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Please be mindful of plagiarism and APA format, I have included the rubric as directed. Please use my course resources as one of my references as instructed. Please include Broome, M., & Marshall, E. S. (2021) in the references. Thank you
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.
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.
Required Media
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.
Accessible player
Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7
Also Read:
NURS 6053 Discussion: Organizational Policies and Practices to Support Healthcare Issues
NURS 6053 Assignment: Analysis of a Pertinent Healthcare Issue
NURS 6053 Assignment: Work Environment Assessment Example
NURS 6053 Assignment: Personal Leadership Philosophies
Nursing leadership is critical in daily nursing practice, research, and the nursing workforce among other aspects of healthcare delivery. there are various theories of nursing leadership in nursing. These include but are not limited to relationship, management, big bang, trait, great man, situational, authentic, servant, participative, behavioral, and breakthrough theories.
The leadership journey of an individual can be promoted by their lifetime habits (Broome & Marshall, 2021). Leadership has been the epitome of various systemic organizations and running of various public service sectors but has been a source of controversy and debate. In addition to this week’s reading resources, I have looked through other scholarly resources that evaluated the impact of leadership behavior on the workplace environment.
The resources reviewed were from journal articles of varying levels of research evidence. The first key insight derived from these resources is that nursing leadership styles derive their principles from specific nursing theories. The style of nursing leadership correlates with the nurse’s job satisfaction (Specchia et al., 2021). Job satisfaction is one of the recipes for good quality indicators of healthcare outcomes. The morale of the nurses as well as their satisfaction will improve their retention, lower turnover rates (Fennell, 2021), and reduce chances of medical errors. Therefore, the style of the leadership should strive to improve the quality of care.
Nursing leadership and allied behaviors are critical enablers in nursing research. the process of translation of research evidence into practice through evidence-based practice requires enabling nursing leadership (Gifford et al., 2018). Evidence-based practice is the epitome of current nursing practice. The health practice protocols and standards keep improving and the nursing needs to keep up to date with the latest practices that would benefit patient care outcomes. The relationships between a nurse leader and other nurses need to be stable and mutual to ensure the process of evidence-based practice.
A new health facility has limited nursing staff and has been utilizing the services of agency nurses to manage the deficit. There has been a history of high nurse turnover in this facility since the start of its operation. The facility manager wanted to solve the issue thus the facility replaced the top nurse managers in the departments who would use various leadership styles of many types to retain the nursing workforces.
The last half-year has seen the least number of hirings of agency nurses. The nurse turnover rates have also been reduced. The change in nursing leadership at the unit levels has changed the nursing leadership behavior hence nursing job satisfaction. The navigation through these social systems has been much more complex (Belrhiti et al., 2018) but the change in leadership would be associated with the outcomes
Nursing leadership is not only confined to nurse managers and unit leaders. A new nurse had just joined the unit and requires to confirm a diagnosis make a necessary nursing plan for her patient. the nurse unit manager decided to take the new nurse through the process of data retrieval and application to practice. In the process, the nurse would later base her plans on the latest state and national guidelines. The other nurses were also able to follow the same procedure develop future care plans.
Nursing leadership determines the success of nursing interactions in health care and consequently the quality of nursing care and patient care outcomes. The given situations illustrated how the various nursing leadership styles impacted the quality of nursing in workforce retention and utilization of evidence-based practice. The choice of leadership style is reliant on various factors including the personality of the leader as well as the goal of the nursing practice in the unit.
