NURS 6053 Week 4 Leadership Theories in Practice

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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NURS 6053 Week 4 Leadership Theories in Practice

NURS 6053 Week 4 Leadership Theories in Practice

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

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

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

References

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

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

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

Leadership is critical to organizational growth, and leaders should possess desirable traits to

influence followers positively. The resources I reviewed on leadership theories and behaviors demonstrate leadership as uniting for a common purpose. As a result, leaders and followers must understand each other and what they want to achieve. As Lai et al. (2020) underscored, the purpose of a leader is to inspire followers, communicate the strategic plan, and ensure the followers understand the mission and vision of the organization and planned activities. Employee engagement has also been emphasized as a desirable behavior that leaders must prioritize. Central to the success of transformational leadership, engagement involves enabling access to information, opportunities, and shared decision-making (Amor et al., 2020). It promotes the unity of purpose and encourages followers to be part of progressive change and organizational transformation.

I have witnessed various instances where transformational leadership behaviors and skills have been used in practice. Commonly in change implementation, nurse leaders or project leaders influence change through inspiration to ensure stakeholders and followers understand the purpose of the change. I have witnessed this approach being implemented in change projects for addressing workplace incivility and helping nurses to cope with nurse burnout. Influence through inspiration helps change agents earn stakeholder support and reduce possible resistance to change. Engagement also helps followers to connect with the change process and feel valued (Fransiska & AyiAhadiat, 2021). Doing so develops an emotional connection with a project and promotes active participation.

Regarding the effectiveness of these skills and the impact of practice in the workplace, it is right deducing that leaders cannot succeed without engaging their followers. As a result, leading through inspiration and engagement promoted collaboration as situations necessitated. The implication is that diverse teams readily participate in their assigned roles if they are actively engaged. The other positive impact was that change implementation was quick, teamwork was central to cohesion, and conflicts during change implementation were reduced significantly.

 

 

References

Amor, A. M., Vázquez, J. P. A., & Faíña, J. A. (2020). Transformational leadership and work engagement: Exploring the mediating role of structural empowerment. European Management Journal, 38(1), 169-178. https://doi.org/10.1016/j.emj.2019.06.007

Fransiska, T., & AyiAhadiat, K. H. (2021). Transformational leadership on employee engagement: the mediation of work-life balance. Nveo-Natural Volatiles & Essential Oils Journal| NVEO, 10453-10471. https://www.nveo.org/index.php/journal/article/download/2160/1907

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), 2158244019899085. https://doi.org/10.1177/2158244019899085

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.

When Kathleen Yosko, now CEO of Northwestern Medicine’s Marianjoy Rehabilitation Center, began her first job as a hospital president, there was no onboarding process planned, and no one to welcome her. Thinking it was a mistake, Yosko called her headquarters for advice. They told her, “Just do whatever a president does.”

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Fortunately, Yosko was a seasoned leader and she intuited where to start. But for many others, our first forays into leadership felt much like Yosko’s first day: knowing how to start was not obvious. In many companies, individuals are promoted because of their technical skill – they are gifted engineers, accountants, or marketers – but that does not mean they are prepared for leadership. Leadership is a skill that can be learned, but it takes intentionality.

In the past half century, the study of leadership has grown, offering many new theories and frameworks for exploring what it means to be a leader, and how to do leadership well. In this article, we outline five current leadership theories, and offer resources and suggestions for integrating the theories into your own leadership practice. We will explore:

1. Transformational Leadership
2. Leader-Member Exchange Theory
3. Adaptive Leadership
4. Strengths-Based Leadership
5. Servant Leadership

But First, A Quick Review of Leadership History

Before we begin, we need to put leadership theory and practice in the context of history, to understand how the field of study has evolved. The earliest theories of leadership were the Great Man Theories, which emerged in the late 1800s. (Perhaps you can see one primary fault with these theories, just from their name: they assumed only half the world’s population could even be considered for leadership.) The Great Man concept evolved into trait-based theories of leadership, which defined leadership by a leader’s characteristics, most of which were considered innate. You were either lucky enough to be born with them, or you weren’t. (Starting, first, with a Y chromosome.) For many of us, our first understanding of leadership may have aligned with these theories: leaders were often men with dominant personalities. We still see this theory at play unconsciously today, when someone is overlooked for a leadership role because of a quiet personality.

