LEADERSHIP THEORIES IN PRACTICE NURS 6053
Walden University LEADERSHIP THEORIES IN PRACTICE NURS 6053-Step-By-Step Guide
This guide will demonstrate how to complete the Walden University LEADERSHIP THEORIES IN PRACTICE NURS 6053 assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for LEADERSHIP THEORIES IN PRACTICE NURS 6053
Whether one passes or fails an academic assignment such as the Walden University LEADERSHIP THEORIES IN PRACTICE NURS 6053 depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for LEADERSHIP THEORIES IN PRACTICE NURS 6053
The introduction for the Walden University LEADERSHIP THEORIES IN PRACTICE NURS 6053 is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
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How to Write the Body for LEADERSHIP THEORIES IN PRACTICE NURS 6053
After the introduction, move into the main part of the LEADERSHIP THEORIES IN PRACTICE NURS 6053 assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for LEADERSHIP THEORIES IN PRACTICE NURS 6053
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for LEADERSHIP THEORIES IN PRACTICE NURS 6053
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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LEADERSHIP THEORIES IN PRACTICE NURS 6053
LEADERSHIP THEORIES IN PRACTICE NURS 6053
Thanks for the insightful discussion. From your analysis, I have learned that transformational leadership behaviors is critical to the success of the organization. Transformational leaders are good listeners, good coaches, having empathy and support, and being able to motivate and offer recognition.
Effectively implementing transformation leadership practices like empathy can have a substantial and lasting impact on my organization. For example, when leaders display empathy towards the people they are leading, it can help cultivate an environment that is more collaborative and respectful of diverse opinions (Hai et al., 2021). Leaders who exhibit empathy have also been found to be agents of change who foster positive team performance and employee engagement. This can manifest itself in greater workforce efficiency, better respect for workspace rules, lower employee turnover, and improved customer satisfaction (Skar et al., 2022). Therefore, demonstrating leadership behaviors such as empathy may be instrumental in providing a strong foundation for organizational success.
Applying transformation leadership practices like empathy can be challenging. One inherent challenge is the difficulty of establishing trust and influence between leaders and team members; this requires sensitivity, assurance, and an understanding of different personalities within the team (Renzi, 2020). Enacting change through such a framework also presents unique challenges because in order to generate new ideas, everyone’s opinions must be actively heard, but differing ideas may cause contamination in morale.
Additionally, obstacles can arise when handling difficult tasks unrelated to leadership roles like paperwork or arduous projects – it may seem confusing or intimidating to offer direction while being empathetic without diminishing one’s role as leader. Respectfully addressing these challenges while keeping a focus on achieving the desired outcome provides potential benefits that make working towards transformation leadership worth the effort.
References
Hai, T. N., Van, T. T., & Thi, H. N. (2021). Relationship between transformational leadership style and leadership thinking of provincial administration leaders. Emerging Science Journal, 5(5), 714-730. https://www.researchgate.net/profile/Thanh-Nguyen-Hai/publication/355166896_Emerging_Science_Journal_Relationship_between_Transformational_Leadership_Style_and_Leadership_Thinking_of_Provincial_Administration_Leaders/links/6162b5ecae47db4e57b935ed/Emerging-Science-Journal-Relationship-between-Transformational-Leadership-Style-and-Leadership-Thinking-of-Provincial-Administration-Leaders.pdf
Characteristics of a healthy work environment include: well-being recognition, support and caring, trust and interpersonal relationships, justice, and a friendly and joyful environment. Healthy work environments are associated with increased job satisfaction and job engagement, task performance, goal achievement, and high efficiency as a result of positive attitudes and behavior among the staff (Marshall & Broome, 2017). This paper will discuss the impact of leadership behaviors in creating healthy work environments from scholarly articles.
