may have overlooked. She then encourages that staff member to take a role within the care team that puts the asset to use, benefitting the team and patients. This skill inspires employees to strive for excellence and awakens their potential to be most effective. She consistently acknowledges accomplishments or improved patient care tactics put in place by staff members, giving them credit for their contribution to improving care and encouraging employees to work toward a common goal.
Another attribute a nurse leader must possess is the ability to build trust among colleagues. Building trust requires operating with a level of respect and authority. It comes from conducting oneself with a sense of integrity and a robust set of values. A well-trusted leader shows the ability to overcome adversity, learn from the most challenging circumstances, and emerge stronger and more committed.
I worked under a nurse manager who conducted herself with the highest level of professionalism and adhered to the institution’s core values. She spoke only positive words regarding staff members and patients. Her willingness to help in any way possible was an attribute that built a relationship of trust among the staff. Regardless of the problem, she would always find the means to improve the situation. Despite years of experience and extensive education, she would answer phone calls on a busy day, fill water pitchers when needed, and even have sandwiches delivered from the cafeteria when lunch breaks were not feasible. At the end of each working day, she would check in with the staff to ensure she was not needed before leaving. The staff truly trusted that she would care for the unit’s needs without hesitation. The benefit of having a trusted leader is realized as the employees mimic these attributes and build a network of trust amongst themselves.
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Lee, E., Daugherty, J., & Hamelin, T. (2019). Reimagine health care leadership, challenges, and opportunities in the 21st century. Journal of PeriAnesthesia Nursing, 34(1), 27-38. https://www.sciencedirect.com/science/article/abs/pii/S1089947218300182
Mahoney, J. (2001), Leadership skills for the 21st century. Journal of Nursing Management, 9: 269-271. https://doi.org/10.1046/j.1365-2834.2001.00230.xLinks to an external site.
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Collapse SubdiscussionMarrisa Montano-White Marrisa Montano-White
December 21, 2022
Module 4 Discussion 1
Colleague Response 1
Hello Tammy,
You have had some great nurse leaders in your career. It is inspirational to read about a nurse manager who truly leads and takes good care of their team. There is an understanding that a team is only as strong as its leader. The purpose of a leader is to support and direct their team to facilitate teamwork and productivity. According to Lacerenza et al. (2018), effective teamwork enables teams to produce results that are more significant than what could have been done alone, driven by team processes and conditions, both of which leaders influence.
Nurse Practitioners as Leaders
One of the influential leaders you mentioned was a nurse practitioner. I am glad that one of the leaders left an impression on you as a nurse practitioner. It is a natural progression for a nurse to evolve into the role of a nurse practitioner, which expands nursing roles and leadership capabilities. According to Maglione (2022), nurse practitioners possess the clinical leadership traits of decision-making, action, and advocacy to help provide direct patient care with the intention of positive outcomes. Nurse practitioners have the unique background of serving as a nurse for the first part of their career and then can use this experience to develop their skills and knowledge and grow into the next phase of their career. Nurse practitioners make natural leaders being they understand how nursing teams operate, being they have served in that capacity.
References
Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team development interventions: Evidence-based
approaches for improving teamwork. American Psychologist, 73(4), 517–531. https://doi.org/10.1037/amp0000295
Maglione, J. L. (2022). The Nurse Practitioneras Both Servant Leader and Clinical Leader. Journal of Christian Nursing : A
Quarterly Publication of Nurses Christian Fellowship, 39(1), 22–27. https://doi.org/10.1097/CNJ.0000000000000901
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Collapse SubdiscussionFatimah Johnson Leadership in Healthcare
Strong leadership is associated with better healthcare delivery. A leader must effectively manage their team and steer their organization in the right direction. Nurses who feel supported carry a higher morale, promoting a more pleasant and productive workplace. Furthermore, satisfaction in the workplace creates a positive impact on an organization as a whole.
Key Insights
Not everyone in a managerial position is a natural-born leader with solid values. A good leader has emotional intelligence, is a positive influence, brings the best they can out of their team, and gives them the necessary tools to be successful (Walden University, 2014). Leadership styles vary from person to person; however, the end goal should be collaborating passionately with their team to produce safe, efficient, high-quality care.
An emotionally intelligent leader, also known as a transformational leader, is critical for nurses to grow. These leaders guide and take pride in empowering nurses in their clinical practice (Broome & Marshall, 2021). This team-driven approach allows staff to feel valued while engaging in decision-making to help support the organization’s needs.
Leadership in Practice
These traits are seen in my director of nursing (DON) in the children/adolescent psychiatric unit, who effortlessly practices transformational leadership. Transformational leaders encourage and inspire their team to engage while being their best and developing their leadership skills (Bakker et al., 2022). Our DON is well respected and admired by all due to her strong supportive nature, excellent communication and mentor ability, and motivational skills.
Leadership Impact on the Workplace
Our DON works hard for the good of our unit rather than for herself. For example, she creates high workplace morale by fostering open communication and allowing for the development of trust. She listens to all concerns of the unit and embraces change through innovative problem-solving approaches. Additionally, our DON encourages our nurses to join associations and work committees for the development of our own leadership skills.
Conclusion
In conclusion, transformational leadership produces positive results. Working with an emotionally intelligent role model leads to higher work performance among staff members. Job satisfaction and the quality of care of our patients have increased incredibly since our director of nursing stepped into her managerial role at Monmouth Medical Center.
References
Bakker, A. B., Hetland, J., Olsen, O. K., & Espevik, R. (2022). Daily transformational leadership: A source of inspiration for follower performance? European Management Journal. https://doi.org/10.1016/j.emj.2022.04.004Links to an external site.
Broome, M., & Marshall, E. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.
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Collapse SubdiscussionKasondra Lewis Module 3 Discussion: Peer response #1
Hello Fatimah,
I enjoyed reading your discussion post this week. Like you, I chose to talk about the importance of emotional intelligence in leadership roles. In your discussion, you mention that the end goal is to ensure that high-quality care is given to the patients and that emotional intelligence can help to achieve this. According to Mansel and Einion (2019), nurse leaders must possess and consistently nurture their emotional intelligence to impact others’ ability to provide excellent care positively. This means that the nurse leader must be emotionally intelligent and improve their emotional intelligence to guarantee a positive impact on their employees. Emotional intelligence is a trait possessed by leaders that successfully use the transformational leadership style (Frixou et al., 2020). A transformational leader with high emotional intelligence performs better on the transformational leadership scale. In summary, the transformational leader must also have and enhance emotional intelligence to be successful in that leadership style. Again, your post was excellent, and I enjoyed reading it. I look forward to continuing the semester alongside you.
References
Mansel, B., & Einion, A. (2019). ‘It’s the relationship you develop with them’: emotional intelligence in nurse leadership. A qualitative study. British Journal of Nursing, 28(21), 1400–1408. https://doi.org/10.12968/bjon.2019.28.21.1400Links to an external site.
Frixou, G., Charalambous, G., Galanis, P., Kaitelidou, D., & Sapountzi-Krepia, D. (2020). Emotional intelligence, self-esteem and transformational leadership in nurses in Cyprus. Archives of Hellenic Medicine / Arheia Ellenikes Iatrikes, 37(4), 464–470.
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Collapse SubdiscussionAbie Kamara Great post Fatimah! I enjoyed reading your post and agree with you that Strong leadership is associated with better healthcare delivery.
Human resources are the most critical factors in healthcare organizations, and leadership plays a vital role in the success of their operations.
A study was conducted on PubMed, Embase, and CINAHL using the inclusion criteria. It analyzed the impact of various leadership styles on the satisfaction of nurses.Almost all of the analyzed leadership styles positively correlated with job satisfaction, and the most common ones were the transformational, authentic, and servant styles. On the other hand, laissez-faire and passive-avoidant approaches had negative correlations.
The only leadership style that had negative and positive correlations was transactional. This suggests that leaders need to develop and implement effective strategies to improve the quality of their organization’s operations. Besides enhancing their professional and technical competencies, they also need to make sure that they can influence the satisfaction of their staff members.References
Daniel, A. D. (2011). The relationship of leadership styles and patient satisfaction in two community hospitals.
Job satisfaction and leadership styles: A study of malaysian organizations. (2015). ELK Asia Pacific Journal of Leadership and Innovation Management. Retrieved November 23, 2022, from https://doi.org/10.16962/eapjlim/issn.2394-0417/20150930.v1i2.05Links to an external site.
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Collapse SubdiscussionMarphene Joseph week 4 Initial Post
leadership
Leadership is defined as the discipline and art of guiding, directing, motivating, and inspiring a group or organization towards the achievement of common goals (Broome & Marshall, 2021). A leader has sound judgment, makes informed decisions, is knowledgeable, intuitively aware, and is compassionately sensitive to the human condition, including sorrow, pain, illness, worry, and grief. Transformational leadership is the style of management that produces the best results because it encourages employees to embrace change by establishing a corporate culture of accountability, ownership, and workplace autonomy (white, S., 2022
key aspects of Transformational Leaders
When I was a nursing student, Whole Foods Market, not healthcare, was the environment in which I felt like I worked with the best model of what a transformative leader is. As a young teen just out of high school, I was very independent and disliked feeling as though I was being talked down to or dismissed, which I frequently experienced as my department frequently changed leadership. My willingness to put effort into my work diminished when I encountered leaders who preferred to dictate rather than to lead. Prior to this particular leader, the team members on my team were unable to flourish in their roles and realize their full potential. When this specific leader joined our team and took the time to get to know his team, he put us in positions that made use of our strong points in an effort to highlight our best qualities. This leader was diligent and modest, he showed us that even though he was our boss, we were equal. leaders are the resource for confidence, assurance, and guidance (Broome & Marshall, 2021). He never required anything of us as employees that he wouldn’t do himself. I worked in the cheese and coffee specialty department, and he let me use my creativity to decorate the entire department for the holidays. Transformational leadership is a management style that is designed to give employees more room to be creative, look to the future and find new solutions to old problems (White, S., 2022). This inspired other departments to do the same, which prompted competitions within the company for the best department décor. Transformative leaders should help employees feel comfortable exploring new ideas and opportunities that can inject innovation into the organization (white, S. 2022). I made record sales for the coffee department while working for him, going from being frequently called into the manager’s office for insubordination to being the supervisor of the coffee bar. These managers will modify their mentoring and coaching techniques according to the needs of the individual, assisting them in achieving objectives both inside and outside the company. A transformational leader is a role model of values and aspiration for followers (Broome & Marshall, 2021). His leadership style inspired me so much that I would volunteer to take on more responsibilities in the department without being asked. This concept of transformational leadership encourages leaders to demonstrate authentic, strong leadership with the idea that employees will be inspired to follow suit (White, S., 2022). When my team leader went on vacation and we hired a new assistant team leader who was unfamiliar with the organization and unsure of her job responsibilities, I stepped in and helped run the entire department while he was away. Giving employees a strong sense of purpose, as opposed to trying to drive them through fear, can help you ensure that they are as devoted to these goals as you are as a leader. As he has done for us countless times, I was able to mobilize the team’s other members to help maintain the department. Immediately, everyone jumped into action. No matter how big or small the work, he was always grateful to his staff, which was one of his strongest leadership qualities.
Reference:
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
White, S. K. (2022, October 10). What is transformational leadership? A model for motivating innovation. CIO. Retrieved December 21, 2022, from https://www.cio.com/article/228465/what-is-transformational-leadership-a-model-for-motivating-innovation.html
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Collapse SubdiscussionPamela Corona Laroya Response #2
Hello Marphene,
I enjoyed reading your post. You made good and valid points about a good leader. I agree that leaders must be knowledgeable, intuitive, compassionate, and have sound judgment. According to Seijts & Mohan (2021), virtues are situationally appropriate behaviors like justice and humanity, symbols of good leaders that contribute to the well-being of individuals and society. On the other hand, good leadership demands supervision, management, development, administration, and coordination of services to patients and fellow employees (Broome & Marshall, 2021). Transformational leaders can produce the best results in managing people by encouraging employees to embrace change by establishing a corporate culture of accountability, ownership, and workplace autonomy (White,2022). Nurses encounter multiple challenges in providing quality patient care, and we need leaders that help motivate us to go on. We need them to continue to prosper and work together to reach our goals.
Thank you for sharing.
References:
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Seijts, G. H., de Clercy, C., & Mohan, G. (2021). Trust as a Mediator of the Relationship Between Character and Perceptions of Leader Effectiveness During the COVID-19 Crisis. Canadian Journal of Behavioural Science, 53(3), 358–364. https://doi.org/10.1037/cbs0000214Links to an external site.
White, S. K. (2022). What is transformational leadership? A model for motivating innovation. CIO. Retrieved December 23, 2022, from https://www.cio.com/article/228465/what-is-transformational-leadership-a-model-for-motivating-innovation.htmlLinks to an external site.
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Collapse SubdiscussionKatie Saletel Response #2
Thank you for your wonderful post, Marphene. I enjoyed learning about your positive encounter with what transformational leadership looks like and have been able to take those experiences that pushed you to be a role model for your coworkers and team carrying it over to your nursing career. Having a vision and carrying that forward to others can positively influence the group and organization. The team feels energized and part of something bigger than one can do themselves, promoting team involvement (Broome & Marshall, 2021). In a study by Cummings et al. (2018), transformational leaders garner more remarkable positive outcomes than transactional leaders. This study found transformational leaders have higher staff retention, staff feel empowered and safe to make suggestions or question processes without negative responses or made to feel foolish, and staff have an overall more significant commitment to the organization they work for because their leader provides an atmosphere for growth and successes (Cummings et al., 2018).
Happy Holidays!
References
Broome, M.E., Sorensen Marshall, E. (2021). Transformational Leadership in Nursing. From Expert Clinician to Influential Leader. Springer Publishing Co.
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2018). A systematic review of leadership styles and outcome patterns for the nursing workforce and work environment. International Journal of Nursing Studies, 85, 19–60. https://doi.org/10.1016/j.ijnurstu.2018.04.016Links to an external site.
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Collapse SubdiscussionKatie Saletel Initial Post
Booher et al. (2021) found that clinical nurses did not know they naturally had leadership qualities in their day-to-day work, explaining that nurses are natural clinical leaders by having traits such as effective communication, knowledge, skill, and expertise in their unit of work. Clinical nurses frequently have situational awareness; they can anticipate next steps, effective communication in nurse-to-nurse reports or, perhaps, use SBAR (situation, background, assessment, recommendation) communication with physicians regarding patient care, the throughput of the unit, and influencer in a positive team atmosphere (Booher et al., 2021). Most nurses throughout the industry naturally carry these qualities; it is part of our professional duty in positive and constructive patient care.
I worked with a group of nurses in an Ambulatory Surgical Center. The nurses are naturally driven to ensure patients receive excellent care, which is done through effective communication, especially in the operating rooms (ORs), by anticipating the surgeon’s needs and demonstrating their knowledge and skills as clinical leaders in the ORs. The preop, postop, and PACU nurses worked to prepare patients for surgery or ensure patient safety while the patient recovers post-procedure. This is done by evaluating whether the orders placed by the surgeon and anesthesiologists are appropriate for the scheduled procedure, taking the initiative to question orders as appropriate, suggest an alternative way better complete the preparation of the patient for the procedure. An example is ensuring antibiotic orders are in the patient’s chart, prepared, and ready to hand over to the CRNA for administration before opening, a national benchmark in infection prevention. If a patient had an allergy to an antibiotic that may cause an allergic reaction, the nurse would collaborate with the surgeon and the anesthesiologist in promoting the safe choice of antibiotic for the patient.
Labrague et al. (2021) found in their multicenter study of nurses’ perceptions of nurse leader qualities a nurse leader that inspires nurse staff to take on nurse leadership roles through inspiration, ethical roots run deep, and the leader is genuinely authentic and vulnerable with staff, patients, and outside agency partners. This motivates nurses to grow in leadership roles, either as clinical leaders or formal leaders. Building a foundation of mentorship, coaching, and giving leadership training opportunities. This can build confidence in nurses looking to advance in their nursing careers.
I was fortunate enough to work alongside an interim director for my ED. Unfortunately, our time was limited as I stepped down from my leadership position, and she was interim. In reflecting on our short time together, I feel I learned more effective leadership qualities from her in our short tenure together than I did during my nearly six years with the prior manager. Before obtaining her MSN, the interim director had critical care experience at a level 1 metro hospital in the ICU and ED. She also continued working every season as a ski hill EMT at a busy skiing resort up Lake Superior. She still worked with the public and had learned over the years what could work and what does not. She looked at current processes in my ED and spoke with staff, asking for their input. When her time ended, she opened up the staff to a more positive work environment. She was transformational, transparent, respectful, and kind, just a few of the traits needed for a successful nurse leader. At the time, I was the Clinical Supervisor of the ED and had not had a positive role model in the manager that left the organization. The director had a sense of trust and calmness about her. She exuberated positive behaviors and watched situations play out, gathering information such as the group’s tone. I can think of a time when she asked questions during bed huddles regarding the processes of trying to understand everything when one of the other nurse managers spoke up and said, “because that is the way we have done for quite some time.” The director was not trying to come in and make changes but rather to understand and evaluate necessary suggestions for efficiency and better throughput for patients, which results in patient satisfaction and a positive and trusting work environment.