In the middle of the last century, the study of leadership shifted from the study of traits to the study of behaviors: not who the leader is but what the leader does. This allowed for an understanding that leadership could be developed in others. The most prominent leadership theories today build on this understanding, and begin to integrate the perspective of followers and the contextual circumstances in which leaders and followers interact. As business, and our understanding of human nature, grows more complex, leadership theories and frameworks should evolve to accommodate the new contexts and understandings.

Defining Leadership

Before we unpack contemporary theories of leadership, we need to define the term itself. Leadership theory scholar Dr. Peter Northouse defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal.” This definition makes clear that leadership is not a trait or behavior, and it is not a position. You are not made a leader by your job title, you are made a leader by your influence.

Finally, contemporary theories of leadership wrestle with the motivations of leaders: can you be a leader if your goal is selfish or even malicious? The classic question is, “Was Adolf Hitler a leader?” Theories of leadership must wrestle with the moral implications of a leader’s motivations. As you’ll see in several of the theories below, many theories would answer the question of Hitler with a firm no: Hitler was a dictator, but not a leader. He had positional authority, but did not show true leadership.

To begin our exploration of leadership theories, let’s start with one of the most researched and referenced today, transformational leadership.

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.

https://doi.org/10.1177/2329488420963700

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

I appreciate your thoughtful analysis of the impact of competing needs on healthcare delivery and the ethical dilemmas faced by nurses in the current business model of healthcare. It is clear that the emphasis on financial outcomes has created a tension between the ethical mandate of nurses to provide patient-centered care and the organizational pressure to cut costs and maximize efficiency.

Your point about the impact of staffing shortages on patient care is well taken. Adequate staffing is essential for providing safe and effective care, and healthcare organizations must recognize the importance of investing in their staff to ensure that they are able to provide the level of care that patients require. Your policy solution of incentivizing good outcomes rather than punishing poor outcomes is a good one. Positive reinforcement can be a powerful motivator, and healthcare organizations should be encouraged to focus on the positive changes that they can make rather than just avoiding negative consequences (A Good Catch Can Prevent Negative Patient Outcomes, 2021). One positive way to approach staffing and maintaining productivity is adjusting staffing matrix. The unit leadership can do this by utilizing a partial shift “float” nurse to help during unit peak times (Drake, 2020). The perk is staying in budget and rewarding staff with extra hands during the busiest times of the shift. This potential solution you proposed can help to improve patient care and promote positive change in the healthcare system.

References

Drake, K. (2020). Staffing during budget cuts. Nursing Management, 51(3), 56.

https://doi.org/10.1097/01.NUMA.0000654868.04675.61

A Good Catch Can Prevent Negative Patient Outcomes. (2021). AORN Journal, 114(5), 488–490.

https://doi.org/10.1002/aorn.13544

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

Sample Answer for NURS 6053 Week 4 Leadership Theories in Practice

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

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

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

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

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

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

References:  

  

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

  

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

  

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

  

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

  

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

  