The article by Jiménez et al. (2017) presents a concept of health-promoting leadership that emphasizes the association between the working environment and leadership behavior. The article defines health-promoting leadership using seven key aspects: low workload, health awareness, control, community, reward, fairness, and values. The quality and way of leadership is an aspect that can influence health in the workplace (Jiménez et al., 2017). The article argues that leaders can influence their work surroundings with their attitude and behavior. This is because they are regarded as organizational role models and can thus establish the working conditions for their staff (Jiménez et al., 2017). Furthermore, with thorough deliberation of the seven dimensions of health-promoting leadership, it is feasible for leaders to steadily create a healthy working environment where both leaders and employees can stay healthy.]
The medical-surgical unit nursing supervisor in my previous organization employed most of the concepts of health-promoting leadership. She embraced the concept of community by establishing a positive connection between all nurses. She also encouraged nurses to talk openly to each other and support each other, positively impacting the relationship between nurses. Furthermore, she promoted fairness in the workplace, especially in allocating patients and planning nurses’ duties to ensure that there were no shifts that nurses are overburdened from others.
The nurse supervisor also gave rewards to the nurses based on staff performance. For instance, she recommended best performing nurses for sponsored courses and rewards for best nurses. The nurse supervisor leadership style was influential in creating and sustaining a healthy work environment for nurses and creating positive relationships between the nurses. This led to increased job engagement and satisfaction and high efficiency, which increased patient outcomes in the medical-surgical unit.
Pourbarkhordari et al. (2017) conducted a study to explore the role of transformational leadership (TFL) from the healthy work environment perspective. TFL has been viewed as crucial in sustaining a healthy work environment. The article argues that leaders who employ the TFL style in treating their subordinates create a healthy, satisfying organizational culture (Pourbarkhordari et al., 2017). TFL has also been associated with improving employees’ engagement and increasing their morale, motivation, and performance by establishing shared values. The article proposes that TFL is increasingly needed in current work environments, which have more knowledgeable and talented employees (Pourbarkhordari et al., 2017). Transformational leaders are critical in developing and sustaining healthy work environments for practice and can create lasting organizational and professional values.
Sfantou et al. (2017) conducted a study to examine whether there exists a relationship between various leadership styles and healthcare quality measures. The study established that leadership styles play a vital role in increasing quality healthcare and nursing measures. Leadership has also been acknowledged as a major indicator for creating a qualitative organizational culture and effective performance in health care delivery (Sfantou et al., 2017). Transformational leadership was found to increase nursing unit organization culture and structural empowerment. This positively impacted organizational commitment for nurses and resulted in higher levels of job satisfaction, nursing retention, higher productivity, patient safety, and positive health outcome.
My current organization has focused on Transformational leadership through training leaders and supporting them in effecting it. The hospital’s nursing services manager is a transformational leader and has encouraged unit leaders to employ TFL to increase nurses’ performance and efficiency and enhance patient outcomes. She employs TFL by frequently communicating the hospital’s vision to nurses and encouraging them to strive towards moving closer to attaining the vision. Besides, she encourages and inspires creativity and innovation among nurses and believes in achieving the organization’s objectives by exploring new ways of doing things.
She does this by encouraging nurses to participate in research and innovative projects and encourage them to employ evidence-based research to establish new ways to provide nursing care. Furthermore, she strives to create a working environment where there is open communication to promote the sharing of constructive ideas. The nurse manager style of leadership has significantly promoted positive interactions among nurses. Nurses have taken part in research projects to enhance patient care, and evidence-based practice has been incorporated into operational and clinical practice. The hospital has been awarded the designation of a Magnet Hospital due to the nurse manager’s TFL style and focuses on innovations and improvements in patient care.
References
Jiménez, P., Winkler, B., & Dunkl, A. (2017). Creating a healthy working environment with leadership: The concept of health-promoting leadership. The International Journal of Human Resource Management, 28(17), 2430-2448. http://dx.doi.org/10.1080/09585192.2015.1137609
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd Ed.). New York, NY: Springer.
Pourbarkhordari, A., Zhou, E.H., & Pourkarimi, J. (2016). Role of Transformational Leadership in Creating a Healthy Work Environment in Business Setting. European Journal of Business and Management, 8, 57-70.
Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare (Basel, Switzerland), 5(4), 73. https://doi.org/10.3390/healthcare5040073
Discussion 1: Leadership Theories in Practice
A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. Formal research literature is also teeming with volumes on the subject.
However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn’t there; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviors, for example, can be highly effective for leading nurses and organizations.
Yet, how well are these theories put to practice? In this Discussion, you will examine formal leadership theories. You will compare these theories to behaviors you have observed firsthand and discuss their effectiveness in impacting your organization.
To Prepare:
- Review the Resources and examine the leadership theories and behaviors introduced.
- Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
- Reflect on the leadership behaviors presented in the three resources that you selected for review.
By Day 3 of Week 4
Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.
Your post was a great one and I totally agree with your points made here. I also agree with the fact that due to nursing shortage; it’s really been hard to focus and really provide that patient centered care that were have been use too through education. During the Obama administration, they teamed up with the American Association of College Nurses (AACN) to launch a national Nursing education initiative that would help to promote public awareness in about the Opioid crisis. The two major goals were to “Educate 15,000 nursing students and faculty on opioid prescriber practices and medication-assisted treatments though webinars and conference presentations”.
The other goal involved networking and the use of “social media channels to reach 60,000 students, faculty, and stakeholders with information about the provider awareness campaign” (AACN Partners with the White House to Educate America’s Nurses on Prescription Drug Abuse, 2015). In orthopedics other medication are used in conjunction with the opioid prescribed postoperatively. We would usually prescribe them for about 6 weeks and then slowly ween the patients off.
In order to really address this national crisis, a unified effort from stakeholders such as “law enforcement, the general public, and healthcare providers” is needed to promote proper “opioid prescribing and monitoring for misuse, abuse, and diversion; prescription drug monitoring programs; and widen access to rescue naloxone and opioid use disorder treatment programs” (Hah et al, 2017).
References
AACN partners with the White House to educate America’s nurses on prescription drug abuse. American Association of Colleges of Nursing (AACN). (n.d.). Retrieved March 16, 2023, from https://www.aacnnursing.org/News-Information/Press-Releases/View/ArticleId/21525/prescription-drug-abuse
Hah, J. M., Bateman, B. T., Ratliff, J., Curtin, C., & Sun, E. (2017). Chronic Opioid Use After Surgery: Implications for Perioperative Management in the Face of the Opioid Epidemic. Anesthesia and analgesia, 125(5), 1733–1740. https://doi.org/10.1213/ANE.0000000000002458
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.
Click on the Reply button below to reveal the textbox for entering your message. Then click on the Submit button to post your message.
Leadership theories in Practice
Leadership can make or break a healthcare organization. Effective leadership has critical implications for nurse well-being, retention, and the care they deliver to patients (Cummings et al., 2021). If leaders do not have the trust of and act within the best interest of those they serve, they are not competent (Marshall & Broome, 2021).
While effective leadership can manifest in many behaviors, idealized influence and individualized consideration are two worth noting. Idealized influence is a trait in transformational leaders that represents their need to do better and be better (Reinhardt et al., 2022). Leaders with this trait foster change by example. Individualized consideration is the ability of leaders to demonstrate emotional concern and consideration for followers (Lai et al., 2020). This can encompass listening, coaching, and recognizing the contributions of followers (Marshall & Broome, 2021).
In practice, I witnessed these behaviors by a former nurse manager for an intensive care unit. This manager would wear navy blue scrubs every day, the same color the floor nurses were required to wear. While this seems trivial, other managers were dressed in corporate garb, appearing entirely unprepared to step in and provide hands-on care if necessary. This manager always looked ready to help, and she would, frequently. This was significant because it instilled a sense of trust and support in the nurses. They felt they could count on her. Additionally, she came by and personally said good morning to each nurse on her unit and checked on them to ensure they didn’t have problems they were having difficulty solving.
