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.<\/span>\u00a0<\/span><\/p>\n However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn\u2019t 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.<\/span>\u00a0<\/span><\/p>\n 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.<\/span>\u00a0<\/span><\/p>\n Post<\/span><\/b>\u202ftwo 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.<\/span>\u00a0<\/span><\/p>\n Respond<\/span><\/b>\u202fto at least\u202f<\/span>two<\/span><\/b>\u202fof your colleagues\u202f<\/span>on two different days<\/span><\/b>\u202fby 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.<\/span>\u00a0<\/span><\/p>\n \u202fFascinating leadership is a channel through which health care services and patient requests can be contented with outstanding outcomes. One of the most meaningful developmental powers in transforming healthcare is the shift from executive management to initiative leadership in nursing (Doody & Doody, 2012). The transformational leader will be the strength for expanding holistic view and perspective, engaging and empowering nursing staff at all levels, and expanding utilization of technology in the organization to improve patient care (Huber, 2015). Normally, medical\u202fprovided and especially nurses have been over-managed, led insufficiently and inadequately, and still, nurses face unprecedented challenges, difficulties, and opportunities. Healthcare organizations continually face changes that require a progressively adaptive and flexible leadership. This sort of versatile authority or adaptive leadership is known as transformational through which conditions of shared obligations and responsibilities that impact better approaches for the growth of the associations is made (Steaban, 2016).<\/span>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202fTwo insights from scholarly resources are change and implementation. Transformational\u202fleaders are individuals who can make a critical change in both followers and the organization with which they are related. They lead changes in mission, strategy, structure, and culture, to some extent through an emphasis on intangible characteristics, for example vision, shared qualities and thoughts, and relationship-building (Doody & Doody, 2012). This is carefully done by the implementation, and they do this by articulating the vision in a reasonable and engaging way, explaining how to attain the visions, acting with confidence and optimistically, expressing trust in the followers, emphasizing values with symbolic actions, leading by example, and empowering followers to achieve the vision (McCaffrey & Reinoso, 2017).<\/span>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202f To accomplish this, nurse leaders must possess explicit or specific qualities such as to be able to recognize the importance of rewards, but goes further to satisfy the emotional and intellectual needs of staff. Additionally, they have to be confident and communicate their vision to staff while recognizing organizational limitations. Furthermore, create supportive environments where responsibility is shared and staff feels safe to take risks becoming creative and innovate through idealized influences which builds confidence, admiration, respect and trust (Huber, 2015), giving workers a sense of mission; inspirational motivation encouraging others to achieve the goals and aspirations of the organization while also achieving their own aims; intellectual stimulation encouraging staff innovation, challenging the beliefs of staff, the leader, and service (Huber, 2015).<\/span>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202f The leader at my place of work would consistently find thoughtful solutions to handle day-to-day events for the achievement and satisfaction of patients, nurses, and creating a safe and comfortable work environment. As a leader she wants the staff to perform well at work with outstanding patient and family satisfaction by identifying solutions that allows everyone to be a winner which significantly highlights the essence of leadership. She involves everyone in teamwork and cooperation with management, for example; there is a rapid response team on each shift responsible to sprint into action if there is code or patient crashing. There is an alarm