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

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

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

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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 Management28(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

Main Post Discussion – Week 4

According to Broome and Marshall, transformational leadership is defined by a leader’s ability not only to identify priorities, but also to motivate and influence the team to focus on and pursue these priorities (p. 15). Dhaliwal defines transformational leadership as having four components: “…idealized influence, inspirational motivation, intellectual stimulation, and individual consideration.” (para. 4). Nurses bring a unique perspective to leadership and have a lot to offer (Moore Foundation, n.d.:NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice ). As a leader in an exceptionally large county jail, I am fortunate to be able to contribute my unique nursing perspective.

Jail facilities are unique, and the conflicting priorities of nursing care and jail safety present challenges to health care leaders in corrections (Dhaliwal, 2019). Key to these challenges is the ability to adopt the perspective of the custody staff when working to implement change to health care practices. In

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

transformational leadership, individual consideration is important if motivating and influencing is to occur (Broome & Marshall, 2021). NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice, in corrections it is crucial that the custody leadership has respect for the health care leadership. For example, when custody knows that leadership is working ethically, to provide the level of care that is both at acceptable standards, but also within the boundaries of safety for the facility, then custody staff is more supportive in delivering care. In jail facilities, care cannot be carried out without the cooperation of custody staff.

Meeting with inmates at their cell door does not provide an acceptable level of privacy according to correctional mental health care delivery standards (National Commission on Correctional Health Care, 2018). However, as stated in NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice, custody will often tell the clinician who is treating an inmate that it is either unsafe to remove the inmate from the cell, or that there is not enough time or staff to support a private interaction in the attorney booth. If custody leadership supports and understands the purpose and is influenced to meet the requirement for private interactions in the delivery of acceptable care, then this type of resistance among unit deputies will not be tolerated.  In the culture of law enforcement, following leadership directives is mandated. It is key that health care leaders can influence and motivate custody leaders to mandate appropriate support for the delivery of health care in the jails

Also Check Out: Discussion: NUR 514 Inter-professional Relations

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My jail’s mental health program is overseen by a licensed clinical therapist. She demonstrates transformational leadership in this setting with her style that both stimulates and inspires cooperation with the custody leadership. Collaboration has improved the facility’s mental health services, and the two parties have worked together to achieve their goals. Appointments for mental health services are kept on time and in a private setting. In prisons, mental health care is provided in accordance with national guidelines. I believe it was made possible by this director’s revolutionary leadership.

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

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

Dhaliwal, K. K., & Hirst, S. P. (2019). Correctional nursing and transformational leadership. Nursing Forum, 54(2), 192–197. https://doi-org.ezp.waldenulibrary.org/10.1111/nuf.12314

Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7

National Commission on Correctional Health Care. (2018). Standards for health services in jails (2018). Available from https://my.ncchc.org/productdetails?id=a1Bf200001E7Ur6EAF

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

Great post.

Transformational leadership refers to leaders who encourage, inspire, and motivate employees to innovate and create change in order to help a company grow and shape its future success (Fischer, 2016). As a result, I agree with your post because it mentions that a leader must be able to identify priorities as well as motivate and influence others. Your post also mentions that nurse leaders in jail facilities must deal with competing priorities in order to provide standard healthcare services (Dhaliwal & Hirst, 2019). I found the information on the role and challenges that nurses face in corrections to be insightful. I was also pleased that the post mentioned the critical importance of respect between custody and healthcare leadership. Acceptable levels of healthcare as well as the security of the corrections facility must be provided and maintained (Gallow et al., 2020). If clinicians are not allowed to treat inmates in accordance with healthcare regulations for any reason, I believe custody leadership should mandate appropriate support for providing standard health-related aid in jails.

https://www.onlinenursingessays.com/nurs-6053-wk-4-discussion-1-leadership-theories-in-practice-sample/

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

Dhaliwal, K. K., & Hirst, S. P. (2019). Correctional Nursing and Transformational Leadership. Nursing Forum, 54(2), 192–197.

https://doi-org.ezp.waldenulibrary.org/10.1111/nuf.12314

Fischer, S. A. (2016). Transformational Leadership in Nursing: A Concept Analysis. Journal of Advanced Nursing72(11), 2644-2653.  https://doi.org/10.1111/jan.13049

https://dx.doi.org/10.4102/sajhrm.v18i0.1281
Gallow, S., Nel, J., & Williams, A. (2020). A Conceptual Model to Retain Non-Professionals in a Private Healthcare Setting. SA Journal of Human Resource Management18(1), 1-6.

Thanks so much for your reply to my post L. You bring up great points about leadership. Stressful environments require leadership that is strong, invested, and influential, whether the environment is a hospital, correctional facility, or even a war theater. If a leader cannot inspire those whom they direct to follow their direction in whatever endeavor is at hand, little will be achieved. I have also experienced ineffective leaders in organizations where I have worked, and the characteristics they seem to have in common is a lack of understanding about the challenges of the frontline staff, and discernable insincerity. Broome & Marshall state that effective leaders rarely just happen by birth, but rather they are formed by a combination of experience and character in the context of preparation and circumstance (p. 15).

