NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE

Sample Answer for NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE Included After Question

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.

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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. NURS 6053 Nursing Discussion 1: Leadership Theories in Practice.

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 NURS 6053 Nursing Discussion 1: Leadership Theories in Practice.
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

A Sample Answer For the Assignment: NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE
Title: NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE

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 Sample Answer 2 For the Assignment: NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE
Title: NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE

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

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.pdfLinks to an external site.

Renzi, T. M. (2020). The Effect of Leadership Styles on Project Implementation. Open Journal of Leadership, 9(04), 198. https://www.scirp.org/html/2-2330259_104629.htmLinks to an external site.

Skar, A. M. S., Braathu, N., Peters, N., Bækkelund, H., Endsjø, M., Babaii, A., … & Egeland, K. M. (2022). A stepped-wedge randomized trial investigating the effect of the Leadership and Organizational Change for Implementation (LOCI) intervention on implementation and transformational leadership, and implementation climate. BMC health services research, 22(1), 1-15. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-022-07539-9Links to an external site.

Health policy shapes the entire healthcare landscape, including patients and providers. Health policy helps to clarify priorities; it establishes roles and expectations for different groups, whether doctors, nurses, or administrators (Broome & Marshall, 2021). Conflicting needs might make it challenging for policymakers to develop policies. It is because various stakeholders’ interests and objectives can diverge from the established policies and protocols. The competing demands of the labor force, resources, and patients must be considered while discussing the national healthcare issue of mental health.

The workforce requires decent salaries, benefits, and job security for mental health professionals and hence will be more productive and committed to providing the best patient care. Resources must be available to both patients and employees equally. Resources help to reduce the treatment gap and improve the outcome to respond to the large burden of mental, neurological, and substance use disorders (Simon et al., 2023). Finally, it is also vital to consider their needs to ensure that patients receive timely access to the necessary mental health care.

     Limited resources for staff and the environment in which healthcare employees work can significantly foster or hinder quality care. For instance, if resources are scarce, ensuring sufficient funds to deliver essential mental health services and pay and benefit mental health practitioners appropriately could be challenging.

Policymakers could concentrate on initiatives like boosting funding for mental health services and offering incentives for mental health experts to stay in their line of work to fulfill these competing requirements. The unit I work, employees are provided triple incentives for picking up the shift whenever there is short of staff.

     Another competing need in the context of mental illness in hospitals is patient autonomy versus patient safety. Patients with mental illness may be at risk of harming themselves or others, and healthcare providers may need to intervene to ensure patient safety. However, patients also have the right to make decisions about their care, and policies must respect patient autonomy while ensuring patient safety. There was an incident in my unit where a patient screamed and spat on the nurse’s chest. When the patient raised his right arm, the nurse pushed it back down. The patient used his other hand to punch the nurse in the face, then the nurse charged forward and struck the patient in the face/neck area, pushing him up against a wall as the patient continued to hit the nurse’s head and neck. Therefore, providing safety and health training, management commitment, and work analysis can be beneficial.

     On the other hand, to lessen the stigma associated with mental health, policymakers could concentrate on programs like raising public awareness of these problems and offering education. Additionally, policymakers can focus on programs that broaden insurance coverage for mental health care, provide financial assistance for such services, and build additional mental health facilities in underserved areas. Finally, improving the workforce and ensuring that mental health professionals get fairly compensated for their work are other areas where policymakers may concentrate their efforts.

These approaches include giving mental health professionals more opportunities for education and training, raising wages, and improving job security. According to Buntin et al. (2022), various strategies may optimize the efficiency of the existing workforce: shared competencies, substitution between health professions, and multiple tasks performed by a particular category of providers. In addition, task-shifting, which rationally redistributes tasks among teams, may usefully compensate for shortages of specialist mental health professionals.

     Competing needs related to mental illness in hospitals include the need for quality care versus the need for cost containment and the need for patient autonomy versus the need for patient safety. Ultimately, healthcare policymakers must strive to develop equitable, effective, and sustainable policies for all stakeholders while recognizing and addressing competing needs.

References

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

Buntin, M. B., Connell, J., & Buerhaus, P. (2022). Projecting the health care workforce needed in the us. JAMA Health Forum, 3(8), e222430. https://doi.org/10.1001/jamahealthforum.2022.2430Links to an external site.

