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Teaching, Learning and Leadership for Clinical Practice

Introduction to Different Leadership Styles in Nursing Practice

Nursing professionals play an extraordinary role in a variety of people. These people are consultants, psychologists, clients, family members, unit managers, physical therapists, technicians, and aides. Leadership is used to perform the tasks effectively to deal with all kinds of situations. Leadership is defined as the quality of a person that attempts to influence the behavior of a person as an individual and group. The styles vary depending upon the goals of themselves and the organization (Kim et al., 2015). Leadership is the quality that leads the person to develop the qualities and abilities to diagnose and understand the situation that is to be influenced. It is known as the adaptation that allows other resources and behavior to close the gap between the current situation and what is hoped to achieve. Communication plays here an important role in nursing management to effectively fulfill the goals that are required to meet. There are various styles of leadership using in nursing practice such as the interactional, democratic, situational, and authentic style of leadership. There are well explained in an essay to know the importance of different leadership styles in nursing practice (Giddens, 2018).

Interactional/ Interactive Leadership

This leadership style is based on developing a trait theory to understand the interaction between other variables and the leader of the situation. There is some form of contemporary theories followed in a healthcare setting such as behavioral theory and situational theory that are used to integrate the dynamics of interaction among the leader, healthcare professionals, and other staff based on the elements of leadership. The effects of leadership style are analyzed and argued that effective leadership depends upon several variables including values of the leader and their followers, organizational culture, complexities of situation, environment, the accomplishment of work, and influence of leader and manager. The cases are there in healthcare settings in which the leaders strive to keep their focus on their activities only, but others are there who use interactional theory to dedicate their time in considering interaction with workers to have a connection and greater impact on the work environment. This is how the interactions of nursing leaders are found to be more powerful within the hospital setting (Calzone et al., 2018). This style of leadership argues that this type of leadership is necessary in the work environment to have interactions in a set climate to directly relate to the success of a healthcare organization. Success is achieved by including employee morale and productivity to enhance performance.

Interactional leadership has a greater influence and impact on the happiness of others for the satisfaction of patients and their family members. This leadership style has an impact on the health of relationships between staff members that can have more impact than the happiness of family members. The style of leadership dedicatedly is involved for the attention of workplace interactions so that they can result in the success of the organization including the enhanced length of stay of staff with the company, raising employee productivity, and eagerness of employees to work with the innovative ideas (Balsanelli, David & Ferrari, 2018). Almost all business leaders are aware of the styles of leadership context. It is because the professionals are involved to interact with the organizational employees to have a greater influence in the organization.

It is found that employees who followed this leadership style have greater staff connections to make a major influence on the setting. The emphasis of the leaders in this leadership style is towards keeping track of conflicts. The features of this leadership style help the leaders to either get all through disputes or avoid disputes completely. They do so because they think, this practice will eventually have a constructive influence on the association as a whole. The benefits of the transactional leadership style are that it helps in producing successful and happier workers in the workplace. It is because the leader focuses on healthy relationships between individuals and the community to have smooth functioning in the healthcare organization. This facilitates them face serious collaboration related problems that prove damaging to the commercial before they happen (Fast & Rankin, 2018).

Situational Leadership

This is the adaptive style of leadership that encourages the nursing leaders to take up all the team members with different qualities to fit them best according to the goals and circumstances. This is the model of choice that is followed in an organization to develop people and workgroups in all the departments of the organization and to establish rapport to bring out the best results from nursing professionals. This is the most common and used type of leadership style that is used in the various departments of the organization. The style is flexible as it gives liberty to the working professionals to use a set of skills for the management and requirement of the organization. The nursing leaders follow this style of leadership in clinical practice to move according to the changes in the organization and its employees.

The leaders should have here deep understanding ability to fit and allow the employees to be fitted according to the change in the organization. Goleman was the father of situational leadership and he explained that six different styles of leadership are used in situational leadership such as teaching leaders, pacesetting leaders, powerful advisors, authoritative advisors, affiliative advisors, and democratic leaders. Nursing leaders use this style in a way by mentoring, telling, delegating, selling, and participating the nursing professionals. In the telling, a nursing leader makes decisions by communicating with everyone. They form objectives and roles that others accept to handle the situation effectively. In selling, the nursing leaders create responsibilities and roles for others, but they also open for opinions and suggestions to work on collective ideas. The participating part gets involved at the times to make decisions about what employees say. However, the nursing leaders participate in the decision-making processes, but the ultimate decision is left in the hands of employees. Delegation allows the leaders to be responsible for team management also guide work. This helps in solving difficult problems from time to time with the help of decision-making (Daly, Speedy & Jackson, 2015).