Belrhiti, Z., Nebot Giralt, A., & Marchal, B. (2018). Complex leadership in healthcare: A scoping review. International Journal of Health Policy and Management, 7(12), 1073–1084. https://doi.org/10.15171/ijhpm.2018.75
Broome, M. E., & Marshall, E. S. (2020). Transformational leadership in nursing: From expert clinician to influential leader (M. E. Broome & E. S. Marshall, Eds.; 3rd ed.). Springer Publishing. https://doi.org/10.1891/9780826135056
Fennell, K. (2021). Conceptualizations of leadership and relevance to health and human service workforce development: A scoping review. Journal of Multidisciplinary Healthcare, 14, 3035–3051. https://doi.org/10.2147/JMDH.S329628
Gifford, W. A., Squires, J. E., Angus, D. E., Ashley, L. A., Brosseau, L., Craik, J. M., Domecq, M.-C., Egan, M., Holyoke, P., Juergensen, L., Wallin, L., Wazni, L., & Graham, I. D. (2018). Managerial leadership for research use in nursing and allied health care professions: a systematic review. Implementation Science: IS, 13(1), 127. https://doi.org/10.1186/s13012-018-0817-7
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18(4), 1552. https://doi.org/10.3390/ijerph18041552
Leadership theories are constructs that explain why certain people become leaders. The major focus of leadership theories is the behaviors and traits that individuals can adopt to increase their leadership abilities (Frasier, 2019). There are different formal and informal leadership theories. Formal leadership theories include the great man, transactional, situational, transformational, trait, and behavioral theories. This discussion examines formal leadership theories against behaviors I have observed in my organization and their effectiveness in impacting my organization.
Formal leadership theories propose that leaders should demonstrate behaviors and skills such as active listening, trustworthiness, inspiration, effective communication, and recognition of diverse perspectives from followers (Vidman & Strömberg, 2020). The two key insights drawn from the week’s reading and external scholarly resources on the impact of formal leadership behavior in creating healthy work environments are that leadership behavior impacts conflict resolution and problem-solving in the workplace (Cummings et al., 2021) and promotes employees’ morale and engagement.
I have witnessed situations whereby a leader in my practice setting utilized these leadership behaviors and skills. For instance, there have been continuous multigenerational conflicts in the workplace. The nurse manager in my unit used active listening and effective communication to solve the problem and resolve the conflicts. In another situation where the unit had sub-performed, the leader used rewards and recognition to support the staff and promote their morale.
The application of these leadership skills was considerably effective and positively impacted practice in the workplace. The staff began respecting each other regardless of generational differences, thus preventing conflicts. More so, the staff became open to sharing their issues with the nurse manager, considering he demonstrated active listening and effective problem-solving in resolving conflicts. In addition, the practice of motivating staff and encouraging them based on their performance enhanced active engagement and empowered staff to perform better.
Leadership theories promote different behaviors and traits that individuals can cultivate to become effective leaders. These behaviors include active listening and effective communication. The key insights on leadership behaviors from this week’s reading were leadership behaviors and skills that promote conflict resolution and employee morale. These behaviors have been applied in my work setting in the two situations mentioned above. The application of leadership behavior and skills positively impacts practice in a workplace setting.
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, 103842. https://doi.org/10.1016/j.ijnurstu.2020.103842
Frasier N. (2019). Preparing Nurse Managers for Authentic Leadership: A Pilot Leadership Development Program. The Journal of Nursing Administration, 49(2), 79–85. https://doi.org/10.1097/NNA.0000000000000714
Vidman, Å., & Strömberg, A. (2020). Leadership for a healthy work environment – a question about who, what, and how. Leadership in Health Services (Bradford, England), 34(1), 1–15. https://doi.org/10.1108/LHS-06-2020-0041
The Quadruple Aim provides broad categories of goals to pursue to maintain and improve healthcare. Within each goal are many issues that, if addressed successfully, may have a positive impact on outcomes. For example, healthcare leaders are being tasked to shift from an emphasis on disease management often provided in an acute care setting to health promotion and disease prevention delivered in primary care settings. Efforts in this area can have significant positive impacts by reducing the need for primary healthcare and by reducing the stress on the healthcare system.
Changes in the industry only serve to stress what has always been true; namely, that the healthcare field has always faced significant challenges, and that goals to improve healthcare will always involve multiple stakeholders. This should not seem surprising given the circumstances. Indeed, when a growing population needs care, there are factors involved such as the demands of providing that care and the rising costs associated with healthcare. Generally, it is not surprising that the field of healthcare is an industry facing multifaceted issues that evolve over time.
In this module’s Discussion, you reviewed some healthcare issues/stressors and selected one for further review. For this Assignment, you will consider in more detail the healthcare issue/stressor you selected. You will also review research that addresses the issue/stressor and write a white paper to your organization’s leadership that addresses the issue/stressor you selected.
Be sure to review the Learning Resources before completing this activity.
Click the weekly resources link to access the resources.