Simon, J., Wienand, D., Park, A.-L., Wippel, C., Mayer, S., Heilig, D., Laszewska, A., Stelzer, I., Goodwin, G. M., & McDaid, D. (2023). Excess resource use and costs of physical comorbidities in individuals with mental health disorders: A systematic literature review and meta-analysis. European Neuropsychopharmacology, 66, 14–27. https://doi.org/10.1016/j.euroneuro.2022.10.001Links to an external site.

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

Providing care as a Registered Nurse is a distinguished position bound by trust. Physicians/ Providers must trust the Registered Nurse is competent enough to understand and administer provided orders with great attention to detail; whereas patients must trust the nurse whilst receiving medication or being prepared for procedures. These actions are based upon provider orders that must be carried out in a specific manner. Nurses, as described by, (American Nurses Association, 2001), are leaders; vigilant advocates for the delivery of dignified and humane care. Nurses demonstrate this leadership and advocacy via participation in assessing and ensuring the responsible and appropriate use of interventions; in order to minimize unwarranted or unwanted treatment and patient suffering. Nurses must trust each other as team members, for we are often made responsible for certain medication administrations as witnesses (1 example).

            Nursing duties are bound by situations, actions, interpretations and perceptions of: providers, patients- family/friends, and colleagues. The stage is set, in order for the nurse to live up to its standard they should be keenly: self-aware; able to perform self-management of emotions; empathetic; communicative and able to manage relationships (Broome & Marshall). The nurse as a leader and exemplary human being should be equipped with a high degree of emotional intelligence which is recognized as an important characteristic of effective and successful leaders (Broome & Marshall). These characteristics allow nurses as leaders to confront the daily stimuli and challenges within a given healthcare organization as they are held responsible even while working under stress. Before a nurse is prepared to handle the high volume of stressors throughout the day on a hospital unit, they must first be able to manage their own thought processes, emotions and reactions.

            Nurse to nurse interactions within a hospital setting are plentiful and happen constantly through a variety of scenarios. Nurses offer support to one another by being appreciative, caring and maintaining open lines of communication (Gustafsson & Stenberg, 2015). An experienced nurse will often be placed in a role model position through precepting new graduates- nurses who have made a lateral move within a hospital system. It is important for the nurse to remain patient when teaching these individuals in order to provide an open environment for mistakes, subsequent correction and learning. This aura is conducive to quality care and will often generate happiness amongst staff and patients. There must also be a balance between a warm, learning atmosphere and zero tolerance for certain behaviors. The nurse as a leader should be disapproving towards unethical behavior, willing to reproach staff should uncaring or unethical behavior be witnessed (Gustafsson & Stenberg, 2015).

            While all nurses are leaders in their own right, there are also formal nursing leaders that are distinguished and hold a superior position. These nurses are often very well exposed/ experienced, operating with a high degree of knowledge. These formal nurse leaders are often tasked with ensuring organizational values, vision and mission are being adhered to by its staff (Mackaroff et al., 2014). Unfortunately, formal nursing leader ship in today’s business-oriented healthcare structure is often tasked with the oversight of multiple units. This creates a shift of focus from individual patient needs, to the enforcement of organizational policy and procedure. This will often create tension between enacting ethical obligations of the profession, and working within the priorities and needs of their healthcare organizations and governments (Mackaroff et al., 2014). Personally, I admire and respect formal nursing leaders for their commitment of service and the wisdom they have to offer, which has often, positively, influenced personal nursing practice.

            I have witnessed, and been trained by, a number of nurses who demonstrate these strong leadership qualities. These individuals were able to impress upon me the importance of acting in such a manner as described in the above text. These nurses typically have many years of experience and have made mistakes and corrections to their own nursing practice. Some have witnessed their former colleagues make grave mistakes; resulting in injury or death of a patient; which caused termination from a position, and/or litigation– loss of licensure. These positive attributes passed on to me through training are now demonstrated in my every day nursing practice. As an agency nurse; working various Intensive Care Units: Surgical/Trauma, Medical, & Neurological; I pay close attention to detail, maintain open lines of communication, prioritize nursing actions, reproach unethical behavior, and always remain: warm, encouraging, and gracious toward my patient population.