Nursing Leadership Styles
Nursing Leadership Styles
Week 4 NURS-6053C Interprof Discussion
Module 3: Leadership (Weeks 4-6)
Laureate Education (Producer). (2018). The Leader in You [Video file]. Baltimore, MD: Author.
Learning Objectives
Students will:
- Analyze the effectiveness and impact of leadership skills
- Assess personal leadership traits
- Analyze how leadership traits can be applied to personal leadership philosophies and behaviors
- Develop a personal leadership philosophy
- Create a development plan related to personal leadership philosophies
Respond to 2 students: Leadership Theories in Practice
A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. Formal research literature is also teeming with volumes on the subject.
However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn’t there; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviors, for example, can be highly effective for leading nurses and organizations.
Yet, how well are these theories put to practice? In this Discussion, you will examine formal leadership theories. You will compare these theories to behaviors you have observed firsthand and discuss their effectiveness in impacting your organization.
To Prepare for Nursing Leadership Styles
- Review the Resources and examine the leadership theories and behaviors introduced.
- Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
- Reflect on the leadership behaviors presented in the three resources that you selected for review.
By Day 3 of Week 4
Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.
Tutor 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.
Student #1 M S
Main Post Discussion – Week 4
A leader is somebody that motivates others to perform collectively to fulfill a shared goal (Meliniotis, 2019). A leader in the nursing field must be able to withstand stressful situations and After being in the medical field for 11 years and working in education, I have worked under many different leadership styles. Some of these leadership styles were effective and some were very ineffective. The type of leader that one wants to be is completely dependent upon themselves. A leader should be proactive and driven to not only better the work environment but to also better the company and team. Nursing Leadership Styles
While working in the critical care unit, I have encountered three different mangers/leaders. One of my unit managers was a laissez-faire leader and basically avoided being a leader at all. This type of leader lacks expectations for their employees, avoids conflict, deflects on others, increase the stress in the environment, decreases employee’s health, and causes a lack of job satisfaction for those working as their subordinate (Nielsen et al., 2019). This leadership style can be detrimental to a company and its employees. Whenever I/my coworkers had any problems with something going on in the hospital, within our unit, or with him as our leader, he would deflect it onto someone else or say he had no control over things that were going on. Our boss was never there when we were short staffed, overwhelmed, or burnt out. At the time we were transitioning from a privately owned hospital to a hospital company that owned 10+ hospitals at the time in the state of Georgia. We as employees thought that this new company, we were working for, was terrible until we received a new manager and leader. Nursing Leadership Styles
My current leader/manager has more of a transformational leadership style and is amazing. She is very compassionate, helpful, encouraging, and a critical thinker. She is always willing to go above and beyond for her staff. A transformational leader is one who is trustworthy, instills values, committed, and changes the work environment morale to increase happiness in their employees (Marshall & Broome, 2021). According to Breevaart & Zacher (2019), transformational leaders are optimistic and dare their subordinates to strive to be better. My current boss is always willing to listen to suggestions from the employees, face an issue head on, assists us in growth as nurses and individuals, and has improved out unit in general. Nursing Leadership Styles
It has been researched many times and shown that transformational leaders are more effective than those that have a laissez-faire leadership style. Transformational leader employees carry out their job at a higher quality and are more delighted with their job than that of a laissez-faire leader subordinate (Breevaart & Zacher, 2019). Breevaart & Zacher (2019) also state that there is a precise correlation between transformational leaders and trust. Laissez-faire has seemed to increase anxiety and is harmful to the emotional health of those individuals (Nielsen et al., 2019). Breevaart & Zacher (2019) state that in the laissez-faire leadership style the inconsistencies show subordinates favoritism, inequity, and negative self-worth, all while wishing they could replace their manager. Leadership style can have a huge impact on a company and its employees. Nursing Leadership Styles
References for Nursing Leadership Styles
Breevaart, K., & Zacher, H. (2019). Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness. Journal of Occupational and Organizational Psychology, 92(2), 384–409. https://doi.org/10.1111/joop.12253
Marshall, E. S., & Broome, M. (2021). Transformational leadership in nursing from expert clinician to influential leader. Springer Publishing Company.