References
Labrague, L. J., Al Sabei, S., Al Rawajfah, O., AbuAlRub, R., & Burney, I. (2021). Authentic leadership and nurses’ motivation to engage in leadership roles: The mediating effects of nurse work environment and leadership self‐efficacy. Journal of Nursing Management (John Wiley & Sons, Inc.), 29(8), 2444–2452. https://doi.org/10.1111/jonm.13448Links to an external site.
Booher, L., Yates, E., Claus, S., Haight, K., & Burchill, C. N. (2021). Leadership self‐perception of clinical nurses at the bedside: A qualitative descriptive study. Journal of Clinical Nursing (John Wiley & Sons, Inc.), 30(11/12), 1573–1583. https://doi.org/10.1111/jocn.15705Links to an external site.
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Collapse SubdiscussionFatimah Johnson Hi Katie,
I agree that nurses are natural leaders due to their position and requirements to have effective communication skills, strong delegation ability, and due to the knowledge they possess. In fact, leadership is a requirement for all registered nurses, and their skills can be improved through preceptorship, reflection, and continued professional development (Kirkham, 2020). If nurses are passionate about their profession, their leadership skills will flourish.
Interestingly, you mention that you learned more leadership traits from the director you worked with for a brief time versus your previous manager. It is true everyone has their own leadership style. Studies show that transformational leadership is associated with more positive results, followed by authentic, resonant, and servant-style leadership (Specchia et al., 2021). However, no one leadership style is superior across the board. I believe it depends on the individual recipient and how they prefer to be managed.
References
Kirkham, L. (2020). Understanding leadership for newly qualified nurses. Nursing Standard, 35(12), 41–45. https://doi.org/10.7748/ns.2020.e11589Links to an external site.
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. MDPI, 18(4). https://www.mdpi.com/1660-4601/18/4/1552Links to an external site.
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Collapse SubdiscussionKatie Saletel Thank you for your response, Fatimah. It is awe-inspiring how different leaders manage their teams, and I think personalities have somewhat of a stake in how well the relationship goes with leaders. I often call it a vibe. Positive vibes can feel safe with a desire to push forward and do better, whereas negative vibes break down the trust and team atmosphere.
I hope you and yours have a wonderful holiday celebration together.
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Collapse SubdiscussionDaniel Russell Wright Few nurses would contest that leadership is necessary for practice innovation, quality enhancement, and efficient care delivery (Miles and Scott, 2019). The future of nursing and healthcare in general depends on leadership. There is a growing need for better leadership in healthcare, according to Marshall and Broome (2021). What distinguishes a great or even good leader? Knowledge and self-awareness are two qualities that make a great leader. Focusing on yourself, others, and the larger world are three categories into which these modes of attention can be divided. This classification sheds new light on the application of many crucial leadership competencies. The core components of emotional intelligence are developed by leaders turning inward and directing their attention in a positive way toward others. Their capacity to develop strategies, innovate, and manage organizations may be enhanced by a deeper understanding of how they focus on the larger world. “Every leader needs to cultivate this triad of awareness, in abundance and in the proper balance, because a failure to focus inward leaves you rudderless, a failure to focus on others renders you clueless, and a failure to focus outward may leave you blindsided” (Goleman, 2013).
The word “attention” comes from the Latin attendere, meaning “to reach toward” (Goleman, 2013). This is a perfect definition of focus on others, which is the foundation of empathy and of an ability to build social relationships (Goleman, 2013). The manager I currently work for uses effective communication techniques and emphasizes teamwork. The other managers and resource nurses on my units are encouraged by my manager to properly staff the unit so that the nurses and other staff feel like they are more than tools, but partners, a team. Managers who can effectively focus on others are easy to recognize. They are the ones who find common ground, whose opinions carry the most weight, and with whom other people want to work. They emerge as natural leaders (Goleman, 2013). For instance, on my unit, daily materials are distributed to discuss unit needs and fresh information. Due to the management’s efforts, the unit endeavors to staff appropriately by talking with the resource nurses on the units about best staffing strategies. This includes not continually giving the same nurse the worst assignments and doing their best to make sure that most staff members have assignments they are comfortable in. An unhealthy work environment may result from unfair assignments. Management also communicates any new information or changes to policy to the floor during daily staff meetings. Information accessibility, encouragement of innovation, and a focus on learning are all aspects of organizational culture and climate (Duggan et al., 2015). “Wise leaders shift from a narrow focus on operation and strategy to a more holistic perspective; respond to external events with discernment, flexibility, and authenticity. They are purpose driven to serve others, ask different questions, and seek multiple perspectives” (Pesut and Thompson, 2017).
Through deliberate learning, experience, reflection, insight, coaching, and mastery of various action logics, one can develop leadership abilities and, ultimately, wisdom (Pesut & Thompson, 2017). I believe that my manager has the knowledge and self-awareness necessary to lead successfully in her specialized field. Her goals for our unit are still centered on providing the best care possible for the patients while also keeping in mind the needs of the nurses themselves. Those who work for her and with her are inspired by her drive.
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Duggan, K., Aisaka, K., Taba, 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).
Goleman, D. (2013, December). The Focused Leader. Harvard Business Review. https://hbr.org/2013/12/the-focused-leaderLinks to an external site.
Miles, J. M., & Scott, E. S. (2019). A New Leadership Development Model for Nursing Education. Journal of Professional Nursing, 35(1), 5–11. https://doi.org/10.1016/j.profnurs.2018.09.009
Pesut, D. J., & Thompson, S. A. (2018). Nursing leadership in academic nursing: The wisdom of development and the development of wisdom. Journal of Professional Nursing, 34(2), 122–127. https://doi.org/10.1016/j.profnurs.2017.11.004
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Collapse SubdiscussionJessica Slavin Response #1 to Daniel,
It is refreshing to hear feedback about how supportive the leadership is in your department, from the examples you gave it sounds like you have a transformational leader. The transformational leader has a kind of humility that looks beyond self to the mission of the organization and the value of the work of others as individuals(Broome & Marshall, 2021, p. 18).
The effective transformational leader focuses less on managing change and more on the strategy around aligning followers with organizational goals and metrics(Leclerc et al., 2020).
You mentioned the definition of “attention” and it made me think of how we as nurses are in a constant state of attention to detail. We are constantly collecting data, assessments, orders, and meeting vital criteria for patient care, all of this requires a high level of attention; So, does the role of an exemplary leader. Attention to the needs of staff not only on an “employee” level but also in the realm of emotional support, it sounds like your manager does a great job at meeting these needs of staff.References
Broome, M. E., & Marshall, E. (2021). Transformational leadership in nursing: from expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Leclerc, L., Kennedy, K., & Campis, S. (2020). Human‐centred leadership in health care: A contemporary nursing leadership theory generated via constructivist grounded theory. Journal of Nursing Management, 29(2), 294–306. https://doi.org/10.1111/jonm.13154 -
Collapse SubdiscussionJulie Robinson Hello Daniel and class,
Thank you for your post. According to Vidman & Strömberg (2020), a leader who employs transformational leadership sets an example for followers, gives work meaning and challenge, encourages innovation and new approaches to problems, attends to each follower’s needs, and provides coaching and mentoring. Your unit with your manager seems to do just that with effective communication and emphasizes teamwork. To help their team members reach their maximum potential, leaders who use this approach pay close attention to the particular requirements of each group member (Boamah et al., 2018). Your manager sounds very similar to my manager. It is charming to work with people who care about you as a person, and you can be so inspired by what they do.
I thank you for your post again. I enjoyed reading. I hope you have a great holiday.
References
Boamah, S. A., Spence Laschinger, H. K., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing Outlook, 66(2), 180–189. https://doi.org/10.1016/j.outlook.2017.10.004Links to an external site.
Vidman, S., & Strömberg, A. (2020). Leadership for a healthy work environment – a question about who, what, and how. Leadership in Health Services, 34(1), 1–15. https://doi.org/10.1108/lhs-06-2020-0041Links to an external site.
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Collapse SubdiscussionDallas Wilcox Week 4 Response #2 Daniel Russell Wright
Daniel, your discussion this week was truly remarkable. You brought up many fantastic points
about leadership traits. The traits you discussed and explained would impact many facilities or departments.
The trait you discussed that was of particular interest to me was empathy. I did not think about this when reviewing leadership articles, but it is imperative. According to Cooper (n.d.), empathy can allow a leader to understand the direction a team needs to go and builds rapport to make a stronger team. This type of leadership would transform specific units within my place of employment towards better outcomes. I have not experienced a leader who did not show empathy, but I hear from other nurses that this is the case. If all leaders were able to show empathy, teams within the VA would be stronger and, therefore less chance of staff turnover.
A challenge for leaders when attempting to be empathic with a team could be issues in their personal life. According to Walden University (2014), a discussion panel member in the leadership video explained that leaders need to self-reflect and adjust when necessary to be effective. I think this can be challenging as we all have struggles that others do not see. According to Western Governors University (2019), a top concern for nurse leadership is avoiding burnout and attempting to boost morale. Taking on the responsibility of these two things can be a challenge for leaders, especially if they are struggling with their own burnout.
References
Cooper, J. (n.d.). Empathy in nursing leadership. Ausmed. https://www.ausmed.com/cpd/articles/empathy-nursing-leadershipLinks to an external site.
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author. Moore Foundation. (n.d.). Nurses share lessons in leadership. https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7Links to an external site.
Western Governors University. (2019, December 9). Blog: 4 common leadership issues in nursing. Western Governors University. https://www.wgu.edu/blog/4-common-leadership-issues-nursing1912.html
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Collapse SubdiscussionSergio Aguirre Response post 2:
Hello Daniel, I appreciate your informative read. I like how you point out how self-awareness is a key component in effective leadership. Self-awareness is accepting the effect that ones behavior has on others, particularly undesired behaviors such as harshness, and ways to mitigate those behaviors (Delmatoff & Lazarus, 2014). You also point out the importance of empathy, and the effectiveness of open communication. According Broome and Marshall (2021), wise leaders stay in touch with people who they work for. Ways to build rapport with staff include making rounds on floors and units, communicating with staff in informal settings such as dining rooms, recognizing strong efforts, and showing concern or sending condolences when appropriate (Broome & Marshal, 2021). Thank you for sharing, as you made great points on your post.Reference
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert
clinician to influential leader (3rd ed.). New York, NY: Springer.
Delmatoff, J., & Lazarus, I. R. (2014). The Most Effective Leadership Style for the New
Landscape of Healthcare. Journal of Healthcare Management, 59(4), 245–249.
https://doi.org/10.1097/00115514-201407000-00003
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Collapse SubdiscussionHannah Timmer Main Post (I could not tab my paragraphs)
Leadership in Healthcare
Leadership is essential in many aspects of life, but when it comes to healthcare, it is imperative as this is what makes a business or, in this case, a hospital thrive. Leadership allows for organization and promotes development among peers. The leadership actions of nurses influence the creation of a positive work environment for nurses. Leadership, whomever it may be, sets the tone for the environment; they are the resources and the guide when instilling new principles or adjusting old ones. Leadership among nurses allows all nurses to be on the same page and have the same goal. In many cases, the goal is to provide safe and quality care to patients. The world needs leaders with vision and wisdom to create a foundation of understanding and change (Broome & Marshall, 2021).
Leadership Insight
There are numerous views about how leadership functions, what qualities make for influential leaders, and how to be effective. The two theories I found most insightful through my research were transactional leadership and transformational leadership. In transactional leadership, a leader determines what must be done to accomplish goals, including outlining roles and responsibilities and paying followers for their performance. In contrast, a leader that inspires others via their vision, passion, and devotion demonstrates transformational leadership (Chatterjee et al., 2017).
Both styles are essential, and I have seen both in my career. A transactional leader is more focus-driven and knows precisely what needs to be done and when it needs to be done. They also work off reward; they operate off transactions, they give, and you take, and vice versa. In this leadership style, there is either a reward or punishment, which is the driving force. This type of leader is vast in healthcare as there are many goals and responsibilities associated with nursing. Transformational leader is still serious, but they bring in that personal aspect, allowing people to relate more to the goals. Transformational leaders focus on the social end and are geared more toward quality. Transactional leaders focus on the quantitative aspect of the goals and consistently strive to meet the mark or job task. Both types of leaders are essential, as it takes passion and data to create plans and see change.
Leadership In Practice
Overall effectiveness and performance are influenced by both transactional and transformational leadership (Duggan et al.,2015). I saw transactional leadership more in my hospital as opposed to transformational. Our educator on the medical-surgical floor was our transactional leader. She was the one that kept everyone operating the same way; this was done by making sure we adhered to policy and protocols. She stuck to the hospital’s mission and guidelines while following the chain of command. She would stay on top of us to ensure we completed the proper education through what we called “edunets.” These edunets were power points of information we needed to know about the hospital and policy updates. Some topics were blood policies, restraint policies, and infection prevention. If we did not complete them by her assigned date, we would not be scheduled until they were finished. We would be rewarded with coffee gift cards or a free meal from our lunchroom when they were all completed. This approach was practical as people love free things. It also kept the hospital compliant with IDPH and the joint commission, so it was a win.
I observed transformational leadership in the second hospital I worked at. This was seen through my manager, and I found it to be very effective and impactful. If my manager wanted to see change, she would first model the change she wanted. This is very important as it is challenging to work for someone with expectations they do not even follow. Additionally, she used a collaborative approach and included the nursing staff in the decision as the results would directly affect us. She strived for a shared vision because we worked as a team to provide the best care for our patients. She took the time to connect with us, took each problem or concern very seriously, and did what she could to eliminate or better the issue.
I found this to be effective as it does not feel like there is an ulterior motive behind something like transactional. There is no punishment, just lasting change and a better workplace for everyone. This leadership style was motivating and allowed us to create change in our unit and hospital-wide. Transformational leadership creates transformation and promotes healthier relationships. Even though the approach is more empathetic, the same goals are achieved because collaboration and goal setting among everyone is quickly done. The satisfaction of the nursing staff is directly impacted by effective leadership. Healthcare systems should support transformational leadership to create healthy work environments, increase job satisfaction, and lower staff turnover rates (Weberg, 2010).
References
Broome, M., & Marshall, E. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Chatterjee, R., Suy, R., Yen , Y., & Chhay, L. (2017). Leadership in Healthcare Management. Vanderbilt University Medical Center. https://www.vumc.org/
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 Links to an external site.Links to an external site.(1). doi:10.1186/s12913-015-0891-3. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3Links to an external site.
Weberg D. (2010). Transformational leadership and staff retention: an evidence review with implications for healthcare systems. Nursing administration quarterly, 34(3), 246–258. https://doi.org/10.1097/NAQ.0b013e3181e70298
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Collapse SubdiscussionIris Cornell Hannah response from the instructor
Hannah interesting posting. What would you say to someone who said nursing theories are overrated and unimportant?
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Collapse SubdiscussionKatie Saletel Response 1
Thank you for your post, Hannah. I appreciate your explanation and the differentiation between transactional and transformational leadership styles. I’ve been exposed to many variations of leadership styles. I’m currently managed by a transactional leader, as she may or may not communicate the requirements needed to achieve the unit and organization’s goals. She is not present in the department but working from home, in her office, or meetings. She gives a directive, and when it is not followed, she is irritated by this. She is not necessarily emotional, but I can see her frustration. There has been significant turnover in the department since I left the unit and came back, with current staff being over 35% travel nurses, not core nurses. This is in a Level II Trauma Center ED. She was previously a staff nurse on the unit before becoming manager, and when staff heard she was becoming manager, staff voiced concern amongst each other. Cummings et al. (2018) describe different leadership types, such as resonant leadership, as being focused on the individuals’ needs, not sharing the focus with the needs of the unit and organization. This is not congruent with the needs of a successful unit and organization. There seems to be too small of a window blocking the whole picture. Transactional, which you’ve described, is task-oriented, rewarding only those who follow the directives in achieving the tasks. This would be my current manager. Cummings et al. (2018) also described dissonant leadership as having a commanding presence with pace-setting expectations. This, in my experience, is not a leadership style, especially in the healthcare setting, that breaks down relationships and trust.
I want to add another form of leadership not commonly discussed as it fits into transformational leadership. I think it is worth discussing as these types of leaders can develop a unit in a caring and positive way without pushing agendas on staff negatively. I had the pleasure of working with a previous manager as a colleague, then as an employee when she became the unit manager. Before she took the manager position, I could tell she had qualities that embraced a servant leadership style. I think of servant leaders as ‘protecting their young’ yet teaching staff to live confidently in and outside the work world. This can be positive because staff feel safe and cared for, knowing they will advocate for the unit’s needs. In return, the staff is willing to work hard to make the unit flow efficiently and productively. Servant leaders may have difficulty leaving if the unit is extremely busy. Still, staff also encourage work-life balance showing them they can run the unit successfully, knowing the leader trusts and believes in the team. With servant leadership, leaders share up-to-date best practices and how they impact the unit, asking staff how they think those types of changes can be integrated into the unit, not giving up on their individual ideas and suggestions (Westbrook et al., 2022). Servant leaders support the unit council as a tool to drive improvements within the unit and positive influences to keep up morale. This can be achieved with a ‘Get to know’ employee each month, decorating for the seasons and holidays, and much more. Staff that moves on by taking a job in another facility or a different department is met with genuine excitement for the employee supporting their journeys in a positive way. I still stop in a visit my previous manager when I’m visiting the area, as she has made such a profound impact on me as an individual and as a nurse.
