Want create site? With Free visual composer you can do it easy.

NURS 6053 Discussion 1: Leadership Theories in Practice

NURS 6053 Discussion 1: Leadership Theories in Practice

Transformational leadership begins with a nursing leader who is professional, engaged, and advocates for dignity and health, as well as effectively guiding others to desired outcomes (Marshall & Broome, 2017). I had two questions while researching this week’s topic: 1. Do nursing leadership styles influence nursing workforce outcomes? 2. How do these leadership styles influence outcomes? Yes, I discovered that leadership style has an effect on the nursing workforce. In comparison to task-focused leadership, relational, transformational leadership is associated with better nursing and organizational outcomes (Cummings et al., 2018). This leadership style has a positive impact on outcomes, as evidenced by decreased burnout among nurses and increased job satisfaction. According to Murray, Sundin, and Cope, nursing staff health and well-being improves, which has a wide-spread positive effect on organizational outcomes and patient care (2018).

At my previous job on a medical observation floor, the manager demonstrated transformational leadership, which resulted in a happy nursing staff, high retention, and well-cared-for patients. According to Marshall and Broome (2017), transformational leadership is based on a commitment to shared values, trust, vision, and inspiration. Our manager interacted with the nursing staff, encouraged us individually, and lifted us up. When I was having a particularly difficult day, she noticed and went to get me a cup of coffee from the hospital Starbucks (the largest size!). Then she expressed her gratitude for my efforts. This is how she treated everyone on the team, and her leadership style had a positive impact on our workplace because we all felt valued and cared for, and our ideas and opinions were valued. It was a very healthy workplace, and I was hesitant to leave even though I would be paid significantly more at my current facility.

I believe that healthcare organizations would benefit from leaders who show concern for staff as people, who have good relational skills, and who are able to collaboratively work to improve the future for themselves and the employees they lead.  In this way, patients can experience positive outcomes through increased retention, sufficient staffing, and continuity of care (Lee, Chiang, & Kuo, 2019).

References

Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Miacaroni, S. P. M., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic reveiw. International Journal of Nursing Studies, 85, 19-60.  Retrieved June 23, 2020, from https://doi.org/10.1016.j.ijnurstu.2018.04.016 NURS 6053 Discussion 1: Leadership Theories in Practice

Lee, H.-F., Chiang, H.-Y., & Kuo, H.-T. (2019). Relationship between authentic leadership and nurses’ intent to leave: The mediating role of work environment and burnout. Journal of Nursing Management, 27(1), 52-65. Retrieved June 23, 2020, from https://doi.org/10.1111/jonm.12648

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.

Murray, M., Sundin, D., & Cope, V. (2018). The nexus of nursing leadership and a culture of safer patient care. Journal of Clinical Nursing, 27(5-6), 1287-1293. Retrieved June 23, 2020, from https://doi.org/10.1111/jocn.13980

RE: Discussion – Week 4 Initial Post

NURS 6053 Discussion 1 Leadership Theories in Practice

NURS 6053 Discussion 1 Leadership Theories in Practice

Click here to ORDER an A++ paper from our MASTERS and DOCTORATE WRITERS:NURS 6053 Discussion 1: Leadership Theories in Practice

Leaders are defined by their title or position or title rather they are characterized by their ability to craft a compelling vison while

inspiring others to follow while taking stock in their core values considering alternatives, gain perspectives, and guide decision making (Laureate Education, 2018).  Healthcare is very multidimensional and constantly changing, so it needs leaders who can manage their team while inspire others to be productive and efficient.  Leaders must be organizational minded making hard decisions for the business to survive and be competitive.  Leaders have different leadership styles so different they can use different theories to guide them in their practice.

Competent leaders are important because they can effectively communicate missions and visions while influencing others in the workforce (Duggan et al., 2015).  Nursing is complex and requires leaders who are competent and experienced helping others to achieve their goals.  A good leader inspires others to become better.