fatigue team that is responsible for any alarm that goes off and other teams in which members are responsible. The leader most often does the best to avoid staffing shortage and nurse burnout by providing flexible self-staffing schedule with open overtime self-scheduling and providing the organization with adequate supplies and equipment. There is always room to learn new things, she creates opportunities for each and\u202feveryone\u202fwilling to go to nursing conferences and learn new and updated information, practices and share their knowledge; approve tuition to advance education and encourage nurses to speak up when they encounter inappropriate experiences or what they do not completely understand. The leader keeps her eyes and ears more open and takes more time to listen to staff, frequently asking nurses how things are going and if assistance with the patient is needed should feel free and approach her for assistance which has been seen done on multiple occasions. She acknowledges the work nurses do and as a great transformational leader applying a motivational, coaching, and inspirational style of leadership.<\/span>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202fLeadership skills are viewed as a central component for a well-coordinated and integrated provision of care, both from the patients and healthcare professionals. The leadership skills at my organization have continuously led to the organizational optimal performance. It is ensuring a high-quality care system that has consistently provided safe and efficient care including efficient system integrity, performance, and timely care delivery. This has had an indirect impact on reducing death rates, by inspiring, retaining, and supporting staff. In addition, it has improved the quality of healthcare services such as moderate-severe pain, physical restraint use, high-risk residents having pressure ulcers, catheter-associated urinary tract infection, central line-associated bloodstream infection, and a short stay in the hospital. Effective leadership has above all led to higher levels of job satisfaction, higher productivity, nursing retention, patient safety, and overall safety climate, and positive health outcomes.<\/span>\u00a0<\/span><\/p>\n \u202f \u202f\u202f To conclusion, transformational leadership is supported as leaders have the power to produce future generations of successful leaders who have the proficiency to create effective solutions to some of the profession\u2019s most crucial issues. Adjusting complex request in unstable environments is at the heart of formulating healthier healthcare organizations that provide the quality of care that clients, families, and communities deserve (Marshall & Broome, 2017). Leaders need to be knowledgeable and competent in strategic planning, so their efforts may be received and acknowledged at all levels and most especially at senior levels (McCaffrey & Reinoso, 2017).<\/span>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f \u202f\u202f<\/span>\u00a0<\/span><\/p>\n Doody, O., & Doody, C. M. (2012). Transformational leadership in nursing<\/span>\u00a0<\/span><\/p>\n Huber, E. (2015). Ellen Hudson: a transformational leader.\u202f<\/span>Kentucky Nurse<\/span><\/i>,\u202f<\/span>63<\/span><\/i>(2), 13\u201314<\/span>\u00a0<\/span><\/p>\n Marshall, E., & Broome, M. (2017).\u202f<\/span>Transformational leadership in nursing: From expert<\/span><\/i>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f \u202f\u202f\u202fclinical to influential leader\u202f<\/span><\/i>(2<\/span>nd<\/span>\u202fed.). New York, NY: Springer.<\/span>\u00a0<\/span><\/p>\n McCaffrey, R., & Reinoso, H. (2017). Transformational Leadership: A Model for Advanced<\/span>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f \u202fPractice Holistic Nurses.\u202f<\/span>Journal Of Holistic Nursing: Official Journal Of The American<\/span><\/i>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202f\u202f\u202f \u202f\u202f\u202f\u202f\u202f\u202fHolistic Nurses\u2019 Association<\/span><\/i>,\u202f<\/span>35<\/span><\/i>(4), 397<\/span>\u00a0<\/span><\/p>\n Steaban, R. L. (2016). Health Care Reform, Care Coordination, and Transformational<\/span>\u00a0<\/span><\/p>\n \u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f\u202f Leadership.