References
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19–60. https://doi.org/10.1016/j.ijnurstu.2018.04.016Links to an external site.
Westbrook, K. W., Nicol, D., Nicol, J. K., & Orr, D. T. (2022). Effects of Servant Leadership Style on Hindrance Stressors, Burnout, Job Satisfaction, Turnover Intentions, and Individual Performance in a Nursing Unit. Journal of Health Management, 24(4), 670–684. https://doi.org/10.1177/09720634221128100Links to an external site.
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Collapse SubdiscussionKatie Saletel PS – I cannot tab my paragraphs either, so I use the space bar pushing the first line over with 15 spaces.
I haven’t found a solution to hanging paragraphs for references yet…
Thanks!
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Collapse SubdiscussionMarphene Joseph response 1
I enjoyed reading your post and thought it was pretty cool that you were able to experience the different leadership styles in different settings. my current unit manager is a transactional leader, she is only willing to do things for you like accommodate schedules if you’re doing things for her such as picking up extra shift.This leadership style has made me feel anxious and confined at times. I used to “suck it up” when I started to experience burnout and needed an extra day off since I was too frightened to ask because I didn’t know what I would have to give up or take on. This eventually left me exhausted. In transactional leadership, the leaders views the relationship between managers and subordinates as an exchange, you give me something for something in return (Cherry, Kendra, 2022). I believe that transformational leadership is the finest kind of leadership to have in the healthcare industry since it is more forward-thinking and focuses on encouraging loyalty and growth. The management approach known as transformational leadership is intended to allow staff members more freedom to be innovative and think forward (white, S., 2022). The nursing shortage and the inability to retain nurses are two of healthcare’s most pressing problems right now, and I think that the various leadership styles present in different healthcare settings do contribute to the current shortage. According to my experience, working for a transactional leader made me feel trapped and burnt out, and I eventually took a per diem job because I thought I couldn’t handle it any longer and it was affecting my mental health. Despite not being in a healthcare environment, I felt more at ease and motivated to get things done when I worked for a transformative leader. I believe that managers in the healthcare industry should be taught transformational leadership.
reference:
Cherry, K. (2022, October 20). How a transactional leadership style works. Verywell Mind. Retrieved December 24, 2022, from https://www.verywellmind.com/what-is-transactional-leadership-2795317
White, S. K. (2022, October 10). What is transformational leadership? A model for motivating innovation. CIO. Retrieved December 24, 2022, from https://www.cio.com/article/228465/what-is-transformational-leadership-a-model-for-motivating-innovation.html
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Collapse SubdiscussionNavtej P Singh Hi Hannah,
A very fascinating post about the differences between transactional and transformational leadership. Interestingly, you mentioned how the staff was rewarded or declined to work without completing the needed educational training. Humans are more motivated by shared values and inspiration where they feel included and supported rather than carrots or stick philosophy. I have seen such policies in my workplace too, but staff, in my understanding after speaking to nurses is that they hate it but still complete it. Staff does not feel or believe these are useful in their day-to-day practice, but they are an unnecessary burden. To begin with, individual nurses may have completed training, but how much it impacts their practice is still being determined if they believe it is useless. There are two reasons why leadership fails or stalls if the leader is inflexible, unable or unwilling to adapt to changing circumstances or holds onto the status quo, and instills a culture of fear and intimidation (Bellack & Dickow 2019).
Nurse leaders can work with nurses and be humble to understand their position and dictate how the policy they are teaching will change the life of their patients. Self-awareness, self-control, and focus on others are the qualities “Every leader needs to cultivate this triad of awareness, in abundance and the proper balance, because a failure to focus inward leaves you rudderless, a failure to focus on others renders you clueless, and a failure to focus outward may leave you blindsided” (Goleman, 2013). Your educators may be great in providing the information that is effective in treating patients, but my experience is that if nurses feel that training will help, they will reach for it. These training pieces are mostly provided by the nursing online resources that know nothing about the unique circumstances or the environment you treat patients.
References:
Bellack, J. P., & Dickow, M. (2019). Why nurse leaders derail: preventing and rebounding from
leadership failure. Nursing Administration Quarterly, 43(2), 113-122.
Goleman, D. (2013, December). The Focused Leader. Harvard Business
Review. https://hbr.org/2013/12/the-focused-leaderLinks to an external site.
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Collapse SubdiscussionDallas Wilcox Week 4 Main Post
Although many of us never truly investigate the leadership styles we encounter daily, we are often impacted by the styles and their impact on our work. It goes without saying that some leadership styles mesh with our personalities, and some styles clash with our personalities. This discussion will take a deeper look into leadership styles/approaches and how they have impacted units and/or facilities.
Key Insights from Resources
Although it takes many kinds of leadership to facilitate a business successfully, I noted a recurrent theme in my review of resources. Leadership traits that differentiate between a good and a great leader come from communication, trust, and respect (Walden University, 2014). It is safe to say that many relationships, not just between employees and leaders, are built upon a foundation of communication, trust, and respect. Another dive into articles led me to conclude that a leader who fosters staff professional development is a crucial but often forgotten trait of leaders. According to Zhang et al. (2022), the most successful leaders follow the caring leadership model, which is grounded in leaders displaying benevolence, appreciation, and fostering self-actualization among team members. Throughout the review of these articles, many theories are discussed and each has its own pros and cons. I want to note that a combination of leadership approaches and appreciating each team’s uniqueness appear to make the best leader. According to Leclerc et al. (2020), “A human-centred approach recognizes the need to balance recognition of humanity in nurses and patients alongside the creation of a culture that organically leads to the desired organizational metrics” (Implications for Nurse Leaders).
Observing These Traits in Practice
Over the last couple of years, I can imagine that leadership and management roles have been taxing due to COVID-19, nursing shortages, and shifts in healthcare. I have been fortunate to be employed within the Department of Veterans Affairs, where I have experienced supportive and encouraging leadership. The leadership at the VA displays human-centered approaches and caring leadership by focusing in on traits such as daily communication, fostering professional development, and portraying trust for employees while teleworking. For example, my leadership team has allowed me to participate in week-long trainings in EBP, and also the Prevention and Management of Disruptive Behaviors. Along with this, the VA leadership has assisted with the financial needs of participating in this graduate program. These acts above exemplify meaningful leadership that has a significant impact on employees.
How These Practices Impacted the Workplace
From experience, most employees within the VA are happy or content with their leadership. There are always exceptions, but I would like to note that within the VA, it is more of a “you get what you put in” environment. The employees who seek relationships with leadership, seek out opportunities and strive for more tend to receive more. In my opinion, it goes both ways. Employees should also take initiative and not wait for leadership to create opportunities for them.
The leadership traits of communication, respect, and trust displayed by my leadership have created a strong and successful team. Our team is often recognized for going above and beyond to help others, surpassing quota, and offered many additional opportunities because of our successes. Most leaders within the VA utilize a human-centered approach and most departments are successful because of this. There is rarely turnover in the VA, our staff are happy, and our clients praise our care. Watching the effects trickle down from leadership to employees to clients is truly miraculous.
Conclusion
One could adopt and utilize many leadership styles when leading a team. However, it is the leaders that adjust and approach each situation as unique ones that are most successful. The leaders that I have dealt with within the VA display these caring model approaches and it has greatly impacted my happiness within my job. I am appreciative of the leaders that continuously improve their approach and seek the best for their employees.
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References
Leclerc, L., Kennedy, K., & Campis, S. (2020). Human‐centred leadership in Health Care: A contemporary nursing leadership theory generated via Constructivist grounded theory. Journal of Nursing Management, 29(2), 294–306. https://doi.org/10.1111/jonm.13154
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author. Moore Foundation. (n.d.). Nurses share lessons in leadership. https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7Links to an external site.
Zhang, F., Peng, X., Huang, L., Liu, Y., Xu, J., He, J., Guan, C., Chang, H., & Chen, Y. (2022). A caring leadership model in nursing: A grounded theory approach. Journal of Nursing Management, 30(4), 981–992. https://doi.org/10.1111/jonm.13600
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Collapse SubdiscussionIris Cornell Dallas response from the instructor
Dallas thanks for sharing. What might be a leadership style that you identify with? Why?
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Collapse SubdiscussionAbie Kamara Leadership Theories in Practice
To effectively respond to the needs of their patients, nurses must first understand their fellow practitioners’ emotional needs. Nursing is a stressful profession that can leave patients vulnerable, and issues such as burnout and compassion fatigue can affect the quality of care that the professionals provide.
Being able to address these issues is a must for professional leaders, and they must be able to facilitate professional development and personal growth for their followers. Critical insights from reading leadership sources include the importance of open communication and emotional intelligence(Cox, 2018).
Being able to develop emotional intelligence is a must for leaders. This skill allows them to manage their feelings and communicate effectively with their followers. It can also help prevent disagreements from forming within the team.
According to the sources, emotional intelligence can encourage people to share information and foster open communication. Open communication is vital as it allows individuals to develop trust and form a cohesive unit within the team(Lim, Han & Joo, 2018).
A nurse leader with a high emotional intelligence level can successfully implement this skill in their clinical setting. They can manage their feelings and communicate effectively with their followers. By practicing this skill, the leader can avoid disagreements from forming within the team.
One of the most common examples of this skill is when a leader feels frustrated and unhappy and avoids confronting the other team members to prevent the adverse effects of overreaction. Instead, the leader would encourage them to speak up and share information if any issues need to be resolved.
Open communication is essential to prevent conflict and ensure that the team is successful.
Open communication and high emotional intelligence played an important role in helping nursing students and new nurses adapt to their new surroundings. Through open communication and the presence of a leader, they were able to gain a deeper understanding of the profession. They were also able to motivate the students to reach their goals.References
Forbes, N., & Wield, D. (2002). From followers to leaders. Routledge.
Cox, K. M. (2018). Use of emotional intelligence to enhance advanced practice registered nursing competencies. Journal of Nursing Education, 57(11), 648-654.
Lim, S. H., Han, S. S., & Joo, Y. S. (2018). Effects of nurses’ emotional intelligence on their organizational citizenship behavior, with mediating effects of leader trust and value congruence. Japan Journal of Nursing Science, 15(4), 363-374.
Murray, M., Sundin, D., & Cope, V. (2018). The nexus of nursing leadership and a culture of safer patient care. Journal of clinical nursing, 27(5-6), 1287-1293.
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Collapse SubdiscussionIris Cornell Abie response from the instructor
Abie thanks for sharing. Gashema (2021) indicated that transformational leaders value innovation. How would this type of leadership boost innovation in the staff?
Reference
Gashema, B. (2021). Predicting innovative work behaviors through transformational leadership: The moderating role of corporate social responsibility. International Journal of Research in Business and Social Science, 10(1), 69-84. https://doi.org/10.20525/ijrbs.v10i1.999Links to an external site.
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Collapse SubdiscussionAbie Kamara Dr Iris G, Cornell thanks for your response.Transformational leaders are known to inspire and motivate their employees in ways that can create a more meaningful change. This type of leadership can help transform an organization’s culture and improve its performance.
References
What organizational principles support a culture of productive change? (2022). In (Ed.), Shifting: How school leaders can create a culture of change (pp. 33–54). Corwin. https://doi.org/10.4135/9781544381350.n8Links to an external site.
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Collapse SubdiscussionBeth Howell Initial Post Beth Howell
Key Insights
Emotional intelligence (EI) theory has contributed to effective leadership with key skills such as self-awareness and awareness of others’ emotional states (Broome & Marshall, 2021). Research has provided additional insight into EI as EI relates to Choice Theory and authentic leadership. Emotional intelligence paired with Choice Theory can create motivated, positive teams and increases nursing retention. Emotions can harness energy to create positive interpersonal outcomes and fundamental to this is a leader’s awareness of their own emotional state (Schoo,2008). In choice theory, the difference between your present situation and the ideal situation either motivates a person or conversely, the person leaves the situation. Utilizing EI can motivate a person to rise to the challenge and promotes growth to reach goals (Schoo, 2008).
Another key insight is explained by McPherson et al. (2022) as an authentic leadership model. Authentic leadership is forthright, clear, is in alignment with core values, and promotes more trust and less burnout (McPherson et al.,2022). In Authentic leadership, the leader promotes trust by being transparent, unbiased, approachable, and having a strong moral compass (McPherson et al,2022).
Example of EI and Choice Theory
Heather my direct supervisor and teammate exemplified EI. During Covid, our company had been acquired and multiple changes were instituted including a new method of delivery, new patient loads, new protocols, new IT applications, and policies. A new policy or change was instituted monthly. Heather, while the direct clinical support, was also delivering direct care and was on the administrative team. She understood her own stress and while going through these changes continued to project positivity while not diminishing the overwhelmed feelings that most nurses had. Understanding oneself is key for EI (Schoo, 2008). Heather was able to articulate that change was difficult and in time we would be just as familiar and proficient with the new system and the old illustrating change theory as a motivator and effective when combined with EI.
Example of Authentic Leadership
Crystal, the director of clinical operations, demonstrates authentic leadership. During the acquisition, Crystal would share and empathize that she knew we were overscheduled and was able to state that it was temporary. Also, as we adjusted to new protocols, she explained why they were being added. Every success was celebrated. When nurses brought concerns about reimbursements and utilization of downtime for charting, Crystal demonstrated openness by acknowledging the nurses and explaining that she would present the information and champion our wishes but that there were no guarantees. This openness and transparency are cornerstones of authentic leadership and are effective in helping nurses understand that we were heard and valued (McPherson et al., 2022).
Conclusion
Emotional intelligence is an effective leadership skill that can motivate and maintain happy staff members. Combining EI with change theory and authentic leadership methods enhances effectiveness. Effective leaders have one common denominator that is valued even more than the knowledge base, and that is EI. Thankfully, emotional intelligence can be learned (Zakariasen & Zakariasen, 2012).
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
McPherson, K., Barnard, J. G., Tenney, M., Holliman, B. D., Morrison, K., Kneeland, P., Lin, C.-T., & Moss, M. (2022). Burnout and the role of authentic leadership in academic medicine. BMC Health Services Research, 22(1), 1–9. https://doi.org/10.1186/s12913-022-08034-x
Schoo, A. (2008). Leaders and Their Teams: Learning to Improve Performance with Emotional Intelligence and Using Choice Theory. International Journal of Reality Therapy, 27(2), 40–45.
Zakariasen, K., & Zakariasen Victoroff, K. (2012). Leaders and emotional intelligence: A view from those who follow. Healthcare Management Forum, 25(2), 86–90. https://doi.org/10.1016/j.hcmf.2012.05.006
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Collapse SubdiscussionAbie Kamara Hello Beth, i enjoyed reading your post and i agree with you that emotional intelligence (EI) theory has contributed to effective leadership with key skills such as self-awareness and awareness of others’ emotional states (Broome & Marshall, 2021). Research has provided additional insight into EI as EI relates to Choice Theory and authentic leadership. Emotional intelligence paired with Choice Theory can create motivated, positive teams and increases nursing retention According to studies, emotional intelligence is a skill that people can use to manage their emotions. This is especially beneficial for surgical leaders who interact with a wide range of people, such as patients, administrators, and colleagues. Conventional intelligence focuses on the analytical and rational brain.
They can use an individual’s emotional intelligence to enhance their capabilities as a surgical leader. This skill can help them manage their emotions and control the communication between them and their colleagues. It involves the development of various social skills and self-awareness.
Using emotional intelligence, surgical leaders can improve their ability to manage conflicts and persuasiveness. It can also help them develop effective change management strategies. Learning these skills can be done through practice and focusing on improving relationships.References
Anderson, J. (2016). Emotional intelligence: Manage your emotions and harness them for a lifetime full of success. CreateSpace Independent Publishing Platform.
Self-esteem and emotional development. (2011). In (Ed.), Dyslexia (pp. 131–145). John Wiley & Sons, Ltd. https://doi.org/10.1002/9781119970897.ch9Links to an external site.
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Collapse SubdiscussionJan Griffin Response 2 to Beth Howell
I once again enjoyed reading your discussion this week. One of the main things I noticed was how you spoke of your direct supervisor also being your teammate. When the employees see the supervisor or manager walking through the trenches and handling the work overload the relationships between the two is superb. The leadership style that seems to be most influential to myself is emotional intelligence because it includes empathy and emotions into the social skills (Smith and Johnson, 2018). Sometimes individuals need to be spoke to differently and emotions can get into the way. I had an issue as a new nurse when one of the preceptors spoke to me in a condescending manner. My manager did nothing but turn a blind eye to the situation. I had to get my emotions in check before speaking to the preceptor in a calm manner. I used the same information I heard in one of our resource videos from this week and understand that everyone might learn a different way and by working side by side while teaching can lead to an understanding (Walden University, 2014). By the preceptor and myself working like this it led to a leadership style as a servant and helped to build me up instead of break me down.
References
Smith, C. M., & Johnson, C. S. (2018). Preparing Nurse Leaders in Nursing Professional Development: Theories Applied to Leadership in Nursing Professional Development. Journal for Nurses in Professional Development, 34(1), 38–40. https://doi.org/10.1097/NND.0000000000000404Links to an external site.