If they were having trouble reaching a physician and obtaining orders, she would step in so they could get back to patient care, or she would provide patient care while they worked on the solution. Moreover, at the end of the day, she would come around again and thank each nurse and tell them something specific they did that day that made a difference. She had invested time in reviewing charts to know what was going on with patients on her floor and spoke with staff which enabled her to provide specific feedback to staff which truly made staff feel appreciated and valued. This unit reflected such a positive climate that nurses from many floors were networking with nurses who worked on the floor and trying to get a good word put in so they could be recruited, which seldom happened because the current staff rarely left due to the high rate of satisfaction.
References
Cummings, G. G., Lee, S., Tate K., Penconek, T., Micaroni, S. P. M., Paananen, T., & Chatterjee, G. E. (2021). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115(2021), Article e103842. https://doi.org/10.1016/j.ijnurstu.2020.103842
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), 1-11. https://doi.org/10.1177/2158244019899085
Marshall, E. S., & Broome, M. E. (2021). Frameworks for becoming a transformational leader. In M. E. Broome & E. S. Marshall (Eds.), Transformational leadership in nursing (3rd ed., pp. 2-19). Springer.
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, 12(1), 1-12. https://doi.org/10.5929/2022.12.1.1
Leadership can make or break a healthcare organization. Effective leadership has critical implications for nurse well-being, retention, and the care they deliver to patients (Cummings et al., 2021). If leaders do not have the trust of and act within the best interest of those they serve, they are not competent (Marshall & Broome, 2021).
While effective leadership can manifest in many behaviors, idealized influence and individualized consideration are two worth noting. Idealized influence is a trait in transformational leaders that represents their need to do better and be better (Reinhardt et al., 2022). Leaders with this trait foster change by example. Individualized consideration is the ability of leaders to demonstrate emotional concern and consideration for followers (Lai et al., 2020). This can encompass listening, coaching, and recognizing the contributions of followers (Marshall & Broome, 2021).
In practice, I witnessed these behaviors by a former nurse manager for an intensive care unit. This manager would wear navy blue scrubs every day, the same color the floor nurses were required to wear. While this seems trivial, other managers were dressed in corporate garb, appearing entirely unprepared to step in and provide hands-on care if necessary. This manager always looked ready to help, and she would, frequently. This was significant because it instilled a sense of trust and support in the nurses.
They felt they could count on her. Additionally, she came by and personally said good morning to each nurse on her unit and checked on them to ensure they didn’t have problems they were having difficulty solving. If they were having trouble reaching a physician and obtaining orders, she would step in so they could get back to patient care, or she would provide patient care while they worked on the solution. Moreover, at the end of the day, she would come around again and thank each nurse and tell them something specific they did that day that made a difference.
She had invested time in reviewing charts to know what was going on with patients on her floor and spoke with staff which enabled her to provide specific feedback to staff which truly made staff feel appreciated and valued. This unit reflected such a positive climate that nurses from many floors were networking with nurses who worked on the floor and trying to get a good word put in so they could be recruited, which seldom happened because the current staff rarely left due to the high rate of satisfaction.
References
Cummings, G. G., Lee, S., Tate K., Penconek, T., Micaroni, S. P. M., Paananen, T., & Chatterjee, G. E. (2021). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115(2021), Article e103842. https://doi.org/10.1016/j.ijnurstu.2020.103842
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), 1-11. https://doi.org/10.1177/2158244019899085
Marshall, E. S., & Broome, M. E. (2021). Frameworks for becoming a transformational leader. In M. E. Broome & E. S. Marshall (Eds.), Transformational leadership in nursing (3rd ed., pp. 2-19). Springer.
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, 12(1), 1-12. https://doi.org/10.5929/2022.12.1.1
Effective leaders take a personal interest in the long-term development of their employees or subordinates. Again, they use tact and other social as well as leadership attributes to encourage their followers to attain their best (Broome et al., 2022). These leaders are keen on tapping into the individual motivation in the interest of advancing overall good and development of their organizations. Based on two scholarly articles, leaders affect the perception of a healthy workplace based on the type of attributes that they demonstrate.