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

Sample Response for NURS 6053 Week 4 Leadership Theories in Practice

Hello Julie, 

Thank you for sharing your experience as a leader. It is quite inspiring to read. The focus of any organizational change that needs to take place revolves around employee behavior and emotions. Due to this, the best type of leadership style to use is transformational. It is a style that brings about positivity and motivation to the employees. The transformational leader uses optimism, charm, intelligence, and other qualities to transform individuals and organizations. There are qualities or skills that a transformational individual can see in peers, superiors, and colleagues as a result of their emotional intelligence. Another quality of a transformational leader is that they use different mechanisms to enhance motivation, morale, and performance(Marquis & Hudson, 2011) 
All these qualities are the specific qualities required to change the company’s environment from a hostile one to a positive one.  
While transformational leadership is excellent for developing organizational strategy and encouraging change, it can occasionally lack attention to detail because these leaders are less focused on day-to-day operations and procedures. Nevertheless, they are the right kind of leaders one can depend on as knowing how to maintain a lot of enthusiasm and passion for a very long time.  
Organizational leaders should learn from the year 2020 that change is happening more quickly than ever and that effective procedures and established goals can be completely changed at any time. Likewise, culture can shift, and the key to sustaining the organization will be to create a welcoming environment for change and new ideas. Yet, at the same time, they are making an uplifting and positive place of service for all involved. 

References: 

Marquis, B. L., & Huston, C. J. (2011). Leadership roles and management functions in nursing: Theory and application (marquis, leadership roles and management functions in nursing)(7th ed.). Lippincott Williams & Wilkins. 

Sample Response for NURS 6053 Week 4 Leadership Theories in Practice

Hello Julie, 

I agree with you that healthcare system is ever-changing. As a result, healthcare organizations depend on nursing leadership to facilitate the transformation. Unfortunately, some leaders lack credibility to oversee changes in healthcare sector. Healthcare professionals work alongside other stakeholders to ensure that the healthcare system addresses the emerging issues in healthcare sector (Willocks & Moralee, 2021).  However, most decisions and other critical functions remain on healthcare leaders.  Therefore, leaders are expected to motivate and inspire their workers to deliver the best. Leaders in the healthcare industry must be competent to be successful. The hiring process for a leader should consider experience, academic merits among other key qualifications. Healthcare leaders make critical decisions on behalf of their organizations (Kilbane et al., 2022). Similarly, these leaders are responsible for everything that happens within their respective organizations. Hence, most healthcare organizations perceive leadership as a powerful and important position. Transformational and servant leadership styles allow healthcare leaders to maintain a perfect rapport with their workers. Transformation and servant leaders assume that employees are primary determinant in organizational performance. 

References 

Kilbane, J., Hempsall, S., North, K., & Zafeiris, P. (2022). Good beginnings; experiences of trust and safety within action learning for healthcare leadership development. Action Learning: Research and Practice, 1-7. https://doi.org/10.1080/14767333.2022.2113032 

Willocks, K., & Moralee, S. (2021). Reframing Healthcare Leadership: From Individualism to Leadership as Collective Practice. In Managing Healthcare Organisations in Challenging Policy Contexts (pp. 229-253). Palgrave Macmillan, Cham. DOI: 10.1007/978-3-030-81093-1_11 

Sample Answer for NURS 6053 Week 4 Leadership Theories in Practice

There are several distinct kinds of leadership styles, and each type has benefits and drawbacks. Different leadership philosophies can be used in a variety of circumstances. As a result, healthcare professionals must comprehend the many types of leadership because they can be used in various contexts. Successful healthcare organizations need strong nurse leadership to ensure that everyday tasks are completed effectively and that the organization’s objectives are met. 

Impact of leadership behaviors in creating healthy work environments. 

Leadership behaviors have the power to empower people to bring about change and help employees reach their potential. According to Suranto et al. (2018), leaders may improve employee happiness and impact the quality of the work-life balance through fostering teamwork, including employees in decision-making, rewarding exceptional performance, and fostering motivation. For instance, a transformational leader motivates followers to uphold allegiance and support the organization’s shared vision. Furthermore, to help staff members get through professional and personal obstacles, a transformational leader also offers counsel and uses deputies. 