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.
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Collapse SubdiscussionPaulphielle Mcqueen MAIN POST
Leadership Theories in Practice
In the healthcare industry there are much needed leaders who can effectively communicate, manage, and encourage their team, as well as inspire the workforce to be productive and efficient. Everyday leaders are challenged daily, it is important that leaders are equipped with the skills and knowledge for their organization. Leaders have different management styles, and several theories to guide them in their practice.
Key Insights on Leadership
Leadership is the driving force I any organization, it involves experience, sufficient skills, and influence to motivate its workforce (Duggan et al., 2015). Any transformational leader will have a basic knowledge of different leadership theories and integrate features of a variety of theories applicable to their practice (Marshall & Broome, 2017). It is vital that a leader becomes familiarized with other leadership theories even if they utilize a particular practice.
Leadership behavioral theories
Marshal and Broome define one behavioral and trait theory as the “Theory X and Y). This theory has been in practice for almost 6 decades and was created by Douglas McGregor (Prottas, 2018). In this theory leaders have two different views on their staff. Theory Y leaders view their employees as hardworking, honest, and trustworthy. On the other hand, Theory X leaders view their employees as untrustworthy and do not contribute to organizational success (Prottas, 2018). A leader is supposed to be a role model and pave the way to the concept that they are supposed to motivate and encourage employee behavior.
During my career at the facility, I currently work at a lot of Theory X, there Is a lot of leaders that watch over your back to make sure you are doing things correctly. The leaders supervise their employees unnecessarily and micromanage every detail, which is unfortunately why a lot of nurses have left the facility I work at because of the high stress to be “Perfect.” A survey recently was conducted to see what could be fixed to help retain nurses and leadership has started to turn more into a Theory Y leadership. Allowing new nurses and old nurses to complete tasks without the stress of “perfection” and even started to encourage their employees as well. I believe that leadership style can negatively or positively impact the workforce and/or the organization.
References
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. https://doi.org/10.1186/s12913-015-0891-3Links to an external site.
Laureate Education (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.
Prottas, D. J. (2018). Theory X/Y in the health care setting: Employee perceptions, attitudes, and behaviors. The Health Care Manager, 37(2), 109-117. doi: 10.1097/HCM.0000000000000210
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Collapse SubdiscussionIris Cornell Paulphielle response from the instructor
Paulphielle, thanks for sharing an excellent posting. According to Marshall and Broome (2017), leaders are seldom born or found by luck. I want to ask how you can prepare and learn to be a leader.
Reference
Marshall, E. S., & Broome, M. E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company.
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Collapse SubdiscussionDinorah Abigail De La Cerda Response #2
Paulphielle,
Thank you for your post this week; very informative. Leadership and leaders are very important to how facilities, departments, and families are run. Leaders inspire, encourage, motivate and set examples for others (Marshall & Broome, 2021). When a leader is successful, he has learned that people are different and complex (Prentice, 2022). This means that a leader must adapt to his employees, co-workers, etc. because different people are motivated by different things.
I am so sorry to hear that the leadership in your facility is not great. Many times managers and leaders project stress and anxiety on their employees without even realizing it. The issue is that they may not know that they are doing this (Chamorri-Premuzic, 2021). After this week’s readings and discussion, the way that transformational leaders positively affect their employees makes me wish that leadership education was provided to those that have taken a role in administration or leadership.
P.S. Merry Christmas and Happy Holidays!
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Chamorro-Premuzic, T. (2021, August 30). 5 ways leaders accidentally stress out their employees. Harvard Business Review. https://hbr.org/2020/05/5-ways-leaders-accidentally-stress-out-their-employees
Prentice, W. (2022, April 11). Understanding leadership. Harvard Business Review. https://hbr.org/2004/01/understanding-leadership
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Collapse SubdiscussionMarphene Joseph great post,
I enjoyed your post because it made me chuckle to myself, seems like in healthcare most manager are theory x. Leaders with the theory x leadership style tend to like to micromanage due to the lack of trust and confident they have in their staff. from my experience I have noticed that many managers with theory x leadership style also possess traits of the transactional leadership style. transactional leaders monitor followers carefully to enforce rules, reward success, and punish failure (Cherry, K., 2022). These leadership styles in the healthcare setting are the reason why it is difficult to retain nurses especially these new nurses that were in nursing school during the pandemic. These students were not able to gain much clinical expertise since they have to work remotely and lack the clinical confidence to excel. Without the proper guidance and leadership these new grads can leave bedside and turn towards other areas in healthcare such as case management etc. Professional confidence is an essential trait for new graduate nurses to possess in order to provide quality patient care (Ortiz, J. 2016). Transformational leaders goals are to inspire and lead and theses are the type of leader we need in healthcare.
reference
Cherry, K. (2022, October 20). How a transactional leadership style works. Verywell Mind. Retrieved December 24, 2022, from https://www.verywellmind.com/what-is-transactional-leadership-2795317Links to an external site.
Ortiz J. (2016). New graduate nurses’ experiences about lack of professional confidence. Nurse Educ Pract. 2016 Jul;19:19-24. doi: 10.1016/j.nepr.2016.04.001.
Douglas Mcgregor created two opposing hypotheses to describe how managers perceptions of what drives their workforce can influence their management style.
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Collapse SubdiscussionKasondra Lewis Module 3 Week 4 Discussion: Main Post
Effective leadership is vital in any career setting. However, effective healthcare leadership, particularly in nursing, is essential for many aspects. One of the most critical roles that leadership can accomplish is patient safety. According to Murray et al. (2017), engagement from leadership helps to increase patient safety. This discussion will examine specific leadership behaviors and skills and describe how the skills were influential in the workplace.
Qualities of Leadership
One skill that can enhance leadership in the workplace is emotional intelligence. Emotional intelligence includes self-awareness, self-management, empathy, and social skills (Beydler, 2017). Essentially, emotional intelligence is connecting to oneself at an emotional level to form connections with others. According to research from Beydler (2017), an emotionally intelligent leader can accept positive and negative feedback, seek opportunities to improve, actively listen, and generate motivation for the team. Additionally, emotionally intelligent leaders use traditional models of leadership found in business and complement these practices with social and emotional aspects (Marshall & Broome, 2020). Nurse leaders use emotional intelligence to motivate nurses to provide high-quality patient care, increasing staff performance and patient safety.
Influential Leadership Skills
Currently, our organization’s Emergency Department manager is engaged and emotionally intelligent. For example, during busy shifts in the ED, the current manager will come out from her office and take on a team of patients or float to help nurses struggling with current workloads. In addition to being present on the unit, the nurse manager displays emotional intelligence by asking staff, “what do you think?” when policy development is occurring or when policies are changing. During this time, the nurse manager will actively listen and take notes; she then thanks the staff for their input and lets them know that their ideas or thoughts are appreciated and helpful. The nurse manager has recently taken on this role in the Emergency Department. However, she has worked alongside nurses within the unit for many years. Her knowledge and understanding of the unit and staff increase her ability to empathize regarding issues on the unit. The staff and the manager show respect towards one another, which has boosted morale.
References
Beydler, K. W. (2017). The Role of Emotional Intelligence in Perioperative Nursing and Leadership: Developing Skills for Improved Performance. AORN Journal, 106(4), 317–323. https://doi.org/10.1016/j.aorn.2017.08.002
Marshall, E. S., & Broome, M. (2020). Transformational Leadership in Nursing: From Expert Clinician to Influential Leader. Springer Publishing.
Murray, M., Sundin, D., & Cope, V. (2017). The nexus of nursing leadership and a culture of safer patient care. Journal of Clinical Nursing, 27(5–6), 1287–1293. https://doi.org/10.1111/jocn.13980
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Collapse SubdiscussionDaniel Russell Wright Kasondra, I very much enjoyed reading your post. I especially enjoyed your thoughts on emotional intelligence and leadership. The future of nursing and healthcare in general depends on leadership. There is a growing need for better leadership in healthcare, according to Marshall and Broome (2021). Effective leadership requires the capacity to develop emotional connections with followers and to lead with emotional intelligence (Broome & Marshall, 2021). That’s in part because how a leader makes you feel can affect both your engagement and productivity (Goleman, 2013). Every situation you encounter at work can be influenced by emotions, including:
- Change and uncertainty
- Interactions with coworkers
- Conflict and relationships
- Effort and burnout
- Success and failure (Goleman, 2013).
The managers who I feel had the biggest influence on my job satisfaction were those who excelled at both leadership and emotional intelligence. They were excellent communicators, they were sympathetic, and they made me feel valued, so they brought out the best in me. Employers rely on employees to help their organizations get through trying times like the recent pandemic and emerge strong and prepared for the future (Thompkins, 2022). Employee engagement and commitment increase productivity, which has a positive effect on the profitability of the organization (Thompkins, 2022).
The opposite is also accurate. I recall a time in my life when I was under the management of a person who lacked emotional intelligence and people skills, a time when I experienced daily stress, dissatisfaction, and a lack of engagement from the kinds of tasks I usually find fascinating. Researchers have discovered that job performance is positively correlated with workplace empathy, a trait that is closely related to emotional intelligence (Thompkins, 2022). Managers are seen as better employees by their superiors when they are more compassionate toward their direct reports (Thompkins, 2022). One other reason that leading with emotional intelligence is so important is that when an entire organization is full of people leading with emotional intelligence front and center, it can create a stronger culture (Thompkins, 2022). Conversations, even hard ones, are more honest, productive, and respectful. Everyone feels a strong sense of belonging and ownership. This is challenging. But if great leadership were a paint-by-numbers exercise, great leaders would be more common.
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Goleman, D. (2013, December). The Focused Leader. Harvard Business Review. https://hbr.org/2013/12/the-focused-leader Links to an external site.
Thompkins, S. (2022, June 25). Emotional Intelligence and Leadership Effectiveness: Bringing Out the Best. Center for Creative Leadership. https://www.ccl.org/articles/leading-effectively-articles/emotional-intelligence-and-leadership-effectiveness/Links to an external site.
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Collapse SubdiscussionKasondra Lewis Daniel,
Thank you for your response. I agree with all the information you offered in your reply to my initial posting. Sometimes, human connection is needed to help motivate both leadership and employees. This is especially true in our field of work. When my manager reaches out to me and tells me “great work” or even “thank you,” it is a morale booster and motivates me to continue. Again, thank you for the response; I enjoy discussing topics in nursing with you.
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Collapse SubdiscussionJessica Slavin Response #2
Kasondra,
After reading your post and the required materials for the module, it seems that your ED manager is an authentic leader. Authentic leaders are perceived as hopeful, exhibiting behaviors reflective of a moral compass they can articulate. Key characteristics of these leaders include self-awareness, relational transparency, internalized moral perspective, and balanced information processing (Broome & Marshall, 2021, p. 184). I think we can all agree managers of a department can make or break your team building strength. Good strong emotionally aware leaders challenge the status quo, they are involved in developing a vision and aligning people with that vision. True authentic leaders focus on people, they motivate and inspire others to act by empowering them by building trust and commitment (Melnyk & Finest-overholt, 2018, p. 333). The examples you gave of your manager sound exactly like these qualities and it’s refreshing to hear of such positive leadership within a health system.
References
Broome, M. E., & Marshall, E. (2021). Transformational leadership in nursing: from expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Melnyk, B. M., & Finest-overholt, E. (2018). Evidence-based practice in nursing and healthcare: A guide to best practice (4th ed.). Philadelphia,PA: Wolters Kluwer.
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Collapse SubdiscussionJared Munoz Response #2
Kasondra,
I agree that healthcare leadership is important and that having a “relational leadership style in which followers have trust and respect for the leader [they] are motivated to do more than is formally expected of them to achieve organizational goals” (Boamah, et al, 2018). Working towards a common goal of patient safety and care is what a leader should focus on as well as staff morale. It is important to develop a relationship with those that you lead with respect and trust. Those that respect and trust their leader will do anything for them because they know their leader will have their back as well. Being a nurse leader can be difficult but rewarding. It is our responsibility as nurse leaders to help “advance effective healthcare” (Broome & Marshall, 2021) to those that are in need of it. Being a good leader is about gaining the trust and respect from those that you are to lead. Without that trust and respect leaders have a difficult time accomplishing what needs to be done.
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Collapse SubdiscussionJared Munoz I forgot my resources in my response.
Boamah, S.A., Spence Laschinger, H.K., Won, C. and Clarke, S. (2018), “Effect of transformational leadership on job satisfaction and patient safety outcomes”, Nursing Outlook, Vol. 66 No. 2, pp. 180–189, doi: 10.1016/j.outlook.2017.10.004
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
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Collapse SubdiscussionIvy Dzivenu WEEK 4-MAIN DISCUSSION
Importance of Leadership in the Workplace
According to Shirey (2006), authentic leadership can affect various workforces such as the nursing workforce and everything that is connected to it. Creating a healthy and functional workforce is also deemed to be essential in any workforce to maintain the quality of the workforce. Of course, if a workforce becomes toxic and unorganized, the worker’s moods will also be affected. For instance, workers may experience burnout, development of a disability, and high absenteeism which later on contributes to the shortage of workers.
Even if an individual is passionate about what they’re doing, if the workplace that they belong to is toxic and poorly managed, then, their passion will not save them from experiencing these adverse effects. For instance, if a person is working for a hospital, medical staff such as nurses play a crucial role in providing adequate and quality healthcare. Without nurses, doctors will not have any other person whom they can trust in handling medical and/or health concerns. There should also be a system to manage the qualities and standards that will ensure that all medical personnel such as nurses are equipped to deliver healthcare.
According to the Critical-Care Nurses stated that they have six (6) specifying standards such as skilled communication, true collaboration, effective decision making, sufficient staffing (enough staff deployed), meaningful recognition, and of course, authentic leadership. Authentic leadership may be defined as leading from the heart and not just for the things that they will get if they choose to lead. A healthy and non-toxic workplace does not only rely on the members properly trusting and treating each other. Instead, we are to look at the importance and connect this to other relationships/environments and their effects on the workers.
I have seen this in my workplace when I worked at a hospital. I was just an observer but I saw that nurses and other medical staff were headed by the doctor when it came to attending to the patients admitted to the hospital. I saw that there was proper communication between the members of the hospital so that they can do a single effort. For instance, they have a medical procedure called “code blue” which is something that doctors and other medical staff signal to the rest of the hospital when there is a patient who is in critical condition or is close to losing their pulse.
Workplace diversity
Authentic leadership shares cooperative goals involved in the process of developing a climate for inclusion so that they can prompt the vicarious learning of inclusive behaviors.
Authentic Leadership and Leadership
Lastly, according to Avolio (2005), the University of Nebraska-Lincoln 2004 released the Authentic Leadership Development (ALD). There are also some similarities when defining the authentic leadership theory when compared to the transformational, charismatic, servant, and spiritual leadership perspectives that are continuously examined. Working in the hospital made me realize that no job/occupation is easy especially when you have to attend to many people. For instance, leadership is an important factor in leading a workplace (Luthans & Avolio, 2003).
Without a leader, there is no one to follow and order will not be possible. The leader, on the other hand, does not have the authority to play dominant towards their members or followers. As previously mentioned, a true leader is someone who is kind and courageous enough to admit their faults and shortcomings. They are brave enough to admit that they are not knowledgeable of everything if they know that there is somebody, like a member or a follower who knows better than them. An authentic leader also always listens to their followers since they do not know everything. They are also brave enough to admit and own up to their mistakes. Therefore, the success of a team is credited to the leader and its members. A leader who is kind enough to listen and protect their members and for the followers to be obedient and cooperative is a key component in how a workplace succeeds. Just like what they say, if one goes down in a group, the others go down as well. This just means that authentic leadership is a must if one wishes to succeed in life.
REFERENCES
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001Links to an external site.
Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. Positive organizational scholarship, 241, 258.
Shirey, M.R. (2006). Authentic Leaders Creating Healthy Work Environments for Nursing Practice. American Journal of Critical Care, 15(3), 256-267. https://doi.org/10.4037/ajcc2006.15.3.256Links to an external site.
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Collapse SubdiscussionIris Cornell Ivy response from the instructor
Ivy thanks for sharing. Gashema (2021) indicated that transformational leaders value innovation. How would this type of leadership boost innovation in the staff?
Reference
Gashema, B. (2021). Predicting innovative work behaviors through transformational leadership: The moderating role of corporate social responsibility. International Journal of Research in Business and Social Science, 10(1), 69-84. https://doi.org/10.20525/ijrbs.v10i1.999Links to an external site.
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Collapse SubdiscussionIvy Dzivenu RESPONSE #2
Hi Dr. Cornell,
Innovative work behavior is positively related to an employee’s job performance. Employees’ perceptions about their job fits and organization fits positively affected innovative work behavior, and these associations were mediated by innovation trust, Afsar et al (2015). I strongly think Innovation trust and psychological empowerment from supervisors and managers at my workplace have influenced employees’ innovative work behavior.