Authentic leadership is framework that emphasizes relationships between leaders and followers and focuses on the self-development potential of the leader (Marshall & Broome, 2017).  According to Marshall & Broome, 2017, nurse leaders who are authentic can be honest and open in their relationships with individuals to whom they report, as well as those who work for.  Key characteristics of these leaders include self-awareness, relational transparency, internalized moral perspective, and balanced information processing (Bamford, Wong, & Laschinger, 2013).  Authentic leadership as genuine and real.

NURS 6053 Discussion 1: Leadership Theories in Practice

I have experienced this leadership style briefly at my organization.  The manager was trustworthy.  She was an advocate not only for patients but nurses as well.  She would frequently voice safety concerns for staff and patents. She was big on staff development and nurses being able to utilize the skills learned as they advance their careers.  She appreciated and respected hard-working nurses.  This manager had the experience and education in guiding her staff.  Staff loved that she was honest and felt as though they could trust her.

Good leaders help others to become better.  They must possess a moral compass while collaboratively working with others on the healthcare team.  The organization have a hard time retaining staff because of the types of leaders it has.  Leaders produces workers who are effective producing optimum outcomes for their patients.

References:

Laureate Education (Producer).  (2018).  The Leader in You [Video file].  Baltimore, MD:  Author.

NURS 6053 Discussion 1: Leadership Theories in Practice

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

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.

Bamford, M., Wong, C.A., & Laschinger, H.  (2013).  The influence of authentic leadership and areas of worklife on work engagement of registered nurses.  Journal of Nursing Management, 21(3), 529-540.

Discussion 1: 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:

  • 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.

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.

Response #2

            Omoikhefe,

            Thank you for sharing the insights you had after reviewing your scholarly resources. I agree with you that the idea of authentic leadership is that leaders are seen as genuine, honest, and being themselves is key to finding success. There are other important leadership skills but being yourself helps you hone those skills. Research shows that authentic leadership is the biggest predictor of an employee’s job satisfaction, organizational commitment, and workplace happiness (Western Governors University, 2020). However, there are also challenges associated with this leadership style. The world’s main leadership problems do not happen because leaders fake it, but they decide to stop faking it and suddenly feel the right just to be themselves. We don’t do self-awareness very well and are much more interested in reality distortion and self-enhancement than accurate self-insights. When people are required to be authentic, we need to understand that their authentic self may neither be real nor honest to begin with in the sense of a genuine self-view. For instance, when you ask people whether they are funny, creative, original, good, or nice, around 80-90% of people will say YES even though that is statistically impossible and they are not lying to you, but to themselves (Chamorro-Premuzic, 2020). When it comes to leadership, we have a big opportunity to improve and make the state-of-affairs better, not for leaders but for everyone else. The opportunity is to distinguish between style and substance and between what’s good for the leader and what’s good for everyone else. Authenticity, just like confidence and charisma, is about style rather than substance. It seems clear that between an authentic but incompetent leader and one who has worked hard to fight against her nature to act competently and positively impact others, the choice should not be too hard.

            On the other hand, you also mentioned transformational leadership, another great style used by many leaders. In recent times organizations change their structure at a rapid rate. The first challenge is to make a compelling case according to the dynamic changes. Transforming leaders can’t understand the changing condition very fast, so they cannot train and motivate their followers. Another challenge for transformational leadership is to inspire workers with a compelling vision of the future. A transformational leader must give employees hope and show that their concerted efforts can create a future that benefits everyone in the entire organization. Leading the transition is the third challenge for transformational leaders. It’s one thing to sell a dream but another to make it happen (Yadav & Agrawal, 2017).

            In conclusion, no one leadership style fits every situation. The best style will be the one a leader matches with particular circumstances and people. The most successful leaders seamlessly switch among different leadership styles.