The likelihood of burnout, unhappiness, and the intention to leave a company is reduced by effective leadership practices. According to Mudallal et al. (2017), leadership styles that enable nurses to take charge of their work by using their abilities, behaviors, and knowledge can enhance job satisfaction, commitment to the company, and care quality. Leadership Theories in Practice Empowering activities, such as educating and demonstrating concern, reduces nurses’ emotions of depersonalization and emotional tiredness by encouraging trust in the organization and the leader. Leadership styles, especially transformational leadership styles, foster an environment where nurses are empowered and committed to their profession. 

Describe a leader you have seen use such behaviors and skills or a situation where you have seen these behaviors and skills used in practice.  

The situation where I have seen leadership behaviors and skills that create a healthy work environment used in practice is how a nurse manager of the critical care unit addressed the nurse’s concerns of frequent verbal abuse of staff by a patient’s family member.The nurse manager talked with the nurses and the family member and initiated a care conference where the family member’s concerns were openly aired. Feedback on her behavior towards staff was also brought up. During the care conference, the manager did not criticize the nurse or the family member but rather carefully listened to the reasons and thoughts to know her concerns and needs. 

 Assured the family member that all concerns were valid and that she respected her. But still, she had to inform her that her recent behavior was interfering with the staff morale and could negatively impact patient care and outcome. He emphasized that the nurses were there to care for the patient, and he had an open-door policy where she was free to come whenever she had a concern. The nurse leader then encouraged and supported the nurses for their commitment to the unit. He emphasized that abuse of any form would not be tolerated in the department. 

After the care conference, the behavior then stopped. The family member improved her communication with staff and was able to achieve the goals for the patient. In this case, the nurse manager’s leadership abilities were quite successful in helping the family member see the effect of their behavior.The nurse leader’s skills promoted a workplace where the nurses felt safe and appreciated. In addition, the nurses were inspired and encouraged by the leader’s open communication and active listening abilities, which significantly impacted the change in her behavior.  

References: 

Marshall, E., & Broome, M. E. (Eds.). (2016). Transformational leadership in nursing (E. Marshall & M. E. Broome, Eds.). Springer Publishing Company. https://doi.org/10.1891/9780826193995 

Mudallal, 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  

Sample Response for NURS 6053 Week 4 Leadership Theories in Practice

Tinuola, 

Your post was excellent. Effective leadership practices reduce burnout, unhappiness, and the intention to leave. Leaders don’t necessarily have titles to be leaders.  I enjoyed reading about the scenario you pointed out that occurred on the CCU. That was an interesting scenario. That nurse manager took charge and was effective in turning that whole situation of abuse by the family member of the nurse. I think the leader you described uses more of a transformational leadership style because of her unique quality and innate ability to inspire her team of nurses. Leaders have to be passionate about the vision of the organization and must be able to engage followers, according to Waterbury (2016). According to my experience, some people hold the title of leader but lack the skills of a leader. An effective leader possesses more than just a title. I worked in a 9-bed emergency room in West Texas during my nursing career. The ED Director and ED Nurse Manager were on staff. The two had worked in this ED’s for years and feared change. Years ago, standards and practices that should have been changed were still in use. I had worked there for a few years and noticed that the emergency room badly needed improvements. In addition to talking with the director and manager, I took the initiative and decided to reach out to my other team members. My team told me that they always regarded me as a leader more than the manager and director. In nursing, Giddens (2018) finds that transformational leadership is the dominant leadership style. Their followers are motivated and inspired by these leaders. Creating relationships and bringing about change is what they do. I didn’t realized until they pointed it out that I possessed all the qualities of a good leader, despite not having a title. A few days later, our leaders promoted me as the ED manager. My leadership style influenced not only my fellow nurses nurse aides, but also the doctors who pushed for me to take over after seeing my influence 

  

References: 

  

Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal of professional nursing : official journal of the American Association of Colleges of Nursing. Retrieved September 20, 2022, from https://pubmed.ncbi.nlm.nih.gov/29703313/ 

Waterbury, S. (2016). Transform your leader. Nursing Management, 47(8), 53-54. Retrieved September 20, 2022, from https://doi:10.1097/01.NUMA.0000488866.63732.dd