According to Boekhorst (2014), the literature in this area is often overlooked and the aspect that is most overlooked is the inclusion of all types of people in the workplace. Workplace diversity has been an issue in most companies since there is an existing disparity between workers of the higher class and those who belong to the lower classes. The article also tackled the issue of the organization-wide change effort involving several reinforcing processes to create a climate for inclusion to facilitate workplace inclusion. This can also be associated with the social information processing theory which states that authentic leaders are deemed to transfer social information on the importance of including all people in the work environment through a model called “inclusive leader role modeling”. This can be done through reward systems to remunerate inclusive conduct so that they can foster the vicarious learning of inclusive conduct by followers.
REFERENCES
Afsar, B., Badir, Y., & Khan, M. M. (2015). Person-job fit, person-organization fit, and innovative work behavior: The mediating role of innovation trust. Journal of High Technology Management Research, 26(2), 105–116. https://doi.org/10.1016/j.hitech.2015.09.001Links to an external site.
Boekhorst, J. A. (2015). The role of authentic leadership in fostering workplace inclusion: A social information processing perspective. Human Resource Management, 54(2), 241-264. https://doi.org/10.1002/hrm.21669Links to an external site.
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Collapse SubdiscussionBeth Howell Response 1 – Beth Howell
Hello Ivy,
Thank you for sharing your experiences including the code blue and your appreciation of authentic leadership.
Code blue is the perfect example of when an authoritarian leader is needed as described by Theory X (Broome & Marshall, 2021). The leader directs what others are to do. Situational theories developed because different situations require different leadership skills (Broome & Marshall, 2021). A leader whose style was following Theory X, a directive style, would not meet with success at my place of employment. Taking charge without being collaborative or micromanaging, a characteristic of Theory X leaders, would not be well received (White,2010). We have few emergencies and tough decisions or challenging patients are discussed collaboratively to find the best solution which is more in keeping with Theory Y traits (Broome & Marshall, 2021).
As you mentioned, an authentic leadership style seeks to understand, build relationships, and their actions are consistent with their values. Even as middle managers, they relate to their superiors as well as the staff that report to them (Broome & Marshall,2021). Authentic leadership has been found to decrease burnout (McPherson et al.,2022). The exposure to authentic leadership at my place of employment has been inspiring and my two direct supervisors are great mentors and role models. I appreciate their ability to be direct and convey purpose and understanding.
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
McPherson, K., Barnard, J. G., Tenney, M., Holliman, B. D., Morrison, K., Kneeland, P., Lin, C.-T., & Moss, M. (2022). Burnout and the role of authentic leadership in academic medicine. BMC Health Services Research, 22(1), 1–9. https://doi.org/10.1186/s12913-022-08034-xLinks to an external site.
White RD Jr. (2010). The micromanagement disease: symptoms, diagnosis, and cure. Public Personnel Management, 39(1), 71–76.
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Collapse SubdiscussionJeanne Baleng Okuwobi Hello Ivy,
I agree that a poorly managed work environment cannot be constructive. Thus, it can turn into chaos. Staff must look up to their leader; thus, leaders must lead by example by displaying proper communication skills and ethical behaviors. Most importantly, a leader has to create a workplace culture where all employees feel welcome regardless of their differences. When a work environment is welcoming and supportive, it will show in the performance of the staff, which then translates into positive healthcare delivery to patients.
Poor communication is often a constant concern in many units. When leaders do not communicate appropriately with staff, it opens the door to errors, leading to chaos and deleterious outcomes for an organization (Gollust et al., 2020). As you mentioned, respect across the board is also essential; doctors, nurses, technicians, and others are all critical to carry out a company’s mission. A toxic work environment will only be detrimental to staff and the company. According to the Journal of nursing management, Nurses who experience working under a toxic leadership and environment reported an increased frequency of nurse-reported adverse events and poorer quality of care in the unit (Labrague, 2021).
References
Labrague L. J. (2021). Influence of nurse managers’ toxic leadership behaviors on nurse-reported adverse events and quality of care. Journal of nursing management, 29(4), 855–863. https://doi.org/10.1111/jonm.13228
Sarah E. Gollust, Rebekah H. Nagler, Erika Franklin Fowler; The Emergence of COVID-19 in the US: A Public Health and Political Communication Crisis. J Health Polit Policy Law 1 December 2020; 45 (6): 967–981. doi: https://doi.org/10.1215/03616878-8641506Links to an external site.
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Collapse SubdiscussionJeanne Baleng Okuwobi Module III. Discussion 1
A leadership style is a set of philosophies and methods that a person uses to manage, guide, and motivate others. It can include an individual’s personality traits, their set of management tools, and their methods and tactics (Most effective leadership styles, 2021). Strong leadership is always needed at all times in an organization; however, with hardships that the healthcare system faces regarding the shortage of staff; thus, good leadership is much more needed to meet the growing needs of healthcare. According to a peer-reviewed journal, the eights attribute that can help ensure that a leader will lead his team effectively are leaders need to communicate a vision, not ambiguity; they need to create teams, not silos; leaders need courage, not popularity; they need to have the ability to develop new leaders, not sycophants, leaders need a sense of vocation, not just a career, they need to serve, not be served, leaders need integrity, not conformity, last but not least, a good leader need character, not charisma (Linda A. Livingstone, 2017).
In addition to these attributes, there are leadership styles such as democratic leadership, laissez-faire, strategic, transformational, transactional, delegating, coaching, and charismatic leadership (Most effective leadership styles, 2021). The two styles that I admire the most are the democratic leadership style and the transformational style. The democratic style leader is a great communicator, is open to staff feedback, and allows staff to participate in decision-making. In healthcare, it is essential that staff, mainly nurses, participate in decision/policy making to address the concerns we encounter and help find solutions. Similarly, a transformational leader is a great communicator, and a visionary whose goal is to help the team and the organization grows to where it needs to be. Communication is an essential component of both styles of leadership. In healthcare, communication is a crucial element. When leaders do not communicate appropriately to lead their team or to listen to their staff, it can lead to chaos and deleterious outcomes for an organization (Gollust et al., 2020). My current manager’s leadership style is democratic; she created a work environment where her staff feels they can share ideas, a place they are respected, and a place where diversity is welcomed. She coaches prospective future leaders by providing constructive feedback on their suggestions. As a result, the staff is happier on this unit compared to the other units I get floated to. Also, when this manager asks her staff to work an extra shift, most agree because the manager has created an environment where the staff feels respected and appreciated.
Conclusion
Outstanding leadership is essential for an organization, To influence positively and successfully lead a team. A good leader helps achieve the organization’s mission while facilitating its growth. In healthcare, we often need our leaders to motivate the staff to perform at their highest potential, which translates into positive outcomes for patients and the organization.
References
Linda A. Livingstone, P. D. (2017, October 30). Eight key attributes of effective leaders – a peer-reviewed academic articles: GBR. Graziadio Business Review | Graziadio School of Business and Management | Pepperdine University. Available from https://gbr.pepperdine.edu/2010/08/eight-key-attributes-of-effective-leaders/
Most effective leadership styles: Find yours!: Wilmington: Cincinnati. Wilmington. (2021, November 16). Available from https://www.wilmington.edu/news/effective-leadership-styles/
Sarah E. Gollust, Rebekah H. Nagler, Erika Franklin Fowler; The Emergence of COVID-19 in the US: A Public Health and Political Communication Crisis. J Health Polit Policy Law 1 December 2020; 45 (6): 967–981. doi: https://doi.org/10.1215/03616878-8641506Links to an external site.
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Collapse SubdiscussionIris Cornell Jeanne response from the instructor
Jeanne thanks for sharing. Delmatoff and Lazarus (2014) indicated that the most effective leadership style is emotional and behavioral intelligence. These two authors indicated that “leaders must move from emotional to behavioral intelligence to realize the desired effects” (Delmatoff & Lazarus, 2014, p. 246). They rationalized it is not enough to understand the effect of emotions on leadership styles, one must move from internal emotion to external behavior. Do you see this as a style to incorporate into nursing leadership why or why not?
Reference
Delmatoff, J., & Lazarus, I. R. (2014). The Most Effective Leadership Style for the New Landscape of Healthcare. Journal of Healthcare Management, 59(4), 245–249. https://doi.org/10.1097/00115514-201407000-00003Links to an external site.
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Collapse SubdiscussionJeanne Baleng Okuwobi Hello Dr. Cornell,
I believe both styles are needed in nursing. Leadership style should be implemented based on the field of concern. In healthcare, workers deal with constant changes and challenges while providing care to others. Thus, I believe leadership should be tailored to meet the needs of a unit and organization. It’s essential to consider the professional strengths of a worker, likewise, their emotional and mental strength. According to the Journal of healthcare management, “Healthcare leaders must understand the value and critical importance of delivering an emotionally and behaviorally intelligent style of leadership to ensure that their staff feel empowered and supported as they work through and implement some of the greatest changes in the delivery of healthcare in this country since the introduction of Medicare ( Delmatoff & Lazarus, 2014)
References
Delmatoff, John1; Lazarus, Ian R. FACHE2. The Most Effective Leadership Style for the New Landscape of Healthcare. Journal of Healthcare Management 59(4):p 245-249, July–August 2014. Delmatoff, John1; Lazarus, Ian R. FACHE2. The Most Effective Leadership Style for the New Landscape of Healthcare. Journal of Healthcare Management 59(4):p 245-249, July–August 2014.
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Collapse SubdiscussionNavtej P Singh Hi Jeanne,
A fascinating discussion on leadership. I agree that leadership theories have evolved through multiple phases and still discovering new avenues to get things done. We all want something done; the same is true for large organizations. Every institution has a mission and a vision according to which they wish to change the environment that best suits their needs and use resources to make it happen. In the earlier day of the industrial revolution, when businesses were more interested in producing things, it was easier to create a fixed process with machines and humans to increase productivity and efficiency. Over the years, managers used power to get things done, and defined power as the ability to mobilize resources to get things done, power within an organization can be either productive or oppressive. It can determine the effectiveness of a system. It is further argued that power reflects the ability to mobilize resources instead of dominance and influence (Francisco, P 2020).
Healthcare is unique in that the client determines the best care for him or her in light of the information provided to him or her. It is very difficult to create rigid processes and policies to fit all, so some level of discretion is needed. Managers must understand that proactive and happy employees working in a collaborative environment will produce the best results. This type of need brings current leadership that pays more attention to employees and acts to educate them with best evidence-based practices and understand their concerns. This brings us to humble leadership that can promote proactive behaviors and increased retention, staff satisfaction, and higher engagement, thus, better quality care (El et al., 2022). More humble leadership will create an environment that nurses like with transparency and effective communication and provide nurses with autonomy to create the best care environment.
References:
Francisco, P. (2020). Informal Leaders: Linking Transformational Leadership, Psychological
Empowerment, and Personal Power (Doctoral dissertation, The Chicago School of Professional Psychology).
El, G. H. E., Zoromba, M. A., Zakaria, A. M., Abualruz, H., & Abousoliman, A. D. (2022). Effect of
humble leadership on proactive work behavior: The mediating role of psychological empowerment among nurses. Journal of Nursing Management (John Wiley &
Inc.), 30(7), 2689–2698. https://doi.org/10.1111/jonm.13692
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Collapse SubdiscussionPamela Corona Laroya Introduction
According to Broome & Marshall (2021), leadership matters. It matters in every organization for nurses to thrive in their careers and advance effective healthcare (pp. 3). We need leaders who can work within different settings like direct care, clinical education research, and administration that serve as foundations in our changing healthcare environments (Broome & Marshall, 2021).
Two key insights
The article I read authored by Li & Wu (2022), entitled, How a grateful leader trait can cultivate creative employees: A dual-level leadership process model, mentioned an ethical leader embodied gratitude. One insight is that ethical leaders are moral as person and righteous as a manager that utilizes two-way communication, reinforcement, and decision-making. According to Broome &Marshall (2021), trait theories of a leader continue to be more popular and influential in making one successful. Another insight is that the leader with character. They combine virtues, personality traits, and values that enable excellence. Virtues are situationally appropriate behaviors, such as justice and humanity, which are symbolic of good leadership in that they contribute to the well-being of individuals and societies (Seijts & Mohan, 2021). The most important insight is the transformational leader. They influence others by changing their understanding of what is essential (Broome & Marshall, 2021). They possess values, emotional intelligence, and attention to the individual’s spiritual side that connects the soul of the organization and honors humanity (pp.15).
Leaders Behavior and Skills in Practice
To deal with multiple challenges in healthcare organizations, a leader’s emotional intelligence comes into place. A leader’s self-awareness, self-management of emotions, empathy, effective communication, and relationship management make them successful (Broome &Marshall (2021). During a crisis, leaders’ ability to thoroughly manage the group or organization and handle stress makes a difference. In my unit, once a house supervisor, my director worked smoothly with the team with her experience and skills from her previous position. My director’s trust, loyalty to the company, and commitment to patients have led us to achieve extraordinary accomplishments like no CAUTI for 365 days and no CLABSI for 200 days.
Leader’s Skills and Practice Impact on the Workplace
According to Duggan & Aisaka (2015), enhancing leadership includes having competent leaders that can effectively communicate missions and visions and are knowledgeable about and supportive of quality improvement, accreditation, and national performance standards. They are honest and trustworthy, care about others, and make conscientious decisions. My director hired new fresh graduates and seasonal nurses in the unit. The ICU has many nurses, and ICU nurses are the float pools in the hospital. She has the heart and dedication for the ICU and the whole hospital. How she thinks of staffing another unit influenced me as a charge nurse. I was distraught if she floated ICU nurses to other floors, but when she finally explained the reason and let me visualize the issue, I was convinced that floating ICU nurses is good for the whole hospital.
Conclusion
Character is considered an antecedent of trust and is the foundation of effective leadership. The wise leader embodies strength in character that enables the leader to understand and express when it is appropriate to demonstrate drive and when to be patient and considerate of other people’s concerns, when to show humility, and when to be assertive. According to Monzani & Seijts (2021), Berkshire Hathaway’s CEO observed, “It takes 20 years to build a reputation and 5 minutes to ruin it.
References:
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Duggan, K., Aisaka, K., Tabak, R.G. et al (2015). Implementing administrative evidence-based practices: lessons from the field in six local health departments across the United States. BMC Health Serv Res 15, 221 (2015). https://doi.org/10.1186/s12913-015-0891-3Links to an external site.
Li, C., Wu, C.-H., Brown, M. E., & Dong, Y. (2022). How a grateful leader trait can cultivate creative employees: A dual-level leadership process model. Journal of Positive Psychology, 17(3), 389–399. https://doi.org/10.1080/17439760.2021.1871941Links to an external site.
Monzani L, Seijts GH, Crossan MM (2021) Character matters: The network structure of leader character and its relation to follower positive outcomes. PLoS ONE 16(9): e0255940. https://doi.org/10.1371/journal.pone.0255940
Seijts, G. H., de Clercy, C., & Mohan, G. (2021). Trust as a Mediator of the Relationship Between Character and Perceptions of Leader Effectiveness During the COVID-19 Crisis. Canadian Journal of Behavioural Science, 53(3), 358–364. https://doi.org/10.1037/cbs0000214Links to an external site.
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Collapse SubdiscussionIris Cornell Pamela response from the instructor
Pamela thanks for sharing. What would you say to someone who said nursing theories are overrated and not of any importance?
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Collapse SubdiscussionPamela Corona Laroya Response # 1 to Dr. Cornell
Dr. Cornell,
Thank you for your response, and that is a good question. Nursing theories should not be deemed as being overrated and unimportant. I would tell the person that nursing theories mold every nurse to be a good nurse. According to Wayne (2021), nursing theories are organized bodies of knowledge to define what nursing is, what nurses do, and why nurses do it. It is a framework of concepts and purposes intended to guide nursing practice at a more concrete and specific level, and these theories, when followed, will define us as a nurse. According to Younas & Quennell ( 2019), nursing theory-guided practice helps improve the quality of nursing care by allowing nurses to articulate what they do for patients and why they do it. According to Broome& Marshall (2021), theories are the foundation of each clinician to become an expert in an ever-changing healthcare system (pp.4). Theories are needed to be more involved in creating healthcare solutions, improving quality of life, transforming the healthcare system, and inspiring the next generation of leaders (Broome & Marshall). Nurses must continue to guide our practice through the lens of nursing theories and should preserve these theories to evaluate the effectiveness of nursing theory-guided practice (Younas & Quennell, 2019).
References:
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Wayne, G. B. (2021, July 8). Nursing Theories and Theorists. Nurseslabs. https://nurseslabs.com/nursing-theories/Links to an external site.
Younas, A., & Quennell, S. (2019). Usefulness of nursing theory-guided practice: an integrative review. Scandinavian journal of caring sciences, 33(3), 540–555. https://doi.org/10.1111/scs.12670Links to an external site.
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Collapse SubdiscussionBeth Howell Response 2 – Beth Howell
Hello Pamela,
Thank you for your discussion post and especially the article by Li et al. (2022). Positive psychology has gained momentum including in the leadership skill realm. Some of the key works in the article you cited “psychological safety” and “employee creativity” are meaningful concepts (Li et al, 2022). Psychological safety is important for team building and creating an environment where one feels safe to share information or ask questions (Lee et al.,2021).
Creating psychological safety may be a challenge if staff members are naturally reticent to voice knowledge gaps or ask questions. Creating an environment that feels safe to shift from self-protection to group goals is important for teams to build success in an ever-changing environment (Broome & Marshall, 2021). In my workplace, the concept of positive leadership and the idea of psychological safety would enhance the team’s function. There is a usual core group that articulates views in staff meetings, but the majority are silent. Creating a psychologically safe environment where one could speak without fear would round out the team’s development.