\u202f<\/span>Nursing Administration Quarterly<\/span><\/i>,\u202f<\/span>40<\/span><\/i>(2), 153\u2013163.<\/span>\u202f<\/span>\u00a0<\/span><\/p>\n The two key insights I received from my two articles are first, the nursing shortage could be greatly decreased if management aimed to improve the practice environment and schedule flexibility through a promising approach towards increased retention of registered nurses. \u00a0(Leineweber et. al, 2016). The second key insight is that there is a \u201cdirect correlation between nurse-to-patient ratios and patient outcomes due to increased workload and stress, and the risk of burnout for nurses.\u201d (Phillips et al, 2021). The high-intensity nature of nurses’ work means that nurses themselves are at risk of committing errors while providing routine care\u201d.<\/p>\n One of the mangers in my organization fought hard to make self-scheduling was actual self-scheduling, but the nurses would not balance the schedule so the manager would have to step in and move nurses around. Flexibility and the autonomy of self-scheduling boost employee morale, but if it is not balanced and equal on all the days, how is this exhibiting respect for the nurses and fair for patients? (Wynendaele, 2021).<\/p>\n This same nurse manager would also take the charge nurse assignment when the floor was short, she came in to work in the middle of the night if a lot of patients were admitted and would do her best to make sure the nurses and technicians were happy. When the stresses of the job or patients was too much, she would step in and resolves a lot of issues. \u00a0As nurses we deal with stress from the other medical professionals, family members, and the patients, and our reaction level to the stress is low most of the time. But as time goes on, nurses burn out and zone out, therefore causing decreased patient outcomes. (Keykaleh, et al, 2018).<\/p>\n Because of theses skills exhibited by this nurse manger, it showed the entire staff that she cared, could do our job, would step in when she was needed, and in turn, the nurses and techs would come in on their days off and work late. Her appreciation for the staff empowered them to go above and beyond and it empowered her to do more for her staff. When she left, the staff turnovers started back up again and patient care was greatly affected.<\/p>\n Leineweber, Chungkham, H, Lindqvist, R, Westerlund, J, Runesdotter, S, Alenius, R, Tishelman, C. (2016).\u00a0Nurses\u2019 practice environment and satisfaction with schedule flexibility is related to intention to leave due to dissatisfaction: A multi-country, multilevel study,<\/em>\u00a0https:\/\/doi.org\/10.1016\/j.ijnurstu.2016.02.003.Links to an external site.<\/a><\/p>\n Keykaleh M, Safarpour H, Yousefian S, Faghisolouk F, Mohammadi E, Ghomian Z. (2018).\u00a0The Relationship between Nurse’s Job Stress and Patient Safety<\/em>.\u00a0https:\/\/www.ncbi.nlm.nih.gov\/pmc\/articles\/PMC6290432\/Links to an external site.<\/a><\/p>\n Phillips, J, Malliaris, A, Bakerjian, D. (2021).\u00a0Nursing and Patient Safety.<\/em>\u00a0https:\/\/psnet.ahrq.gov\/primer\/nursing-and-patient-safetyLinks to an external site.<\/a><\/p>\n![\"NURS](\"http:\/\/nursingassignmentcrackers.com\/wp-content\/uploads\/2024\/01\/Capture-7-9-300x76.png\")
To Prepare:<\/span><\/b>\u00a0<\/span><\/h2>\n
\n
By Day 3 of Week 4<\/span><\/b>\u00a0<\/span><\/h2>\n
By Day 6 of Week 4<\/span><\/b>\u00a0<\/span><\/h2>\n
A Sample Answer For the Assignment: NURS 6052 Week 4 Discussion 1 Leadership Theories in Practice<\/span><\/b>\u00a0<\/span><\/strong><\/h2>\n
Title: NURS 6052 Week 4 Discussion 1 Leadership Theories in Practice<\/span><\/b>\u00a0<\/span><\/strong><\/h2>\n
Key Insights from Scholarly Resources<\/span><\/b>\u00a0<\/span><\/h2>\n
Practical Experience with Leadership Skills<\/span><\/b>\u00a0<\/span><\/h2>\n
Effectiveness of Leadership Skills and its Impact on Work Place<\/span><\/b>\u00a0<\/span><\/h2>\n
A Sample Answer 2 For the Assignment: NURS 6052 Week 4 Discussion 1 Leadership Theories in Practice<\/span><\/b>\u00a0<\/span><\/strong><\/h2>\n
Title: NURS 6052 Week 4 Discussion 1 Leadership Theories in Practice<\/span><\/b>\u00a0<\/span><\/strong><\/h2>\n
Skills demonstrated<\/strong><\/h2>\n
Impact on the workplace<\/strong><\/h2>\n
References<\/strong><\/h2>\n