Authentic Leadership

Authentic leadership is the attitude that underlines improving and constructing the authority of the leader by preserving healthy relationships to value the feedback and build a moral organization. The leaders who follow this leadership are the positive people who are truthful with self-concepts on openness. This leadership is followed by many leaders who view to emphasize on team performance and individual performance. The leaders get profits by sharing people's prices and ethics. It means that the Authentic style of leadership is growing with a fast scale with beginning to the fruitful concept. The authentic leadership deals with self-awareness, balanced processing, relational transparency, internalized moral perspective, and relational transparency. Self-awareness relates to the ongoing process of re-examination and reflection by the leader’s strengths, limitations, values, and ethics (Dyess et al., 2016). The internalized moral perspective is another consensus that relates to a positive ethical foundation restricted by the leaders in his or her relationships and decisions that are relatable outside.

Balanced processing in nursing practice is followed by the solicitation of leaders to view the opposing viewpoints and relationships of the mentioned viewpoints. Relational transparency in nursing practice is followed by openly sharing thoughts by the leader himself or herself to view the beliefs and thoughts in a balanced manner to minimize inappropriate emotions. Leadership is the underlying organizational model that embraces nursing professionals. Healthy work environments are maintained with reliability and recognition of safety cultures to include all the foundational elements. The constant try is made towards improvement in leadership skills by advising and improving healthcare environments. Authentic leadership in nursing is the positive psychology of dealing with honesty, integrity, trust by underpinning the values of treatment (Lamont et al., 2015).

This style has a great impact on the well-being of staff to improve patient outcomes. The positive effects are found on patients and nurses nationally and internationally. In a healthcare environment, value-based care is important for maintaining high-performance expectations and this leadership impacts outcomes are crucial (Ma, Shang & Bott, 2015). High nursing satisfaction is and a better work environment is felt in boosting employee’s health and well-being. The interplay of nursing leaders and employees clearly states the results by building high-performance and development in others. The staff outcomes are related to five subthemes as trust and optimization, work engagement, the satisfaction of work, structural empowerment, health, and well-being of patients as well as staff. Hence, this style of leadership positively relates to building an optimistic and healthy culture in the working environment to improve patient outcomes (McKinney et al., 2016).

Democratic Leadership

The democratic leader is the one that communicates accountability with the staff members, they assist in introducing the problem and requesting the staff to solve by having control over final decision-making based on the feedback. The frontrunner in this leadership style, delegates and takes decisions by allowing staff members to have control on assigning duties. This style has many advantages that present that this leadership style is followed due to many reasons such as it creates a positive work environment, promotes better decision-making, decreased turnover, and creative solutions (Mensik & Kennedy, 2016). A positive work environment is built to make the staff feel better and appreciated for measuring control. The discord is often less between the nursing leader and staff that results in less conflict.

Employees here in this leadership style are more expressive in feelings and concerns. So, this means that there will be less opposition to the views after taking the final decision. This is the supportive style that involves everyone taking part in a better decision -making. Better decision-making is done to share negative and positive decisions that are discussed during the period (Miles & Scott, 2019). This helps in solving problems that are overlooked to make decisions identified on an early basis. The nursing staff is actively engaged to make decisions to arrive at creative solutions for solving problems. In this way, everyone feels valued and feel less likely to leave a position. Staff retention is most important to have an effective factor as training new staff is costly for the organizations (Moorley & Chinn, 2016).

The democratic nurse manager takes the input of subordinates and encourages open communication. In this case, managers take decision, but the stakeholders and team members are asked to give honest feedback and take feedback in return. This works best for the nursing members to build up the relationships with staff members based on accountability and trust. The systems get improved and the processes are given priority (Powell, Mabry & Mixer, 2015). Hence, this style of leadership encourages and welcomes the team members to give their inputs for effective decision-making. Relationships management is focused greatly so that everyone can feel they are important, and their team feels comfortable with their concerns, ideas, and opinions. The value of feedback is given to the team by having a communication in two-way process. This value and makes comfortable the people by speaking up their concerns. Transparency in this way is maintained to promote the beneficial culture in the healthcare environment (Reed & Edmunds, 2015).