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Lee, J., Kim, S.L. & Yun, S. (2021). Encouraging employee voice: Coworker knowledge sharing, psychological safety, and promotion focus. The International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2021.2018014Links to an external site.
Li, C., Wu, C.-H., Brown, M. E., & Dong, Y. (2022). How a grateful leader trait can cultivate creative employees: A dual-level leadership process model. Journal of Positive Psychology, 17(3), 389–399. https://doi.org/10.1080/17439760.2021.1871941Links to an external site.
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Collapse SubdiscussionIvy Dzivenu RESPONSE #1
Hi Pamela,
Great post. Very informative and educative. Talking about Leader’s Skills and Practice Impact on the Workplace in your 3rd paragraph, the hospital’s procedures were too amusing not to notice so I got to attribute the characteristics of a responsible and authentic leader to being genuine, trustworthy, reliable, compassionate, and believable. Authentic leaders initiate action and effort into creating healthy work environments such as engaging employees in the workplace to promote positive behaviors among members of the workplace (Sparrowe, 2005). In addition, to become an authentic leader, an individual must think in advance. Many studies have suggested a research agenda to progress the study of authentic leadership in any practice through collaboration between one department to another.
REFERENCES
Sparrowe, R. T. (2005). Authentic leadership and the narrative self. The leadership quarterly, 16(3), 419-439.
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Collapse SubdiscussionMarrisa Montano-White Marrisa Montano-White
December 20, 2022
Module 4 Discussion 1
Primary Post
Leadership Qualities
Leadership is an essential trait for success in any area of life. It is easier to solve problems or create progress with proper leadership. According to Alkaabi et al. (2022), leaders in organizations are crucial for providing workers with direction and psychological satisfaction to improve job performance. I have witnessed a leader with these qualities in my current workplace. When I started my career as an IVF nurse, I was recruited by a manager whom I had known for a few months prior. This manager possessed many leadership qualities, including approachability, which drew me to the position due to her magnetism. In addition, this manager possessed steadfast confidence, thoughtfulness, patience, and accountability. Having a manager with these skills and personality made employees like myself want to work under her and strive to be successful, which benefited patient care. According to Andre et al. (2022), a healthy work environment consists of employees feeling secure, empowered, and rewarded with personal connections in the workplace, which is codependent on nurse leadership.
Leadership in the Workplace
To facilitate progress in the workplace, a leader must be willing to grow and change. According to Duggan et al. (2015), staff often request managers to consider group decision-making, incorporate ideas from non-managerial staff, and use staff meetings to gather and distribute ideas. The manager I described earlier was very successful due to her approachability and willingness to listen and follow through, which eventually earned her an award recognizing her leadership skills. Under this manager, there was less staff turnover, improved productivity, and increased morale. Leaders must connect with their teams to realize that leading without followers and teamwork would be pointless. A successful leader helps to create healthy work environments that ultimately benefit the organization’s progress, employee satisfaction, and patient care.
References
Alkaabi, M., Kudus, N., & Z., A. R. (2022). A Literature Review on the Impact of Work Environment, Leadership Styles and Resilience
on Job Performance in UAE. Journal of Pharmaceutical Negative Results, 13, 2332–2341.
https://doi.org/10.47750/pnr.2022.13.S06.304Links to an external site.
André, B., Jacobsen, F. F., & Haugan, G. (2022). How is leadership experienced in joy-of-life-nursing-homes compared to ordinary
nursing homes: a qualitative study. BMC Nursing, 21(1), 1–9. https://doi.org/10.1186/s12912-022-00850-0
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, 1 5 Links to an external site.(1).
doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-Links to an external site.
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Collapse SubdiscussionElin Danelian Week 4 Main Post
Over the years, many different people have defined leadership in a variety of ways (Broome & Marshall, 2021). Healthy work environments for nurses are influenced by how effective leadership is. According to nurses, leadership is necessary for practice innovation, quality improvement, and successful care delivery (Joseph & Huber, 2015). Two insights I took away from the articles were that leaders are critical in establishing positive work environments and that they have an impact on their employees’ outcomes in terms of their health and employment. A good and genuine leader who is characterized by their honesty, self-awareness, clarity, behavioral integrity, and empathy for staff members promotes a productive workplace where staff members feel more confident (Anwar et al., 2019). Positive leadership practices reduce the likelihood of burnout and the intention to leave a company. Effective leadership promotes a healthy work environment, builds meaningful connections with the team members, and inspires them to do work of a higher quality. Leadership behaviors can help people reach their full potential and give people the confidence they need to achieve results. For example, transformational leadership styles promote an environment where nurses are motivated and passionate in their profession (Steinmann et al., 2018). A transformative leader also uses delegation and advice to help staff members move beyond professional and personal obstacles.
In a health organization I work in, my current nurse manager prioritizes teamwork and uses skillful communication. She consistently demonstrates the capacity to influence people and to encourage common goals among the nurses she supervises. For example, she prepares a weekly huddle for the unit to share new information and policies of the hospital. During the huddles, she also addresses unit needs such as questions and concerns of the staff. My current manager also promotes adequate staffing. For example, when I’ve been in charge and we are short nurses, she has allowed me to call the nurses who are off and ask them to come in to help with overtime pay. Despite her administrative duties, she also helps cover lunches and with patient care, especially with our high acuity patients. She inspires us to work together as a team and to achieve our goals in addition to advocating for our patients.
On my unit, these transformational leadership techniques work incredibly well. The nurses are encouraged and inspired by our managers’ open communication and active listening abilities. Our leaderships effective communication skills and staffing has had a beneficial impact in the nurses and the organization. Our leadership listens to the nurses’ concerns and tries to address them to help the nurses not feel burnt out. The skills my manager practices are effect because it impacts the workplace in a positive way. It promotes a positive work environment; therefore, it inspires the nurses to deliver high quality compare which aligns with the organization’s vision and values. These skills are important in a workplace because it helps the nurses feel appreciated.
References
Anwar, A., Abid, G., & Waqas, A. (2019). Authentic Leadership and Creativity: Moderated Meditation Model of Resilience and Hope in the Health Sector. European Journal of Investigation in Health, Psychology and Education, 10(1), 18–29. https://doi.org/10.3390/ejihpe10010003
Broome, M., & Marshall, E. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Joseph, L., & Huber, D. (2015). Clinical leadership development and education for nurses: prospects and opportunities. J Healthcare Leadership, 7(55-64). https://doi.org/10.2147/JHL.S68071
Steinmann, B., Klug, H., & Maier, G. (2018). The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior. Frontiers in Psychology, 9(23-38). https://doi.org/10.3389/fpsyg.2018.02338
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Collapse SubdiscussionIris Cornell Elin response from the instructor
Elin thanks for sharing. Cummings et al. (2018) reported in their research that leadership practices do not only have serious implications for staff, but also for the clients who staff care for. They found that there are various leadership styles that affect patient outcomes through positive and negative influences on staff and work environments. To your knowledge and work experiences, can you describe a few positive and negative leadership styles?
Reference
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19-60. https://doi.org/10.1016/j.ijnurstu.2018.04.016Links to an external site.
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Collapse SubdiscussionElin Danelian Response 2
Hello Dr. Cornell,
Thank you for your feedback and response. I think that transformational leadership style is positive in the healthcare sector. In transformational leadership, employees are inspired to go to go above and beyond and achieve more than they had planned. Leadership decides what organizational changes are required based on information on health outcomes as well as suggestions from employees, patients, and the community (Sfantou et al., 2017). Leaders use various methods to inspire their staff to achieve the organization’s shared vision, first they model the change they want implemented, then they assist and mentor others, promoting and encouraging the change. I think this is important for healthcare because it incorporates the involvement of the staff and community to improve health outcomes. I believe that situational leadership is a negative style for healthcare. Situational leaders evaluate the tasks at hand to decide the best leadership strategy (Aslam et al., 2022). The reason I believe this type of leadership is negative is because it focuses on short-term goals. This was used during the pandemic by my management and the nurses were overwhelmed and burnt out. It did not take into consideration the nurses’ well-being and focused on how to get through the high census of the day due to the situation at the time.
References
Aslam, S., Saleem, A., Kumar, T., & Parveen, K. (2022). New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction. Sec Organizational Psychology, 31, 810–838. https://doi.org/10.3389/fpsyg.2022.919941
Sfrantou, D., Laliotis, A., Patelarou, A., Sifaki-Pistolla, D., Matalliotaki, M., & Patelarou, E. (2017). Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare, 5(4), 73; https://doi.org/10.3390/healthcare5040073
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Collapse SubdiscussionMichele Cleary Response #2
Hi Elin,
Great post. I agree with you that healthy leadership translates to a healthier work environment. The overwhelming leadership style is transformational. This style brings out the best qualities in the leader and their staff. Transformational leaders inspire others to achieve goals; they have value systems and emotional intelligence (Broome & Marshall, 2021). Leaders need to possess the emotional intelligence to know what type of leader they are. Emotional intelligence also helps them act and react accordingly. Self-awareness, self-management, social awareness, and relationship management are essential qualities to help a leader be successful. Effective leadership in nursing is in a state of Constant change based on positive transformational changes. Effective leadership directly affects nursing staff satisfaction (Robbins & Davidhizer, 2020). Promoting effective communication and positive attitudes enhances a healthy environment. My nurse manager has implemented a daily huddle also, and I find it a very effective way to communicate with all the staff to iron out the kinks of the day before they are even an issue. A strong and effective nursing manager has been positive for our office, staff, and patients.
Thanks,
Michele Cleary
References:
Broome, M. & Marshall, E.S. (2021). Transformational leadership in nursing: From expert
clinician to influential leader (3rd ed.). New York, NY: Springer.
Robbins, B. & Davidhizar, R. (2020). Transformational leadership in health care today.
The health care manager, 39(3), 117-121. https://doi.org/10.1097/HCMLinks to an external site..
0000000000000296
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Collapse SubdiscussionFabio Anifrani Initial Post: Leadership theories in practice
Transformational leadership is the leadership style that fits today’s fast-paced healthcare environment. Such leadership requires individuals who are not only experts in their field but also understand the values of how to translate various leadership approaches into practice (Broome & Marshall, 2021). One critical insight from a leader this writer has seen use transformational leadership skills is the demonstrated emotional intelligence. The ability to stop and be aware of one’s feelings and emotions, especially when the going gets tough. This writer had a manager I considered a role model who modeled this behavior. One day during a meeting when two staff members were complaining and pointing fingers at her, blaming her for equipment not being available. The senior management team had promised to install a ceiling lift in a couple of patient rooms to help prevent staff injuries.
This writer recalls how Judy, the manager handled the situation with calm and poise. She even went further to communicate with the nurses individually to make sure their concerns were validated. She convinced those who complained about our problems on the unit to join a working group dedicated to solving problems, ultimately making them feel like they matter and contributing to finding a solution. This case demonstrated how a transformational leader could empower coworkers and followers by involving stakeholders inside and outside the nursing unit to improve patient care by acquiring the ceiling lifts eight months later (Broome & Marshall, 2021).
Another key insight from a transformational leader behavior that this writer has seen practice involved a leader who fostered a culture of appreciation and used the mentorship and coaching approach rather than an accusatory and punitive approach. As professionals, we are all leaders. More importantly, as nurses, we are knowledge workers. Leadership is standing up and taking ownership of our work, as in doing something that makes a difference in the units we work on within our work settings. A mentor can distinguish between barriers to advancement and opportunities (Moore Foundation, 2015).
This writer was fortunate enough to have a mentor and role model who inspired this writer to learn from the experienced breakdowns. She used to pull this writer aside and have genuine empowering conversations. She was interested in seeing this writer succeed in his career and as a human being. That allowed this writer to take initiatives and chances I otherwise would not have taken. This writer stepped into a management role as an impact of that earlier interaction in this writer’s career. Uslu Sahan and Terzioglu (2022) noted in their study that a self-assessment of the transformational leadership practices of the nurse managers was more favorable than the assessment of the leadership practices made by staff nurses. This impact accounted for 24% of the total job satisfaction of the staff nurses participating in the study (Uslu Sahan & Terzioglu, 2022).
References:
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.).
New York, NY: Springer.
Moore Foundation. (2015). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?
ist=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7
Uslu Sahan, F., & Terzioglu, F. (2022). Transformational leadership practices of nurse managers: the effects on the organizational commitment and job satisfaction
of staff nurses. Leadership in Health Services (1751-1879), 35(4), 494–505. https://doi.org/10.1108/LHS-11-2021-0091
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Collapse SubdiscussionIris Cornell Fabio response from the instructor
Fabio thanks for sharing an excellent posting. According to Marshall and Broome (2017), leaders are seldom born or found by luck. I want to ask how you can prepare and learn to be a leader.
Reference
Marshall, E. S., & Broome, M. E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company.
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Collapse SubdiscussionJeanne Baleng Okuwobi Hello Fabio,
In your third paragraph, you mentioned that transformational leaders foster an environment of appreciation. On that same thought, I sometimes miss the respect and appreciation that the world gave nurses during the pandemic. The world shouldn’t wait for a pandemic to see nurses. “Nurse Week” is fantastic because we get recognized for our outstanding work. However, we need more than one week a year to be acknowledged. According to the Nursing management Journal, It is essential that humans feel appreciated and respected; based on Maslow’s hierarchy of needs, The fourth tier, esteem, includes respect for others. It’s only one step from the apex—self-actualization—meaning that appreciation and respect are foundational to the human soul. ( Raso, 2014). “The heart of a nurse is the heart of a hero. This is true every day; a global pandemic only highlights it. Therefore, let us remember how their grit and grace have inspired us and continue to thank them for their service during National Nurses Week and beyond”. (Johnson & About, 2020).
References
Editor(s): Raso, Rosanne MS, RN, NEA-BC. The importance of being appreciated. Nursing Management (Springhouse) 45(5):p 6, May 2014. | DOI: 10.1097/01.NUMA.0000446186.12908.06
Johnson, A., & About The Author Ashley Johnson Don’t be fooled by Ashley’s quiet presence. She’s an internal processor who just might overthink from time to time. When she’s not caught up in her thoughts. (2020, May 6). These 2 nurses told us what makes them feel appreciated. The Grit and Grace Project. Available from https://thegritandgraceproject.org/life-and-culture/these-2-nurses-told-us-what-makes-them-feel-appreciated
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Collapse SubdiscussionDinorah Abigail De La Cerda Main Post Wk 4
Leadership in Healthcare
According to Broome and Marshall (2021), the world needs leaders with vision and wisdom. The world of medicine is constantly transforming; with it, so is what we want from our leaders. We need leaders who will transform departments, improve the work environment, collaborate with other departments effectively, and thus transform how we provide care to the patient improving their quality of life and bettering our community.
Leadership Insight
There are many ways to lead, each with pros and cons. A leader fundamentally influences other people through their behaviors and actions. Transformational leadership is the most common form of leadership. When the leadership in your facility is compassionate, caring, willing to help, and well-rounded, nurses tend to have higher job satisfaction (Asif et al., 2019). The fantastic thing about the transformational leadership style is that the leader and the followers have the power to push each other to higher levels. Through the leader’s vision and personality, they can even inspire hope (Saad, 2021).
Leadership In Practice
The nurse manager and emergency department director in my facility possess outstanding leadership. Our director gets to work at 5 am every day so that he can be available for the night and day shifts, even if it is just for two hours. He is constantly working the floor due to our staffing shortage and doing his best to ensure that the staff gets their time off requests. He is approachable and knowledgeable and inspires us to do our best and strive for better. Our nursing manager is exceptionally outgoing and makes complex tasks seem like a walk in the park. She is always available to help us through whatever we may find challenging and willing to fight for us when needed. Transformational leadership works very well in our department. The moral of the ED is excellent; all the staff is friends and help each other out. I inspire to be a leader like them.
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Asif, M., Jameel, A., Hussain, A., Hwang, J., & Sahito, N. (2019, July 16). Linking Transformational Leadership with Nurse-Assessed Adverse Patient Outcomes and the Quality of Care: Assessing the Role of Job Satisfaction and Structural Empowerment. International journal of environmental research and public health, 16(13), 2381. https://doi.org/10.3390/ijerph16132381Links to an external site.
Saad Alessa, G. (2021, September 20). The dimensions of transformational leadership and its organizational effects in public universities in Saudi Arabia: A systematic review. Frontiers. https://www.frontiersin.org/articles/10.3389/fpsyg.2021.682092/full
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Collapse SubdiscussionIris Cornell Dinorah response from the instructor
Dinorah, thanks for sharing. What might be a leadership style that you identify with? Why?
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Collapse SubdiscussionDinorah Abigail De La Cerda Instructor Response #1
Dr. Cornell,
I actually took a leadership quiz right before I transitioned into my new position a couple of months ago because I was curious about what kind of leader I was. According to the quiz, I was a laissez-faire leader. I was shocked to discover this, as I previously viewed the laissez-faire leadership style negatively. I had always thought this was “lazy” leadership, not how I would describe myself. I have always been a get your hands dirty and do what you have to do kind of leader. However, laissez-faire leaders do not micromanage, allow for creativity, and allow their followers to gain experience and meet their goals (Cherry, 2022). Still, knowing this, I would say I wish to be a transformational type of leader.