                                                                                                                        References

Chamorro-Premuzic, T. (2020, October 28). The dark side of authentic leadership. Forbes. https://www.forbes.com/sites/tomaspremuzic/2020/10/28/the-dark-side-of-authentic-leadership/?sh=1ac924263c5c

Western Governors University. (2020, April 23). What is authentic leadership? https://www.wgu.edu/blog/what-is-authentic-leadership2004.html

Yadav, S., & Agrawal, V. (2017). Challenges face by transformational leaders and suggestions to solve the challenges. International Journal of Research in IT and Management (IJRIM), 7(5), 34–43.

NURS_6053_Module03_Week04_Discussion_Rubric

Excellent Good Fair Poor
Main Posting
Points Range: 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.

Points Range: 40 (40%) – 44 (44%)

Responds to the discussion question(s) and is reflective with critical analysis and synthesis of knowledge gained from the course readings for the module.

At least 75% of post has exceptional depth and breadth.

Supported by at least three credible sources.

Written clearly and concisely with one or no grammatical or spelling errors and fully adheres to current APA manual writing rules and style.

Points Range: 35 (35%) – 39 (39%)

Responds to some of the discussion question(s).

One or two criteria are not addressed or are superficially addressed.

Is somewhat lacking reflection and critical analysis and synthesis.

Somewhat represents knowledge gained from the course readings for the module.

Post is cited with two credible sources.

Written somewhat concisely; may contain more than two spelling or grammatical errors.

Contains some APA formatting errors.

Points Range: 0 (0%) – 34 (34%)

Does not respond to the discussion question(s) adequately.

Lacks depth or superficially addresses criteria.

Lacks reflection and critical analysis and synthesis.

Does not represent knowledge gained from the course readings for the module.

Contains only one or no credible sources.

Not written clearly or concisely.

Contains more than two spelling or grammatical errors.

Does not adhere to current APA manual writing rules and style.

Main Post: Timeliness
Points Range: 10 (10%) – 10 (10%)
Posts main post by day 3.
Points Range: 0 (0%) – 0 (0%)
Points Range: 0 (0%) – 0 (0%)
Points Range: 0 (0%) – 0 (0%)
Does not post by day 3.
First Response
Points Range: 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.

Points Range: 15 (15%) – 16 (16%)

Response exhibits critical thinking and application to practice settings.

Communication is professional and respectful to colleagues.

Responses to faculty questions are answered, if posed.

Provides clear, concise opinions and ideas that are supported by two or more credible sources.

Response is effectively written in standard, edited English.

Points Range: 13 (13%) – 14 (14%)

Response is on topic and may have some depth.

Responses posted in the discussion may lack effective professional communication.

Responses to faculty questions are somewhat answered, if posed.

Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited.

Points Range: 0 (0%) – 12 (12%)

Response may not be on topic and lacks depth.

Responses posted in the discussion lack effective professional communication.

Responses to faculty questions are missing.

No credible sources are cited.

Second Response
Points Range: 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.

Points Range: 14 (14%) – 15 (15%)

Response exhibits critical thinking and application to practice settings.

Communication is professional and respectful to colleagues.

Responses to faculty questions are answered, if posed.

Provides clear, concise opinions and ideas that are supported by two or more credible sources.

Response is effectively written in standard, edited English.

Points Range: 12 (12%) – 13 (13%)

Response is on topic and may have some depth.

Responses posted in the discussion may lack effective professional communication.

Responses to faculty questions are somewhat answered, if posed.

Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited.

Points Range: 0 (0%) – 11 (11%)

Response may not be on topic and lacks depth.

Responses posted in the discussion lack effective professional communication.

Responses to faculty questions are missing.

No credible sources are cited.

Participation
Points Range: 5 (5%) – 5 (5%)
Meets requirements for participation by posting on three different days.
Points Range: 0 (0%) – 0 (0%)
Points Range: 0 (0%) – 0 (0%)
Points Range: 0 (0%) – 0 (0%)
Does not meet requirements for participation by posting on 3 different days.
Total Points: 100
Did you find apk for android? You can find new Free Android Games and apps.