Leaders show courage and determination to make a difference while remaining approachable and relatable (Kouzes & Posner, 2007 as cited in Broome & Marshall, 2021). In my experience, if a leader lacks direct experience in the role of those they lead, the team is likely to resist. Experience is, without a doubt, the best teacher. When a leader has experience that their employees can relate to, it makes the leader more credible and approachable, resulting in greater buy-in when leadership decisions must be made and directives issued. Nobody likes being told what to do by someone they can’t relate to or respect, or worse, someone who appears to be acting insincere.

This is especially important in the correctional environment. Whenever conflict arises in the delivery of nursing care versus safety and security, the custody concerns of safety and security often win (Dhaliwal & Hirst, 2019). This places ethical tension and stress on the frontline nurses in the jail. I have provided direct patient care in the jail facility where I am now the nursing supervisor. I have faced many situations where patient advocacy is needed in the face of a resistant deputy. These situations require skills of negotiation, strength of character, and strong boundaries. Because of my experience I have learned these skills. Therefore, in teaching my nursing staff how to manage these situations I am relatable. This is just one example of how experience is important to leadership. I can support nurses who experience the ethical dissonance of these conflicting priorities because I have been there, done that. But effective leadership goes further than this. Experience alone is not enough. This experience must be shared in humility and with genuine concern, especially in nursing. Ours is a caring profession, and nurses can spot false concern a mile away.

I never want to be the kind of leader that does not walk the talk so to speak. I have worked with nursing leaders who have great qualifications on paper and talk a good game, but their insincerity was apparent in their actions. Staff nurses can always spot insincerity and self-interest. Effective leaders are experienced and demonstrate sincerity above all else. I bring this sincerity to my team by being present, responsive to concerns, approachable, and open to feedback. I strive to be the kind of leader I most respect, one who leads by example and is invested in common goals

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

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

Dhaliwal, K. K., & Hirst, S. P. (2019). Correctional nursing and transformational leadership. Nursing Forum, 54(2), 192–197. https://doi-org.ezp.waldenulibrary.org/10.1111/nuf.12314

Kouzes, J. M., & Posner, B. Z. (2007) The leadership challenge (4th ed.) San Francisco, CA; Jossey-Bass.

Discussion 1: Leadership Theories in Practice

By Day 3 of Week 4

Include two major takeaways from the scholarly sources you chose. Identify a person or setting where you’ve witnessed these attitudes and talents in action and describe it. Please be as specific as possible and give concrete instances. Then, describe how these abilities were put to use in the job and what influence they had. Let me introduce you to Brittany. I thoroughly enjoyed your post. Covid-19’s arrival at our facility is something I can identify with. All of us were in a state of fear throughout this period. As a charge nurse, it is crucial for the direct supervisor to be aware of the issues that need to be addressed when it comes to job satisfaction. When these difficulties are dealt with correctly, nurse turnover and work satisfaction are reduced. According to the definition of leadership, this skill involves motivating and inspiring others to reach their full potential so that an objective or project can be achieved (Specchia et al., 2021). There is a long history of leadership ideas that have evolved over time, with varied characteristics as people and historical conditions have changed. Various leadership styles have emerged over time. After reading this, I’m left with the impression that this boss is more Passive-avoidant in nature. A leader who avoids accepting responsibility and confronting people is known as a passive-avoidant (Specchia et al., 2021). Because of the lack of specific instructions, employees believe they have little control over their working environment. Staff turnover is high and employee retention is low in organizations with this type of leader. Most of the time, they don’t react until the problem has gotten out of hand before taking any effort to remedy it (Specchia et al., 2021).

The move from doing to leading is one of the most difficult for leaders to make. New managers have the luxury of putting off important tasks until later. “Rolling up my sleeves” for tactical jobs may even be admired by coworkers and employers (Sostrin, 2017). With increasing complexity, however, the distinction between a successful leader and a supersized individual contributor with a leadership title becomes painfully apparent. Some bosses are known to get personally concerned in their employees’ well-being. Leaders can feel overwhelmed if they don’t stick to the rules (Sostrin, 2017). The level of involvement is important, but so is the level of involvement. You need to maintain a level of engagement that allows you to provide the agreed-upon level of assistance and accountability to your team.

When the mix is incorrect, however, there are dangers. If you get too involved, you could unintentionally micromanage others around you; if you stay too detached, you might miss crucial moments where an encouraging comment or crucial feedback is required (Sostrin, 2017). Ask individuals what level is appropriate for their playing style before deciding where to play. As well as providing clarity on the frequency of touchpoints they will find valuable, this allows the assigned work to continue forward in a manner that is most suited to their needs.

References

Sostrin, J. (2017, October 10). To Be a Great Leader, You Have to Learn How to Delegate Well. Retrieved March 24, 2021, from scholar.googleusercontent.com website: https://scholar.googleusercontent.com/scholar?q=cache:wnGRrlFZ3rcJ:scholar.google.com/+What+is+a+great+leader&hl=en&as_sdt=0

Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership Styles and Nurses’ Job Satisfaction. Results of a Systematic Review. International Journal of Environmental Research and Public Health, 18(4), 1552. https://doi.org/10.3390/ijerph18041552

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.