Required Readings
Read any TWO of the following (plus TWO additional readings on your selected issue):
https://human-resources-health.biomedcentral.com/track/pdf/10.1186/s12960-016-0154-3
Required Media
Transcript Below:
DR. BRENDA FRESHMAN: The issues,
the challenges in health care are only going to
get more extreme. So we’re going to
need to be informed as to what’s going
on in the industry as well as what’s going
on in our organization. NARRATOR: What can individuals
working in health care do to prepare themselves
for the future? Dr. Louis Rubino, Dr. Cecelia
Wooden, Dr. Brenda Freshman, and Kevin Smith
share their views on how individuals can further
their professional development and maintain their energy
and enthusiasm for this work. DR. LOUIS RUBINO: In
order to make sure that somebody’s successful on
our health care industry today and to be able to adapt to the
changes that are occurring, I think the number one
step is to be aware. It’s so important
to keep apprised as to what’s happening in
regards to the politics in health care
reform, the industry trends, the successes
outside of our industry, and how they’re making
those successes. We can all learn
from each other. Finding meaningfulness is so
important for people today. We’re not in the stages of the
early 20th century where people went to work and just were
there to produce an income and to do what they
were told to do and then to go home and
come back the next day. The ways that organizations
are truly successful and are superior
are organizations that have employees
that are committed, committed to the mission and to
the values of the organization. And in order to do that,
we need to, as leaders, serve the needs of our people in
a better way than ever before. The other thing is
just the networking that is needed to be
done by these people in order to find out who are the
significant players out there, who are the stakeholders that
are going to make a difference and not stay within
your own particular area of your discipline
or your influence. DR. BRENDA FRESHMAN: I think
the most important thing that individuals
and leaders can do to address the
challenges of the future is develop cultural
competency, develop the ability to take multiple
perspectives, develop greater understanding
of the whole system of the organization. And even though I focus
on emotional intelligence and organizational behavior and
what’s called the softer side, it’s very important
to understand the economics and the accounting
and the financial and survival side of the organization. I think there will be
advances in theory– organizational theory–
and practice, organization development, based on the
increasing complexities. We talk about now this
concentric circle design of organizational
design that we had not talked about previously. I’m hoping that as we
move into the future, we’ll get more creative in
an adaptive, functional way to think of things that we
had never thought of before. Technology has a role in this. Probably, even
within my lifetime, there will be
advances in technology that will help people
collaborate better, and I’m hoping be more
compassionate and also more aware of the system
that they’re working in. The issues, the
challenges in health care, are only going to
get more extreme, so we’re going to need to be
informed as to what’s going on in the industry
as well as what’s going on in our organization. So seek opportunities to
learn and educate yourself along the lines of
what motivates you. This is where the skill of self
awareness and self motivation come in. DR. CECELIA WOODEN: An
important fundamental belief is that you are in
control of your career. Nobody’s going to be in
control of your career like you’re going to be
in control of your career, or should be. Like riding a bicycle. You can put all kinds of
energy into the pedals, but it’s those handlebars
that are going to get you where you want to go. So at any level in
a career, you want to ask yourself two questions. Right now, where
I am in my career, how much technical
knowledge should I have, and how much of this
leadership management stuff should I be learning. And I always call this
leadership mathematics, and what the usual rule of thumb
is, early on in your career as an early careerist, 80%
of your skills and your skill building ought to be
in a technical field. But don’t let that
20% go by the wayside. Start to think about leadership,
start to read about leadership, start to watch leaders in your
organization that you admire. How do they make decisions? What’s the behavior that makes
me drawn to them as a leader? So start your
leadership tool kit by sharpening up your
powers of observation. Read to engage you in the
thinking about leadership and the models of leadership
that are available. What’s your theory
of leadership? How are you going to
let that evolve over the course of your career? As you progress through your
career to perhaps mid-level, those percentages will change. By mid-level you normally will
see about 50% of your skills in the technical area
and the other 50% in the leadership
and management area. By the time you get to
be senior executive, the numbers have
dramatically shifted. Most executives will
freely admit that only 10% of their skill is in
the technical area and 90% of their skill is in the
leadership and people business. The understanding of motivation
and inspiration, and that’s at the leadership levels. All right, so I’m
