Nursing 6053 Leadership Week 4 Initial Post ✓ Solved

Nursing 6053; Leadership Week 4 – Initial Post

Excellent leadership in nursing is likely to pull from different theories according to the job at hand, the team’s needs and the local state of affairs. There is no simple answer to the complex question of what makes exceptional leadership in nursing, despite the existence of evidence showing that it can have a positive impact on both patient experience and outcomes, and nurse satisfaction and retention. There is some suggestion that the latter then influences the former. However, establishing what makes good nursing leadership is challenging. A number of leadership theories describe how they can be applied to nursing and how effective they are.

What appears is that different approaches are needed according to the goals of the individual leader. One thing is clear: success hinges on good relationships between leaders and their teams. In the face of ambiguity and complexity, it seems that good leadership is an anomaly and requires careful evaluation. Where there are contradictory findings, it is important to delve deeper to uncover what each different approach has in common. Historically, leadership studies have been focused on the beliefs and actions of leaders, leaving followers with a passive role and at the mercy of those they follow.

Recent studies have explored the roles of both leaders and followers, and suggest that it is the nature of the relationship between them, rather than any specific behavior of their leaders, that creates effective leadership. Hersey and Blanchard (1969) observed that the leader’s actions should be determined by the experience of the team remembering that the behaviors of good leaders are circumstantial rather than permanent. In this model, leaders evaluate the needs of the followers and adjust their actions accordingly. Haslam et al (2011) suggest that leaders must be an essential part of the team and that their primary role is to create a sense of group uniqueness. The leader must convey what the team dynamics are and why people would want to be part of it, and motivate followers to identify with the group, by fostering a true sense of loyalty.

Uhl-Bien et al (2014) go further, suggesting that the guidance of a team is co-produced with followers and that it depends on their actions toward the leader and the leader’s reaction towards them, in an open network. The idea is that you cannot force leadership and that it must be earned from followers. In this model, there is a distinction between people in positions of authority and leaders, and leadership has to be won rather than assumed. Avolio, who had worked with Bass on transformational leadership, developed his thinking further into authentic leadership, which emphasizes the leader’s ethics and behavioral integrity (Avolio et al, 2004). This is reflected in Haslam’s model, which requires the leader to lead by example, displaying the team’s values and desired behaviors (Haslam et al, 2011).

What these theories have in common is a focus on collegiate relationships that leaders form with, and promote between, other members of the team. The best and most relative example of exceptional leadership that comes to mind is exemplified by my Walden professors. The following key leadership skills are routinely exhibited by all of my professors: Monitoring and calibrating the team’s workload; Upholding the Walden Code of Conduct; Creating a work environment in which all staff feel they can contribute the maximum in a fulfilling way for them; Creating relationships that build camaraderie; Ensuring that the team delivers the best use of available resources (Maxwell, 2017). Every week each of my professors provides direction, critical updates and other additional tools provided via announcements, feedback is frequently offered on previously completed assignments and/or discussions, individual support is offered through e-mail or the blackboard.

Each of us embarked on this course with virtually the same goal in mind, however, the outcome is dependent partially on personal performance, but also the leadership and expertise of those who educate us. Nurse leadership is in truth a pragmatic blend of theory and evidence, adapted to the local circumstances, flexible enough to respond to the reactions of the team, and agile enough to deal with the unexpected.

Paper For Above Instructions

Leadership in nursing is a multifaceted concept that incorporates various theories and practices tailored to the needs of both healthcare professionals and patients. The role of effective nursing leadership is pivotal, impacting team dynamics, patient care, and overall healthcare outcomes. As identified, the complexity surrounding the definition of what constitutes effective leadership in nursing highlights the necessity for leaders to adapt their approach according to situational demands and team requirements.

The evolving landscape of nursing demands leaders who are versatile and adept at fostering strong relationships with their teams. Research emphasizes the significance of interaction between leaders and followers, suggesting that meaningful relationships form the bedrock of successful leadership (Haslam et al., 2011). The transition from a traditional top-down leadership model to one that acknowledges the contributions of all team members reflects a more collaborative approach to healthcare (Uhl-Bien et al., 2014).

In this context, Hersey and Blanchard's Situational Leadership Theory serves as an insightful framework for nursing leaders. It posits that leaders should adjust their style based on the maturity level of their team. This adaptability enhances team satisfaction and retention, ultimately leading to improved patient outcomes. By valuing the input of team members, leaders can foster an inclusive environment conducive to success (Hersey & Blanchard, 1969).

Additionally, Avolio's concept of authentic leadership emphasizes ethical behavior and integrity. Such leaders not only model the values they wish to instill in their teams but also engage in transparent communication, thereby fostering trust and loyalty (Avolio et al., 2004). Authentic leadership is particularly relevant in nursing, where ethical dilemmas are frequently encountered, and strong moral guidance is essential for both staff and patients.

Moreover, Maxwell (2017) provides insight into the practical implications of leadership in nursing education, noting that exceptional leaders often exhibit a range of competencies, including effective workload management and creating supportive environments where team members feel valued. Such environments not only enhance staff morale but also contribute to better patient-centered care.

Transformational leadership, characterized by inspiration and motivation, also plays a vital role in nursing. By encouraging staff to pursue shared goals and innovate in their practice, transformational leaders can transform the healthcare environment, paving the way for enhanced patient experiences (Marshall & Broome, 2017).

Furthermore, the concept of collective leadership emphasizes the importance of collaborative decision-making within healthcare teams. This model champions the integration of diverse perspectives, thereby enriching the decision-making process and fostering greater team cohesion (West et al., 2014). Successful leaders must recognize that leadership is not an isolated endeavor but rather a shared responsibility.

It is essential to adapt leadership approaches in response to the unique dynamics of healthcare settings. As demonstrated, situational, authentic, transformational, and collective leadership theories provide invaluable insights that can enhance nursing practice (Gerontological Nursing, 2011). Applying these theories within educational frameworks prepares aspiring nurses to become effective leaders in their respective fields.

In conclusion, effective nursing leadership transcends the mere application of theoretical principles; it demands an understanding of human behavior, relational ethics, and adaptability to changing circumstances. By prioritizing relationships and fostering a collegial environment, nursing leaders can optimize healthcare delivery and cultivate both staff satisfaction and patient outcomes. The commitment to continuous learning and engagement with peer feedback, as mentioned in the context of Walden professors, illustrates the ongoing nature of leadership development, which is crucial for adapting to the evolving challenges in nursing.

References

• Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2004). Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.
• Gerontological Nursing. (2011). Transformational leadership in nursing: from expert clinician to influential leader. New York, NY: Springer.
• Haslam, S. A., Reicher, S. D., & Platow, M. J. (2011). The New Psychology of Leadership – Identity, Influence and Power. Hove: Psychology Press.
• Hersey, P., & Blanchard, K. (1969). Life cycle theory of leadership. Training & Development Journal.
• Maxwell, E. (2017). Good leadership in nursing: what is the most effective approach? Nursing Times, 113(8), 18-21.
• Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.
• Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership theory: a review and research agenda. The Leadership Quarterly, 25(1), 83-104.
• West, M. A., & Lyubovnikova, J. (2014). Collective leadership for cultures of high-quality health care. Journal of Organizational Effectiveness: People and Performance, 1(3), 202-220.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. New York: Wiley.
• Laureate Education (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.