Meliniotis, C. (2019, October 29). Effective nursing leadership: How to be an effective nurse leader. Elite Learning. https://www.elitecme.com/resource-center/nursing/effective-nursing-leadership.
Nielsen, M. B., Skogstad, A., Gjerstad, J., & Einarsen, S. V. (2019). Are transformational and laissez-faire leadership related to state anxiety among subordinates? A two-wave prospective study of forward and reverse associations. Work & Stress, 33(2), 137–155. https://doi.org/10.1080/02678373.2018.1528307
Student #2
M V
RE: Discussion – Week 4
Leadership is the driver of organizational success. The executives of organizations have started to realize that routine human resource management is not sufficient for keeping teams motivated. It is obvious that the lack of motivation and numerous other HR related issues can negatively impact employees’ performance. The managers need to have leadership abilities which will allow them to get along with the team, inspire them and improve outcomes. Duggan et al (2015) consider leadership as one of the key components that ensures positive changes in the organization. Nursing Leadership Styles
Chan et al (2015) answered the question “what makes a leader?” The study which involved 173 physical therapists had important conclusions. Leaders, according to Chan et al (2015) most frequently exhibited the strengths of responsibility, input, and strategic, whereas non-leaders most frequently displayed strengths of input, realtor, and harmony. Another important conclusion was that gender, level of education, and years of experience did not significantly influence which strengths were present in the leadership profile. This is a key insight, because the authors proved that a leader can have one year of experience but still be a very effective leader. Gender does not matter as well, though many people think men are better leaders. Nursing Leadership Styles
Khoshhal & Guraya (2016) also examined leadership traits. They noted that leaders can inculcate confidence by integrating diverse views and listening; supporting skillful conversations through dialogue and helping others assess their influence and expertise. The key insight from here is that in addition to their clinical competence, physician leaders need to acquire the industry knowledge, problem-solving skills, and emotional intelligence.This is quite important, because sometimes people try to be leaders without having job related competencies. Instead, the leader should have both hard job related skills and soft skills. For example, I have seen a leader who had very well developed soft skills, however did not possess the hard skills of the job. As a result, he was not able to understand the real problems that employees were facing. In other words, while a leader may not be required to have long years of experience, understanding employee responsibilities and job tasks is a must for effective leadership. Nursing Leadership Styles
I have also seen a leader who was very experienced in his job and could quickly assess that the employee faces a job related issue. Thus, he could quickly combine his experience with leader’s intuition and address all conflicts and challenges that employees had. Nursing Leadership Styles
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence-based practices: Lessons from the field in six local health departments across the United States. BMC Health Services Research, 15(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3
Chan, Z., Bruxer, A., Lee, J., Sims, K., Wainwright, M., Brooks, D., & Desveaux, L. (2015). What Makes a Leader: Identifying the Strengths of Canadian Physical Therapists. Physiotherapy Canada. Physiotherapie Canada, 67(4), 341–348. https://doi.org/10.3138/ptc.2014-48
Khoshhal, K. I., & Guraya, S. Y. (2016). Leaders produce leaders and managers produce followers. A systematic review of the desired competencies and standard settings for physicians’ leadership. Saudi medical journal, 37(10), 1061–1067. https://doi.org/10.15537/smj.2016.10.15620
My discussion for this week so that tutor read about mine
Week #4 Leadership Discussion
Leadership involves having skills that inspire followership. Therefore, nurse leaders require leadership skills to cause positive change. Organizations benefit from strong leadership to attain their aims (Duggan et al., 2015). Among the insights that I have found in the resources is that transformational leadership is compatible with nursing and change implementation (Ree, 2020). Another insight is that emotional intelligence is a good trait in leaders as it allows leaders to solve conflicts and prevent issues like nurse burnout (Szczygiel & Mikolajczak, 2018). Leaders who apply transformational leadership and have emotional intelligence are suited for nursing departments because they empower their followers by facilitating them to achieve their goals while understanding their emotional responses to matters. Nursing Leadership Styles