a leader wanna be, and I’ve done all
the things right, I’ve collected data on
myself, I’ve sought feedback, I participated in a 360-degree
evaluation for my development. I’ve got all this
stuff in my toolkit, and now I’ve got
to build a house. What order do I use this stuff? How do I integrate
everything I’ve learned and everything that I
will continue to learn in a meaningful way for me? What kind of risk taker am I? Am I willing to seek
help when necessary? Am I willing to find a
mentor with whom I can learn where the land mines are? Am I willing to extend
myself and put myself in the place of most opportunity
even though I may not know what the outcome’s going to be? But it will give me a chance
to deploy and practice some of those leadership skills. Don’t try to deploy
them all at once. Work on one at a time. Right now, in your
life, in your position, what would be the one leadership
skill that you want to work on? Don’t try to do more
than that right now until you get that one down pat. Decide if it’s listening, decide
if it’s been a good questioner, decide if it’s being
a good diagnostician and figuring out what
leadership style would be appropriate for this situation. So start with baby steps. Pick one leadership skill
that you want to work on and then put yourself in the
place of most opportunity. DR. LOUIS RUBINO: You need to
really reach out– all students and early careerists– to the
industry leaders of today. We’re so afraid sometimes
to approach people, and people that are at the
end stages of their career that have accomplished
a lot recognize that they have a lot to give
and would like to do it, but sometimes are hesitant to
do it, because they’re not asked or because they feel it
might be pushing onto people certain aspects
that– it’s almost like an ego trip for them. And that’s not the case at all. DR. BRENDA FRESHMAN: I would
not be where I am today without the mentors in my life. So mentorship has
been a valuable part of my own professional
development. I think that individuals
should– no matter what level they are–
should look for people that they can learn
from and develop good relationships with. DR. CECELIA WOODEN: Oftentimes
when we think about leadership and people in leadership
roles, the question comes up, is there work-life balance? How do they deal
with the demands of work, the stress of
work, avoiding burnout in a complex environment
like health care? We used to use the
terms work-life balance, and now we’re using the
terms vitality and velocity. The velocity means, what’s
the pace of your work? Are you in your
everyday life avoiding burnout and managing stress
by actually scheduling time into your appointments,
into your day, that are just for you. Schedule it just like
a regular meeting. This is the hour that I
protect for myself, because I’m going to write my
journal, or I’m going to go for a walk
around the hospital campus, or I’m going to have a
conversation with my life partner. So in terms of
velocity, a good leader will take a measure
of themselves– what’s my capacity for stress–
and they’ll balance that out with vitality,
but when you think of the energy that is demanded
of a health care leader, there’s likely no
other profession that is 24/7 and dealing with
issues as life and death as health care is. So the stress that that
very profession causes must require somebody to
have exceptional vitality, and we’re finding more and
more that in health care organizations, at
hospitals, in clinics, that there are far more
employee wellness programs that are springing up. And so as a leader
and wanna be leader, I want you to think
about, what’s my velocity? How much am I working? How do I check my stress level? And then second of all,
on the vitality end, what is my organization
offering that I might be able to take advantage of? Am I eating healthy
in the cafeteria? Does the cafeteria have a
heart healthy selection? Am I doing that? Am I taking advantage of the
smoking cessation program that my organization
may be sponsoring? Do we have a center–
a gym, if you will, that has equipment that
I could work out in? KEVIN SMITH: The balance
is important in life that family, good physical and
emotional health is important, and you can’t get that by
pouring 100% of yourself into work, and I think that’s
especially important in health care, because of what
we ask, in particular, of direct caregivers. They’ve chosen a profession
in which they show up for work every day and
put incredible amounts of themselves, their
emotional goodwill, into people that in
many cases they’ve never laid eyes on before. I don’t believe you can
do that without having a source of replenishment
someplace else in your life. So we try to talk about
that in our organization, but I also think in
organizations people need to see that you act in a manner
that’s consistent with the way that you talk and
the words to speak. So I think what we try to do
is to behave that way, to role model it.
To Prepare:
The Assignment (2-3 Pages):
Develop a 2 to 3 page paper, written to your organization’s leadership team, addressing your selected national healthcare issue/stressor and how it is impacting your work setting. Be sure to address the following:
Looking Ahead
The paper you develop in Module 1 will be revisited and revised in Module 2. Review the Assignment instructions for Module 2 to prepare for your revised paper.
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