Discussion: NURS 6053 Leadership Theories

Discussion: NURS 6053 Leadership Theories

Discussion: NURS 6053 Leadership Theories

Question

NURS6053/NRSE6053 INTERPROFESSIONAL ORGANIZATIONAL AND SYSTEMS
LEADERSHIP

Week 4 Discussion

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.

Discussion: NURS 6053 Leadership Theories

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.

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Nurses must work in a healthy work environment that is satisfying, empowering and safe to provide safe and quality patient care. Leadership behaviors have an impact on creating a healthy work environment for nurses. The two key insights I had from the articles are that leaders play a crucial role in creating work environments that influence the experience of employees and subsequent health and job-related outcomes. NURS 6053 Nursing Discussion 1: Leadership Theories in Practice. According to Sili et al (2014), a positive and authentic leader, who is typified by her or his honesty, self-awareness, clarity, behavioral integrity and is empathetic to employees, creates a positive work environment where employees feel empowered.

Positive leadership behaviors lessen the possibility of burnout, dissatisfaction and the intent to leave an organization. according to Mudallal et al (2017), leadership behavior that empowers nurses to utilize their skills, behaviors, and knowledge to control their work is capable of improving job satisfaction, commitment to the organization and quality of care NURS 6053 Nursing Discussion 1: Leadership Theories in Practice. Empowering behaviors, for instance, by enlightening and showing concern and care lessens nurses’ feelings of depersonalization and emotional exhaustion by making nursing to have trust in the leader and the organization. Leadership behaviors, particularly transformational leadership behaviors create a healthy work environment where nurses empowered and committed to their work.

Leadership behaviors are capable of assisting employees in developing their potential and empowering individuals to make changes possible. As indicate by Suranto et al (2018), leaders who promote teamwork, involve staff in decision-making, reward excellent work and encourage motivation can improve employee satisfaction and impact the work-life quality. For instance, a transformational leader inspires followers via motivation to maintain loyalty and to become part of an organization’s shared vision NURS 6053 Nursing Discussion 1: Leadership Theories in Practice. A transformational leader also provides advice and utilizes delegates to assist employees to grow past work and personal challenges.

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