Additionally, leaders develop a healthy workplace when they practice and follow transformational leadership style. According to Boamah (2022), transformational leaders focus on how their employees can attain the best for the organization through a new way of doing things. Transformational leadership attributes allow leaders to create and sustain a healthy workplace culture that encourages increased innovative approaches to developing solutions for all stakeholders (Vidman et al., 2020). Transformational leadership is authentic, interested in personal development of employees, and promotes a positive and inclusive workplace culture for nurses to deliver quality patient care.
These skills and behaviors are practiced in highly performing healthcare organizations that focus on quality care delivery. These entities have a strong employee-focused and patient-centered culture whose aim is to improve overall health outcomes. In this organization, these behaviors have been applied to help solve diverse staff issues and aspects that may impact the overall care delivery. These skills have been effective in ensuring that employees have a common approach to issues and prioritize patient care to improve overall outcomes (Bregenzer et al., 2020). The leaders in the organization are also ethical and value integrity and transparency when dealing with nurses and patients. The leadership style and skills have also led to the development of teamwork approach which implies that all work with one common vision and purpose.
References
Boamah, S. A. (2022). The impact of transformational leadership on nurse faculty satisfaction
and burnout during the COVID‐19 pandemic: A moderated mediated analysis. Journal of Advanced Nursing, 78(9), 2815-2826. https://doi.org/10.1111/jan.15198
Bregenzer, A., Milfelner, B., Šarotar Žižek, S., & Jiménez, P. (2020). Health-promoting
leadership and leaders’ listening skills have an impact on the employees’ job satisfaction and turnover intention. International Journal of Business Communication, 2329488420963700.
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert
clinician to influential leader (3rd ed.). New York, NY: Springer.
Vidman, Å., & Strömberg, A. (2020). Leadership for a healthy work environment–a question
about who, what and how. Leadership in Health Services, 34(1), 1-15.
DOI: 10.1108/LHS-06-2020-0041
Thanks for the insightful discussion. From your analysis, I have learned that transformational leadership behaviors is critical to the success of the organization. Transformational leaders are good listeners, good coaches, having empathy and support, and being able to motivate and offer recognition.
Effectively implementing transformation leadership practices like empathy can have a substantial and lasting impact on my organization. For example, when leaders display empathy towards the people they are leading, it can help cultivate an environment that is more collaborative and respectful of diverse opinions (Hai et al., 2021). Leaders who exhibit empathy have also been found to be agents of change who foster positive team performance and employee engagement.
This can manifest itself in greater workforce efficiency, better respect for workspace rules, lower employee turnover, and improved customer satisfaction (Skar et al., 2022). Therefore, demonstrating leadership behaviors such as empathy may be instrumental in providing a strong foundation for organizational success.
Applying transformation leadership practices like empathy can be challenging. One inherent challenge is the difficulty of establishing trust and influence between leaders and team members; this requires sensitivity, assurance, and an understanding of different personalities within the team (Renzi, 2020). Enacting change through such a framework also presents unique challenges because in order to generate new ideas, everyone’s opinions must be actively heard, but differing ideas may cause contamination in morale.
Additionally, obstacles can arise when handling difficult tasks unrelated to leadership roles like paperwork or arduous projects – it may seem confusing or intimidating to offer direction while being empathetic without diminishing one’s role as leader. Respectfully addressing these challenges while keeping a focus on achieving the desired outcome provides potential benefits that make working towards transformation leadership worth the effort.
References
Hai, T. N., Van, T. T., & Thi, H. N. (2021). Relationship between transformational leadership style and leadership thinking of provincial administration leaders. Emerging Science Journal, 5(5), 714-730. https://www.researchgate.net/profile/Thanh-Nguyen-Hai/publication/355166896_Emerging_Science_Journal_Relationship_between_Transformational_Leadership_Style_and_Leadership_Thinking_of_Provincial_Administration_Leaders/links/6162b5ecae47db4e57b935ed/Emerging-Science-Journal-Relationship-between-Transformational-Leadership-Style-and-Leadership-Thinking-of-Provincial-Administration-Leaders.pdf
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