Transformational leadership enhances commitment by staff and improves quality and safety for patients. In the healthcare setting, transformational leadership works better. (Khan & Tidman, 2021). This leadership style enhances patient satisfaction (Wagner et al., 2018). I would love to be a leader who possesses the traits of a transformational leader and can positively influence, motivate, intellectually stimulate and enhance confidence (Khan et al., 2020).
I have worked with administrative leaders who could have been better and provided no feedback, education, or support. Our former Trauma Coordinator never left her office or offered help during trauma activations. As I become more comfortable in my new role, I often go out to support my colleagues in any way I can. I want them to know I will always be there for them, and they can come to me with any issues, which is why transformational leadership is the way to go.
P.S. Merry Christmas and Happy Holidays!
References:
Cherry, K. (2022, November 14). What are the effects of laissez-faire leadership? Verywell Mind. https://www.verywellmind.com/what-is-laissez-faire-leadership-2795316
Khan, A., & Tidman, M. M. (2021, September). Impacts of transformational and laissez-faire leadership in health. https://www.researchgate.net/profile/Ahmad-Khan-99/publication/354629315_Impacts_of_Transformational_and_Laissez-Faire_Leadership_in_Health/links/61dce0f6323a2268f99791d9/Impacts-of-Transformational-and-Laissez-Faire-Leadership-in-Health.pdf
Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020, December 9). Impact of transformational leadership on work performance, Burnout and Social Loafing: A mediation model – future business journal. SpringerOpen. https://fbj.springeropen.com/articles/10.1186/s43093-020-00043-8
Wagner, A., Hammer, A., Manser, T., Martus, P., Sturm, H., & Rieger, M. A. (2018, September 27). Do Occupational and Patient Safety Culture in Hospitals Share Predictors in the Field of Psychosocial Working Conditions? Findings from a Cross-Sectional Study in German University Hospitals. International journal of environmental research and public health, 15(10), 2131. https://doi.org/10.3390/ijerph15102131
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Collapse SubdiscussionDaniel Russell Wright Dinorah, very interesting post about transformational leadership. Due to the seemingly fluid nature of this country’s healthcare system, it’s imperative for nurse managers to employ a transformational leadership style, which encourages adaptation to change (Ugochukwu, 2021). The transformational leadership style enables the identification of aspects of an organization that require change and directs that change by motivating followers and generating a sense of commitment in the organization’s members. If nurse managers adopt the characteristics of a transformational leader, they will be able to feel more at ease and more confident when participating in the creation of healthcare policy, the ever-changing components of healthcare technology, and the mentoring of newly graduated nurses (Ugochukwu, 2021).
The term “transformational leadership” refers to a style of leadership that influences individuals as well as the social systems they are a part of (Ugochukwu, 2021). Its ideal form has the effect of bringing about significant and constructive change in the followers, with the eventual goal of transforming followers into leaders (Ugochukwu, 2021). People that have transformational leadership are charismatic, motivating, intellectually stimulating, and considerate to varied degrees (Ugochukwu, 2021). These are the four characteristics that make up transformational leadership. When used effectively, transformational leadership has the ability to take a team that is floundering or has become complacent and entirely convert it into a collection of individuals that is productive and active (Smith, 2015). This begins with determining the challenges faced by each individual member as well as their areas of strength. The leader is then responsible for establishing a fresh shared objective and directing the members of the group in the direction of this updated vision (Smith, 2015). When it is put into practice in its purest form, transformational leadership has the ability to boost the motivation, morale, and performance of those who follow it in a number of different ways. Among these are the following: connecting the follower’s sense of identity and self to the mission and the collective identity of the organization, being a role model for followers in such a way that inspires them, challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers in order for the leader to align followers with tasks that optimize their performance (Smith, 2015). The majority of individuals fail to appreciate the amount of time and work that is necessary to completely comprehend and implement any type of leadership style, much less one that is as dynamic and effective as transformational leadership.
One might be question why you should focus on transformational leadership rather than another type of leadership given the large number of different leadership styles that are available. According to the findings of research, organizations led by transformational leaders have much greater levels of both performance and satisfaction compared to groups headed by other types of leaders (Krakoff, 2022). This is due to the fact that transformational leaders have faith in the people they lead; they are certain that their followers can achieve their goals, which in turn causes the members of the group to experience feelings of inspiration, motivation, and empowerment (Krakoff, 2022). In a similar vein, transformational leadership frequently results in wider success on a corporate level (Krakoff, 2022). Transformational leaders contribute to the success of the organization by capitalizing on the capabilities of those around them, which in turn helps the organization achieve its goals (Smith, 2015). It is essential for nurses to have a solid understanding of the many nursing leadership theories that are currently being debated in the academic community and to be able to identify the type of leadership that most accurately reflects their individual set of core beliefs (Smith, 2015). The leadership style that is deployed by nursing leaders in the clinical context has a direct impact on the level of satisfaction experienced by the nursing staff, which, in turn, has an impact on the level of satisfaction experienced by patients. The existence of higher levels of contentment among nursing staff leads to a general decrease in the staff turnover rate, greater retention rates, and an increase in the level of contentment experienced by patients (Smith, 2015).
References
Krakoff, S. (2022). What is Transformational Leadership. Champlain.edu. https://online.champlain.edu/blog/what-is-transformational-leadershipLinks to an external site.
Smith, M. A. (2015, September). Are You a Transformational Leader. Nursing Management. https://journals.lww.com/nursingmanagement/fulltext/2011/09000/are_you_a_transformational_leader_.8.aspxLinks to an external site.
Ugochukwu, C. (2021, October 4). Transformational Leadership. Simply Psychology. https://www.simplypsychology.org/what-is-transformational-leadership.htmlLinks to an external site.
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Collapse SubdiscussionJessica Jarosky MAIN POST
Key Insights
One of the key insights I had while reading through the resources provided was concerning transformational leadership. Transformational leadership is a broad term encompassing many supported theoretical frameworks developed by theorists worldwide. It describes a successful leader’s behavioral and professional traits, including the charisma to inspire and influence others to achieve success while being emotionally intelligent and intellectually stimulating to voice and advocate for improvement based on vast knowledge and expertise. Leaders are role models within their profession by asking questions, creating solutions, and collaborating with and supporting coworkers using compassion, empathy, and kindness to inspire all individuals they interact with (Broome & Marshall, 2021).
Another key insight I had while reviewing resources was the moral-based theory of servant leadership. In this theory, “leaders tend to prioritize the fulfillment of the needs of followers, namely employees, customers and other stakeholders, rather than satisfying their personal needs” (Canavesi & Minelli, 2022, para. 1). Servant leaders are leaders by action, rather than just a voice. They influence others by providing a team-based approach to improve patient and job satisfaction and performance. By looking away from an organization’s financial gains or losses, the servant leader looks out for the needs of their colleagues and followers based on their morals and values (Canavesi & Minelli, 2022).Leadership Skills in Practice
I have experienced a wide variety of leadership styles in only my six years of healthcare experience. In my experience, the servant leadership style has been the most effective in the psychiatric setting. In a study published by der Kinderen et al. (2020), the servant leadership style was analyzed and proved to be most effective within mental health organizations by promoting eudaimonic well-being. In an inpatient psychiatric hospital, teamwork is essential for the safety of staff and patients. Compared to medical hospitals, nurses interact with every patient within the milieu and continuously observe for escalating behavior in the milieu that may require seclusion or restraints. In many cases, we have incredibly agitated and aggressive patients requiring physical restraints, and lives could be in danger if your team cannot support this process. Leaders are needed in these situations to identify the imminent needs of patients and staff by delegating or de-escalating after identifying safety concerns.
An experience I had to witness the servant leadership style in practice was with a house supervisor responding to a code on a unit with an acutely psychotic and aggressive patient. This was after the patient had just near-fatally assaulted a staff member, causing a fracture on their skull. This leader came running onto the unit while simultaneously calling 911 after seeing the assault happen while watching the unit cameras. The leader immediately created a plan to restrain the patient until the police and ambulances showed up while delegating roles to the team members to decrease further injuries. After all imminent threats were resolved, she conducted a huddle with all members involved to address what could have gone differently, i.e., stronger medication, improved therapeutic communication, timeliness of calling code, and code response. She also encouraged the conversation of what the team members did well with. When staff members voiced concerns about inadequate staffing ratios on the night shift, the house supervisor relayed this information to her immediate supervisors and up the chain of command to receive a better response. She displayed servant leadership by working alongside her colleagues to de-escalate a dangerous situation, as well as by advocating for their safety by increasing staffing matrixes based on acuity levels on the units.Leadership Impact on Workplace
Within this situation presented above, the servant leadership style played a significant role in the employee and team’s well-being and trust in the leadership team and organization. The skills she used included an open, non-judgmental conversation about areas of improvement and focused on strengths to increase the chances of better outcomes in future codes. She participated in the code as a team member, not in a managerial role, prioritizing her coworker’s safety over her role as the boss. By using these servant leadership qualities, workplace satisfaction was increased as team members knew their concerns were being addressed and had a leader among them who stressed the importance of safety throughout the hospital. This house supervisor emulated important professional and personal traits that encouraged coworkers and peers to strive for success and improvement within the workforce. She was an excellent role model to other house supervisors who believed their role was only as a manager and not as active members of the care team.
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Canavesi, A. & Minelli, E. (2022). Servant Leadership: A systematic literature review and network analysis. Employee Responsibilities and Rights Journal, 34(3), 267-289. https://www.doi.org/10.1007/s10672-021-09381-3Links to an external site.
der Kinderen, S., Valk, A., Khapova, S. N., & Tims, M. (2020). Facilitating eudaimonic well-being in mental health care organizations: The role of Servant Leadership and Workplace Civility Climate. International Journal of Environmental Research and Public Health, 17(4), 1173. https://doi.org/10.3390/ijerph17041173Links to an external site.
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Collapse SubdiscussionIris Cornell Jessica response from the instructor
Jessica thanks for sharing. Cummings et al. (2018) reported in their research that leadership practices have serious implications for staff and the clients whom staff care for. They also found that various leadership styles affect patient outcomes through positive and negative influences on staff and work environments. To your knowledge and work experiences, can you describe a few positive and negative styles?
Reference
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19–60. https://doi-org.ezp.waldenulibrary.org/10.1016/j.ijnurstu.2018.04.016Links to an external site.
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Collapse SubdiscussionJessica Jarosky RESPONSE TO Dr. Cornell from Jessica
Hello Dr. Cornell,
Thank you for the question. In my experience, I have witnessed both positive and negative leadership styles. Positive leadership styles I have experienced that affect patient outcomes through a positive influence on staff and work environments include the components of a transformational leader. As Broome & Marshall (2021) described, transformational leaders “influence others by changing the understanding of others of what is important…. that is focused on self, others, the situation, and the larger context” (p. 15). A transformational leader takes a more holistic approach to situations, considering the effect of a problem on all aspects involved. They inspire others by being role models within the workforce, accounting for the emotional needs of colleagues to create a positive influence on the work environment, which, in turn, enhances patient outcomes.
Negative leadership styles that affect positive work environments for staff can often include an authoritarian style of task-focused leadership without concern for the well-being of colleagues. This leadership style makes workers feel less valued and more like pawns within the organization. We often get asked to work 16-hour shifts back-to-back because the organization is short-staffed though they have no regard for the employee’s physical or emotional well-being working extensive hours. This often leads to medical errors and safety concerns that negatively affect patient care. Cummings et al. (2018) also described negative leadership styles to include “dissonant leadership, abusive leadership, management by exception, transactional, instrumental and laissez-faire approaches” (p. 22). I have also experienced transactional laissez-fair leadership styles in the workplace, with managers who provide little to no direction or support, though implement punishment when tasks aren’t performed correctly (Broome & Marshall, 2021).
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19–60. https://doi.org/10.1016/j.ijnurstu.2018.04.016Links to an external site.
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Collapse SubdiscussionElin Danelian Response 1
Jessica,
Thank you for your informative post. In order to deliver safe and effective patient care, nurses need to work in a healthy workplace that is enjoyable, empowering, and safe. The leadership style that you mentioned seems like it would help achieve that. The idea that leaders should put the greater good first is the foundation of the servant leadership style (Canavesi & Minelli, 2022). This type of leader puts their team and company first. It appears that in servant leadership, leaders prioritize meeting the needs of their employees and followers over meeting their own wants. This would have a positive impact on an organization because it will provide strong support to their employees. Because it emphasizes teamwork, building trust, and meeting patient needs, servant leadership may be the greatest strategy for healthcare organizations (Allen et al., 2016).
References
Allen, G., Moore, M., Moser, L., Nelli, K., Sambamoorthi, U., & Bell, H. (2016). The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy. American Journal of Pharmaceutical Education, 80 (7) 113. https://doi.org/10.5688/ajpe807113
Canavesi, A., & Minelli, E. (2022). Servant Leadership: A Systematic Literature Review and Network Analysis. Employee Responsibilities and Rights Journal, 34, 267–289. https://doi.org/10.1007/s10672-021-09381-3
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Collapse SubdiscussionNavtej P Singh Initial Post.
In simple words, leadership is guiding, directing, motivating, and inspiring individuals or groups toward achieving a common goal agreed upon by all. Early management theories developed during the industrial revolution and were more geared toward the process. Processes were made rigid, and people needed to follow, which gave rise to bureaucratic and autocratic leadership styles and hierarchal power structures. Leadership theories moved from process to worker style theories to leader trait theories (Broome, Marshall, (2020). The focus lately has moved from the process to the worker to the leader. As the leadership theories started to look at human behavior and then theories moved from trait theories to situational and constituent interaction theories. Leadership is seen through the lens of emotional intelligence to servant leadership theory (Broome & Marshall,2020).
It is clear from the historical perspective that the current methodology to improve human behavior is directly related to the behavior of the leaders. In any work environment, productivity increases if people feel listened to and the decision-making is consensus-based. The difference between the high-capacity and low-capacity health departments seems to be based on the behavior of nursing administration if decisions are made collectively or were forced on the staff, and the staff is provided additional educational opportunities by the administration (Duggan & et al., 2015). One of the behaviors that seem to be very important is humility. Humility improves the subordinates’ self-worth, which increases autonomy, possibly via psychological empowerment, and thus makes staff more productive. Organizational measures for cultivating humble leadership among nurse managers are vital to enhancing nurses’ psychological empowerment, which ultimately promotes nurses’ proactive behavior (El-Gazer & et at., 2022). As described by nurse managers in self-reported interviews, authentic leadership has self-awareness of the leader, balanced processing, transparency, and moral leadership is the main pillars of such leadership (Alexander & Lopez 2018).
In my experience at my hospital, most of the problems seem to stem from a lack of transparency and humility in our leadership. Our current turnover ratio is about 8-10% per year, and the hospital is bleeding nurses at a higher rate than are being recruited. Nurses feel paralyzed in the face of a constant threat that they may be reassigned to a different unit if they make a mistake. Nurse managers rarely tour hospital wards to make nurses feel included; thus, rumors float more often due to a lack of transparency. In my opinion, if nurses are more proactive and feel empowered that their mistakes will be tolerated with humility, then the quality of care shall improve. Now nurses act based on what they learned a long time ago, and there is no deliberate effort from the management to provide quality ongoing education. My hospital has a perfect opportunity to improve patient care through educating leadership with newer techniques.
References:
Alexander, C., & Lopez, R. P. (2018). A thematic analysis of self-described authentic leadership
behaviors among experienced nurse executives. JONA: The Journal of Nursing Administration, 48(1), 38-43.
Broome, M. E., & Marshall, E. S. (2020). 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.
El‐Gazar, H. E., Zoromba, M. A., Zakaria, A., Abualruz, H., & Abousoliman, A. D. (2022). Effect of
humble leadership on proactive work behaviour: The mediating role of psychological empowerment among nurses. Journal of Nursing Management, 30(7), 2689–2698. https://doi.org/10.1111/jonm.13692Links to an external site.
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Collapse SubdiscussionJessica Jarosky RESPONSE TO Navtej from Jessica
Hello Navtej,
Thank you for the very insightful post on the leadership styles within your organization. Reading your post, I recognized many similar experiences with the leadership styles you described within my organization as well; however, our turnover rate was 17% last year. As you said, we also have nurse managers and leadership team members who do not come on to the unit frequently, though they are often the ones creating policies and changing rules with no input from the bedside nurses. The working nurses feel emotionally exhausted from working overtime and being stretched to their limits because of short-staffing, that nurse burnout is becoming increasingly more common. Task-focused leadership styles that have no emphasis on the relationship or emotional well-being of followers can lead to poor patient outcomes and work experience. These leadership styles are considered transactional and often operate on a reward/punishment system (Broome & Marshall, 2021). Poor communication between the leadership team can also play a role in poor patient outcomes from negative leadership styles. A transformational leader, on the other hand, intends to lead, advocate, and persuade others to reach a goal that they wouldn’t usually plan to reach for. They exude emotional intelligence and have the vast knowledge and confidence to lead others and become change agents in their profession (Walden University, 2014). Transformational leaders are needed to bring change to the workforce to affect patient outcomes and staff experiences positively. Thank you for your insight on the topic!