An example of a leader that I have seen applying both emotional intelligence and transformational leadership is my preceptor. The leader deals with nurses who are educated but with limited experience. Therefore, she understands that while they may be knowledgeable, they lack the confidence to perform their jobs independently. Therefore, she helps new nurses and students to achieve their goals guiding them and understanding when they are scared or anxious. The preceptor uses effective communication and uses a language that is sensitive to avoid killing nurses’ morale and empowers them with the knowledge they need to deliver their potential. Nursing Leadership Styles
As a transformational leader, the preceptor participates in the roles that she assigns the learners and new nurses. Participating in the activities allows the preceptor to determine areas of weakness and hence empower learners to achieve their most. The preceptor focuses on the strengths of learners and enables them to achieve the most while improving on weaknesses. Rath (2007) also includes focus as one of the strengths that leaders can have. The preceptor is usually a very focused individual. Her focus enables her to identify areas that need improvements and she ensures to achieve her goal of facilitating nurses. Nursing Leadership Styles
The application of transformational leadership and emotional intelligence has been very important in helping followers achieve their goals. I, for instance, have made improvements because of the input of the preceptor. The facilitation of the needs of employees and peers has enabled the preceptor to maximize the learning and accumulation of skills by the new nurses and students that work under her. Learners also emulate the focus they see in her and how she solves issues calmly. Therefore, transformational leadership should be applied by nurse leaders to ensure that they enable those under them to achieve their goals and achieve high levels of job satisfaction. Nursing Leadership Styles
References Nursing Leadership Styles
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence-based practices: Lessons from the field in six local health departments across the United States. BMC Health Services Research, 15(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3
Ree, E. (2020). What is the role of transformational leadership, work environment, and patient safety culture for person-centered care? A cross‐sectional study in Norwegian nursing homes and home care services. Nursing Open, 7(6), 1988-1996.
Szczygiel, D. D., & Mikolajczak, M. (2018). Emotional intelligence buffers the effects of negative emotions on job burnout in nursing. Frontiers in psychology, 9, 2649.
Learning Resources for Nursing Leadership Styles
Required Readings for Nursing Leadership Styles
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
- Chapter 1, “Frameworks for Becoming a Transformational Leader” (pp. 2–19 ONLY)
- Chapter 6, “Shaping Your Own Leadership Journey” (pp. 182-211)
Resources for the StrengthsFinder Assessment Tool
Rath, T. (2007). Strengths Finder 2.0 – with Access Code.
Purchase the access code from the Walden bookstore. Then follow the instructions in the document “How to Access the Strengths Finder 2.0.
Document: How to Access Strengths Finder 2.0 (PDF)
Required Media for Nursing Leadership Styles
Laureate Education (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.
–Downloads– Download Video w/CC Download Audio Download Transcript
See Rubric Detail for grading
NURS_6053_Module03_Week04_Discussion_Rubric
| Excellent | ||||||
| Main Posting | 45 (45%) – 50 (50%)
Answers all parts of the discussion question(s) expectations with reflective critical analysis and synthesis of knowledge gained from the course readings for the module and current credible sources. Supported by at least three current, credible sources. Written clearly and concisely with no grammatical or spelling errors and fully adheres to current APA manual writing rules and style. Nursing Leadership Styles |
|||||
| Main Post: Timeliness | 10 (10%) – 10 (10%)
Posts main post by day 3. |
|||||
| First Response | 17 (17%) – 18 (18%)
Response exhibits synthesis, critical thinking, and application to practice settings. Responds fully to questions posed by faculty. Provides clear, concise opinions and ideas that are supported by at least two scholarly sources. Demonstrates synthesis and understanding of learning objectives. Communication is professional and respectful to colleagues. Responses to faculty questions are fully answered, if posed. Response is effectively written in standard, edited English. |
|||||
| Second Response | 16 (16%) – 17 (17%)
Response exhibits synthesis, critical thinking, and application to practice settings. Responds fully to questions posed by faculty. Provides clear, concise opinions and ideas that are supported by at least two scholarly sources. Demonstrates synthesis and understanding of learning objectives. Communication is professional and respectful to colleagues. Responses to faculty questions are fully answered, if posed. Response is effectively written in standard, edited English. Nursing Leadership Styles |
|||||
| Participation | 5 (5%) – 5 (5%)
Meets requirements for participation by posting on three different days. Nursing Leadership Styles |
|||||
| Total Points: 100 | ||||||
Name: NURS_6053_Module03_Week04_Discussion_Rubric