Conclusion on Different Leadership Styles in Nursing Practice

In the whole essay, the importance of leadership is well known for the advantages of each type. It is proven from the styles of leadership that good leaders keep a close watch on their fellow beings. This way the nursing professionals influence more people to achieve a specific goal in the provision of nursing care for one or more patients. The need for leadership will be complied by assuring high expectations of patients, high technology, an increase in physical facilities, and a decrease in nursing personnel increased diversity in the workplace, emerging social problems, and greater accountability in the workplace. The nursing leader should follow all the qualities such as honest, trustworthy, assertive, dedicated, humble, sincere, strong moral values, risk-taker, loving, kind, respectful, educated, experienced, ethical, compassionate, and charismatic. Among the different styles of leadership, four are described to have clarity on implementation within the healthcare environment by nursing professionals.

References for Different Leadership Styles in Nursing Practice

Balsanelli, A. P., David, D. R., & Ferrari, T. G. (2018). Nursing leadership and its relationship with the hospital work environment. Acta Paul Enferm.31(2), 187-193. https://doi.org/10.1590/1982-0194201800027

Calzone, K. A., Jenkins, J., Culp, S., & Badzek, L. (2018). Hospital nursing leadership-led interventions increased genomic awareness and educational intent in Magnet settings. Nursing Outlook66(3), 244-253. https://doi.org/10.1016/j.outlook.2017.10.010

Daly, J., Speedy, S., & Jackson, D. (2015). Leadership and Nursing: Contemporary Perspectives. Elsevier Health Sciences. Retrieved from: https://www.elsevier.com/books/leadership-and-nursing/daly/978-0-7295-4153-4

Dyess, S. M., Sherman, R. O., Pratt, B. A., & Chiang-Hanisko, L. (2016). Growing nurse leaders: Their perspectives on nursing leadership and today’s practice environment. OJ Nurs. https://doi.org/10.3912/OJIN.Vol21No01PPT04

Fast, O., & Rankin, J. (2018). Rationing nurses: Realities, practicalities, and nursing leadership theories. Nursing Inquiry25(2), e12227. https://doi.org/10.1111/nin.12227

Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal of Professional Nursing34(2), 117-121. https://doi.org/10.1016/j.profnurs.2017.10.004

Kim, J. S., Kim, Y. M., Jang, K. S., Kim, B. N., & Jeong, S. H. (2015). Concept analysis of nursing leadership. Journal of Korean Academy of Nursing Administration21(5), 575-586. https://doi.org/10.11111/jkana.2015.21.5.575

Lamont, S., Brunero, S., Lyons, S., Foster, K., & Perry, L. (2015). Collaboration amongst clinical nursing leadership teams: A mixed?methods sequential explanatory study. Journal of nursing management23(8), 1126-1136. https://doi.org/10.1111/jonm.12267

Ma, C., Shang, J., & Bott, M. J. (2015). Linking unit collaboration and nursing leadership to nursing outcomes and quality of care. JONA: The Journal of Nursing Administration45(9), 435-442. https://doi.org/10.1097/nna.0000000000000229

McKinney, S. H., Corazzini, K., Anderson, R. A., Sloane, R., & Castle, N. G. (2016). Nursing home director of nursing leadership style and director of nursing-sensitive survey deficiencies. Health Care Management Review41(3), 224-232. https://doi.org/10.1097/hmr.0000000000000072

Mensik, J. S., & Kennedy, J. (2016). Strategic design: Filling future nursing leadership gaps. Nurse Leader14(2), 130-133. Retrieved from: https://daneshyari.com/article/preview/2671638.pdf

Miles, J. M., & Scott, E. S. (2019). A new leadership development model for nursing education. Journal of Professional Nursing35(1), 5-11. https://doi.org/10.1016/j.profnurs.2018.09.009

Moorley, C., & Chinn, T. (2016). Developing nursing leadership in social media. Journal of advanced nursing72(3), 514-520. https://doi.org/10.1111/jan.12870

Powell, K. R., Mabry, J. L., & Mixer, S. J. (2015). Emotional intelligence: A critical evaluation of the literature with implications for mental health nursing leadership. Issues in mental health nursing36(5), 346-356. https://doi.org/10.3109/01612840.2014.994079

Reed, S. J., & Edmunds, D. (2015). Use of a blog in an undergraduate nursing leadership course. Nurse education in practice15(6), 537-542. https://doi.org/10.1016/j.nepr.2015.07.010

Remember, at the center of any academic work, lies clarity and evidence. Should you need further assistance, do look up to our Nursing Assignment Help

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