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Walden University, LLC. (Producer). (2014). Leadership [Video File]. https://waldenu.instructure.com/courses/22165/pages/module-3-learning-resources?module_item_id=468619
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Collapse SubdiscussionTiffany Johnson Leadership Theories in Practice-Initial Discussion
The pandemic has brought new stressors on the healthcare world. There are budget constraints, nurses and other healthcare providers left the profession in droves leaving bare bones staffing with an increasing number of very sick patients. Nursing leaders must find a way to make sure that staff are happy and not burning out, patients are receiving the best care possible all while staying within budgetary constraints of this new world. More leaders are leaning into a caring leadership style and to meet the demands of the new world. Erickson caritive model is a natural process in which nursing leadership focuses on “guidance, direction, respect, and human love and compassion for employees” (Zhang et al., 2022). In my facility I observed our upper leadership team make sure we all felt safe and secure in our jobs. Our C-suite team walked beside us through the entire initial pandemic. They were helping hands in the ICU, passed out masks at doors, acted as sitters on the floors and made sure when life slowed down that we all kept our jobs and our hours. The leadership team within my facility definitely could have had a more business model focus in their leadership but chose caring instead. This has created some of the lowest turnover rates in our region and nationwide for our organization.
I was a nurse manager during the pandemic and ultimately decided to step down and chose another path in nursing. I was able to help chose my replacement nurse manage. The top candidate had only five years of nursing experience. I had eighteen at the tie and the other nurses on my units trumped my years by a minimum of ten years. It was difficult to get the team to agree that she was going to do a great job. We got the support from upper leadership and hired our, very enthusiastic not jaded in nursing, nurse manager, Lindsay. It took her a solid year to break through all of the walls the “mature” nurses had set. Within Parse’s nursing theory the Human Becoming Theory, there is something she calls “creative élan—a force and vigor that taps into innovation and facilitates marked contributions to healthcare” (Donohue-Porter, 2014). Lindsay did just that. She is very inventive with her staffing. She has brought two units who used to not care to much for each other together and they now share staffing. She has brought all of the other floors leadership together and created a team approach. Another benefit of having a fresh set of eyes created was an avenue for nursing student as patient care techs within the float pool. Theu are able to see all aspects of the hospital and gain experience needed to determine where to go after nursing school. We are very lucky to have the c-suite team and Lindsay utilizing these nursing theories.
References
Donohue-Porter, P. (2014). The creative élan of nursing theory. Nursing Science Quarterly, 27(4), 330–335. https://doi.org/10.1177/0894318414546413Links to an external site.
Zhang, F., Peng, X., Huang, L., Liu, Y., Xu, J., He, J., Guan, C., Chang, H., & Chen, Y. (2022). A caring leadership model in nursing: A grounded theory approach. Journal of Nursing Management, 30(4), 981–992. https://doi.org/10.1111/jonm.13600Links to an external site.
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Collapse SubdiscussionIris Cornell Tiffany response from the instructor
Tiffany, thanks for sharing. Weber (2007) wrote that we need to find creative ways to apply newer leadership theories in practice and education, thus, promoting a holistic practice environment for nurses. What type of leadership theory is relative to your nursing practice? Could you create your leadership style? If so, what would that look like?
Reference
Weber J. (2007). Creating a holistic environment for practicing nurses. The Nursing Clinics of North America, 42(2), 295–vii. https://doi.org/10.1016/j.cnur.2007.03.003Links to an external site.
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Collapse SubdiscussionTiffany Johnson Discussion Post Response Two
Dr. Cornell, those are great questions. As a nurse leader, I have never thought about nursing theory and my practice. Many believe that nursing theory is box we check just to get through nursing school, believe me I was one of them, but we need them to help us overcome obstacle and answer our critical questions in leadership (Smith & Johnson, 2018). I feel we need multiple leadership styles to get through the muck of healthcare right now. As a manager, I moved through several different theories as I learned what worked for my team and myself. The two that ring true even now as I have stepped back into a charge nurse role are the servant and authentic leadership theories. Servant leadership, which was first described by a retired AT&T executive, as a style of leadership where the leader puts others first, followed by leading the team (Neville et al., 2021). This is a great theory to grow on as a new nurse leader. It allows the nurse leader to get to know their team. The leader can learn the strengths and weaknesses of their team members. This helps tremendously when the leader must roll out new policy if there is a change in practice. The team and leader grow together. The authentic leadership theory is based on “personal integrity, transparency and altruism” (Luger & Fitzpatrick, 2022). I found that when I was open and honest with my team, I got the most positive outcomes with them. I made sure to include my team when we needed to make crucial decisions for the unit. An example of this would be when we had our PCT leave, and we could replace with another PCT or a nurse. I let the team decide which would be more beneficial for them. They chose to add another nurse versus a PCT to help with staffing concerns. The benefit to allow the team to participate was to create a trusting working environment. When I was not able to include the team, they trusted I was making the best decision for them and the unit. I believe creating my own leadership would be difficult. I understand the business focus in healthcare; however, it was always an internal battle between what needed to happen and what I felt was right. I would like to think nursing leadership is one of the hardest professions to lead in. I went into nursing to help and serve which does not usually coincide with the business brain needed to be successful as a leader. Moving forward, my leadership style would continue to be human focused but really dig in and learn the business side. Without a successful business, there would be no business.
References
Luger, S., & Fitzpatrick, J. J. (2022). Narrative nursing leadership “story telling” and constructs of authentic nursing leadership. Nurse Leader, 20(1), 67–69. https://doi.org/10.1016/j.mnl.2021.08.003Links to an external site.
Neville, K., Conway, K., Maglione, J., Connolly, K. A., Foley, M., & Re, S. (2021). Understanding servant leadership in nursing: A concept analysis. International Journal for Human Caring, 25(1), 22–29. https://doi.org/10.20467/humancaring-d-20-00022Links to an external site.
Smith, C. M., & Johnson, C. (2018). Preparing nurse leaders in nursing professional development. Journal for Nurses in Professional Development, 34(1), 38–40. https://doi.org/10.1097/nnd.0000000000000404Links to an external site.
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Collapse SubdiscussionJared Munoz Main Post
Leadership in Healthcare
Leadership is essential in any organization and being a good leader that is respected among those that you lead is important for morale and productivity. In order to be a good nurse leader, you have to lead by example and provide “advance effective healthcare for society” (Broome & Marshall, 2021). Being a leader is hard work and can take an emotional and physical toll on the nurse.
When reading scholarly articles about nurse leaders, I found it interesting that higher-level healthcare facilities were “more likely to have strong leadership, partnerships, financial flexibility, workforce development activities, and an organizational culture supportive of evidence-based decision making” (Duggan et al, 2021). This is not to say that rural facilities do not have great nurse leadership, but the odds of a higher-level healthcare facility having better nurse leadership is greater. I have found that being a great leader in several different careers, including nursing, has been challenging. It is important to have both a good relationship and have fun at times with those you lead while commanding respect and trust when needed. When a leader has a “relational leadership style in which followers have trust and respect for the leader [they] are motivated to do more than is formally expected of them to achieve organizational goals” (Boamah, et al, 2018). In the mental health facility I work, at there are multiple leaders that lead by example and are respected by fellow coworkers and patients. These leaders allow their coworkers to make good decisions and, if needed, they offer constructive criticism in order to help their team members learn and grow. One thing that is important is to back up your fellow nurse or psych tech’s decisions. A good leader will not use their authority to overthrow the decision that was made, but rather help explain why it was made. It is important for me to know that my charge nurse has my back, that my decisions are supported, and that my mistakes are corrected without judgment or disrespect.
Boamah, S.A., Spence Laschinger, H.K., Won, C. and Clarke, S. (2018), “Effect of transformational leadership on job satisfaction and patient safety outcomes”, Nursing Outlook, Vol. 66 No. 2, pp. 180–189, doi: 10.1016/j.outlook.2017.10.004
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
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 Links to an external site.(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3Links to an external site.
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Collapse SubdiscussionIris Cornell Jared response from the instructor
Jared thanks for sharing. According to Marshall and Broome (2017), leaders are seldom born or found by luck. I want to ask how you can prepare yourself and learn to be a leader.
Reference
Marshall, E. S., & Broome, M. E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company.
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Collapse SubdiscussionJared Munoz Response #1
Dr. Cornell,
I like the quote you used in your response to me because leadership is experience. Some may have a natural ability to learn to be a leader easier than others. In my experience of being a leader in several different careers I found that treating those that you lead with respect and dignity is important. Even if you as a leader make a mistake those that follow with support you. As I mentioned in my main post, by having this type of “relational leadership style in which followers have trust and respect for the leader [they] are motivated to do more than is formally expected of them to achieve organizational goals” (Boamah, et al, 2018). I found that being a nurse leader is very hard but very rewarding at the same time. I learned that as a leader I will not have the answers to everything but what I do have is the ability to work with my fellow nurses to find the answer together so that we “advance effective healthcare” (Broome & Marshall, 2021) to our patients that need us. I also found that being a good nurse leader is to not always bailout a nurse with an issue they are having by simply giving them the solution. This will not help the nurse learn, I instead encourage them to think outside the box come up with a solution even if it is the wrong one and then help them breakdown the answer to determine the right course of action. I do this with respect and by being approachable so that my nurses can feel confident to come to me for help. Lastly, I can’t reiterate this enough, but a leader must treat those that follow them with the upmost respect and dignity and treat them as an equal instead of a being an insubordinate.
Boamah, S.A., Spence Laschinger, H.K., Won, C. and Clarke, S. (2018), “Effect of transformational leadership on job satisfaction and patient safety outcomes”, Nursing Outlook, Vol. 66 No. 2, pp. 180–189, doi: 10.1016/j.outlook.2017.10.004
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
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Collapse SubdiscussionKasondra Lewis Module 3 Discussion 1: Peer Response #2
Hello Jared,
I enjoyed reading your discussion. In part of your discussion post, you mention that leadership with respect and trust is essential, but the ability to connect through relationships involving fun is also equally important. I agree with this statement; I prefer leadership to be approachable and relatable on a humanistic level. Many aspects you explain in your post regarding connection, respect, and motivation align with the transformational leadership style. The transformational leader helps to encourage staff, inspire staff, and promote change on an individual level through the connections they form with others (Reinhardt et al., 2022). You also mention that leaders should lead by example; this mention also aligns with the transformational leadership style. Transformational nurse leaders model the way for other nurses helping to inspire and motivate individuals (Demir & Duygulu, 2022).
References
Demir, O. I., & Duygulu, S. (2022). Relationship between Nurses’ Perception of Transformational Leadership Practices and Control over Nursing Practices. International Journal of Caring Sciences, 15(1), 465–475.
Reinhardt, A. C., Leon, T. G., & Summers, L. O. (2022). The Transformational Leader in Nursing Practice – an approach to retain nursing staff. Administrative Issues Journal: Education, Practice, and Research, 12(1). https://doi.org/10.5929/2022.12.1.1
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Collapse SubdiscussionOluwashola Adebola Adeniji Main Post
The part played by the activities of leadership in the creation of good working environments
Nurses need to work in an atmosphere that is not just healthy but also fun, empowering, and safe for them to be able to provide patients with safe and good care. The acts of leaders have an effect on the development of a favorable working environment for nurses. The articles enlightened me on two important points, the first of which is that leaders play an essential part in establishing the work settings that shape employee experiences and, as a result, health and outcomes connected to the workplace. According to Sili et al. (2014), a good and genuine leader who is characterized by honesty, self-awareness, clarity, behavioral integrity, and empathy for workers is able to generate a pleasant working environment in which people feel empowered. This is because a good and genuine leader is characterized by honesty, self-awareness, clarity, and behavioral integrity.
Effective leadership can help avoid bad things like burnout, dissatisfaction, and people leaving their jobs. According to Mudallal et al. (2017), leadership behavior that enables nurses to use their abilities, actions, and knowledge to govern their work has the potential to improve job satisfaction, organizational commitment, and the quality of care. Furthermore, this type of behavior may also increase the likelihood that nurses will continue to work in the field. The Application of Leadership Theories in Nursing (Nursing Discussion 1) (NURS 6053). Activities that empower nurses, such as educating and exhibiting concern and care for patients, alleviate feelings of depersonalization and emotional exhaustion in nurses by creating faith in the organization and its leader. In particular, transformational leadership practices contribute to the creation of a positive environment at work, one in which nurses feel they have agency and are engaged in their job.
Behaviors associated with leadership have the ability to assist employees in realizing their potential and encouraging them to make adjustments that are realistic. According to Suranto et al. (2018), leaders that encourage collaboration, engage workers in decision-making, recognize outstanding performance, and inspire motivation may raise employee satisfaction and improve the quality of their work-life balance. The followers of a transformative leader, for instance, are motivated to stay loyal to the organization and to participate in the achievement of the group’s common purpose. A transformational leader is one who helps employees progress beyond professional and personal concerns by providing advice and making use of the power that has been entrusted to them.
An instance in which one has seen the skills and behaviors associated with effective leadership in action.
In my experience, a nurse manager of a medical-surgical unit who died alongside a nurse who frequently slept off the job exhibited leadership behaviors and skills that fostered a healthy work environment. These behaviors and abilities were used by the nurse manager. The nurse manager conversed with the nurse and successfully convinced him to give his job a higher priority. During the talk, the manager did not criticize the nurse but instead reassured her that he trusted and valued her. However, he did warn her that if she recognized that he was disregarding his duties, it may have an effect on the results for the patients. The manager paid close attention to the employee as he talked about his ideas and points of view so that he could better understand the employee’s worries and needs. To get the nurse to care more about the unit, the leader gave her support and encouragement. The nurse got more invested in his work, stopped dozing off throughout his shift, improved his performance, and was ultimately successful in meeting the goals set forth by the company.
The efficiency of the talents, as well as how their use impacted the working environment
In this particular instance, the nurse manager’s leadership talents proved to be highly beneficial, as they made it possible for the nurse to see his mistake and assisted him in altering both her and his behavior. . The nurse’s attitude toward behavior change was significantly impacted by the leader’s capacity for open communication and attentive listening, which served as a source of inspiration and motivation for the nurse. The trust between the leader and the nurse was formed when the leader listened to the nurse’s wishes and concerns without passing judgment on him. The leader gained the nurse’s confidence by communicating with him in a manner that was honest, fair, and open and by encouraging the nurse to make the choice to alter his behavior on his own. The nurse’s qualities as a leader created a pleasant place to work. This made it easier for the employee to contribute to the organization’s goals and kept the nurse from punishing the patient for his mistake. Because of these skills, the nurse was able to make him feel appreciated and important at work, which made him like his job more and make him more committed to the company.
ReferenceMudallal, R., Othman, W., & Hassan, N. (2017). Nurses’ Burnout: The Influence of Leader Empowering Behaviors, Work Conditions, and Demographic Traits. INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 54(1), 1-10.
Sili, A., Fida, R., & Trezza, T et al. (2014). Nurse coordinator leadership and work environment conflicts: consequences for physical and work-related health of nursing staff. Med Lav, 105(4), 296-306.
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 NURS 6053 Nursing Discussion 1: Leadership Theories in Practice.
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Collapse SubdiscussionIris Cornell Oluwashola response from the instructor
Oluwashola interesting posting. What would you say to someone who said nursing theories are overrated and unimportant?
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Collapse SubdiscussionMleh Porter Transformational Leadership in Nursing Practice
Transformational leadership in nursing can have an incredibly positive impact on the workplace. Broome and Marshall (2021) stated that this leadership style encourages nurses to take ownership of their roles and strive for excellence in their work. Commenting on the same, Alzahrani (2019) mentioned that transformational leadership provides an environment where nurses work collaboratively to achieve goals and solve problems. Moreover, this leadership style encourages nurses to be proactive, think outside the box, take the initiative, and be creative in their approach to care. According to Collins et al. (2020), this ultimately leads to increased job satisfaction, improved patient outcomes, and better communication between nurses, doctors, and other healthcare professionals.
I have seen a leader in my current nursing role use transformational behaviors and skills to create a positive work environment. She always considered the needs of her staff and worked to find creative solutions to problems. For example, when our department was short-staffed due to illness, she encouraged team members to take extra shifts to ensure that patient care was not compromised. She was also eager to support us when we had questions or issues. Furthermore, she was always willing to listen to ideas from her staff and was open to new ways of doing things. Doing this showed that she valued her team’s input and was willing to make changes to improve the organization.
This leadership style is often beneficial because it encourages collaboration and creativity and culminates in improved results in healthcare settings (Apore & Asamoah, 2019). She was clear about expectations and provided regular feedback on our progress. All in all, she created a positive work environment where everyone felt appreciated and respected.
References
Alzahrani, S. (2019). Transformational leadership style on nursing job satisfaction amongst nurses in hospital settings: Findings from systematic review. Global Journal of Health Science, 11(6), 1-25.
Apore, G. N., & Asamoah, E. S. (2019). Emotional intelligence, gender and transformational leadership among nurses in emerging economies. Leadership in Health Services.
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Collins, E., Owen, P., Digan, J., & Dunn, F. (2020). Applying transformational leadership in nursing practice. Nurs Stand, 35(5), 59-66. https://doi.org/10.7748/ns.2019.e11408Links to an external site.
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