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Leadership Styles in Nursing Management

Table of Contents

Introduction.

Overview of the case study.

Leadership approaches.

Laissez-Faire leadership style.

Change management strategies.

Recommendations.

Conclusion.

Reference list

Introduction to Leadership in Healthcare

Leadership can be defined as a process to motivate others in a workplace and this is an effective aspect to complete any job without constraints. Healthcare is one of the sustainable business sectors across the globe and it is the duty of a nurse professional to manage patient safety at any cost. However, it is not possible for healthcare professionals to sustain in a pure leadership style when the team is multidisciplinary. Therefore, constant change in work process is required for resolving any type of conflict within team. The aim of this study is to elaborate different theories and approaches of healthcare leadership by which controlling of multifactorial and multidisciplinary rule becomes easy.

Overview of The Case Study

I am the head nurse of preoperative department in XYZ healthcare centre and my team is multidisciplinary in nature. My team is diverse in nature as a lot of social workers and other medical professionals are related to my team. This team is made up of 8 nurses including me among most of them are GNM. In addition, two psychiatrists are also includedun our team who mainly deal with patients having mental disorder. Along with this, five social workers are also under our team and they mainly work for acid victims as well as girls that are brutally raped. Henceforth, maintenance of this diverse team is quite problematic and it is also seen that dissatisfaction level of patients as well as staff are also high. It is reported that patients with mental disorder are not properly cured if he or she is proceeded to treatment under this team. For this reason, my leadership style has to be changed to deliver proper care for all patients as well as staff management can also be possible significantly.

Leadership Approaches

Two types of leadership models have followed by head nurse mentioned in above-mentioned case study. However, both the approaches are not reliable for multidisciplinary team and regular complexity has been developed continuously in this case (Giddens, 2018). Types of leaderships and their negative impacts on healthcare professionals as well as patients are demonstrated below.

Autocratic leadership

Nurse head of the above-mentioned case study has majorly followed autocratic leadership style to control her multidisciplinary team. However, this is not a proper scheme for team management because being bossy is not the only solution of all problems (Al‐Yami et al., 2018). Based on the case study, it can be commented that specific direction is required for a team with various professionals. The head nurse is not able to control all diverse professionals including her team except seven junior nurses due to lack of knowledge on that fields. Therefore, it is required to develop better understanding each sector of profession before give them order (Asamani, 2016). On the other hand, this team does not work properly as the leader is not enthusiastic and encouraging, no proper guidelines have followed by her to manage team. Henceforth, it is necessary to change this leadership style for better amusement in healthcare sector for this team.

Democratic leadership

Decision making process of the above-mentioned case study has followed democratic leadership scheme and this is somehow quite improper to maintain better communication with all parties. The nurse leader has followed this scheme to provide honest feedback for all team members. However, constant provision of negative feedback to team members make them discourage and this can be reflected broadly in working process (Kantanen et al., 2017). Due to lack of trust and accountability, this leadership approach does not work better within multidisciplinary team with various complexities. As an example, situation of a rape victim can be considered as if head nurse does not allow her in hospital, it becomes quite difficult for social workers to admit her. For this case, conflict between two separate entities reduces concrete decision-making process and feasibility of healthcare business process can be minimised (Fischer et al., 2018). Henceforth, this leadership style needs change as soon and possible to accomplish all the works without additional constraints.

Laissez-Faire Leadership Style

Laissez-Faire leadership style as alternative style of leadership in the case mentioned above and this can help to reduce workforce conflict as well as treatment for all patients can be enhanced (Gifford et al., 2018). According to the philosophy of this nursing leadership scheme, correct directions are provided for all team members to manage demands and complaints of each individual. In case of multidisciplinary team, this approach can be considered as relevant one to provide better care for all members. On the other hand, complexity of workforce can be minimised under this scheme by assigning proper tasks for all (Cummings et al., 2018). Apart from this, nurse head has to follow this scheme to develop her point of view regarding organisational profitability. In addition, provision of general order can be opportunistic for all team members to ensure self-directed tasks in a better way. Along with this, meetings can help to understand decision-making perspectives of all members and job engagement by individual can be increased.

A nursing team is made up of both experienced and inexperienced professionals and this is required to develop real time communication with all of them. Based on above case study, it can be commented that the multidisciplinary team is not synchronised in nature and for this issue work operation is failed most of the times (Solbakken et al., 2018). Therefore, incorporation of Laissez-Faire leadership styleis required for reducing additional complexities among nurse professionals. Provision of proper training for all team members are under this leadership strategy that can help to generate more confidence among all members (Altamony et al., 2016). On the other hand, development in active learning can help head nurse to manage her team in a suitable manner. Apart from this, vision of patient care can also be developed in a proper way and all the members will allow to hear others before making any crucial decision.

Change Management Strategies

Change management can be defined as a process to implement something new in organisationaldevelopment and sustainability for future work (Kitsios & Kamariotou, 2017). From the above case study, it is identified that diverse team is not suitable to manage various kind of patient care as well as staff management. Nurse head is not able to communicate all the members of her team and understanding of demands and complaints is also lack (Neill, 2018). Therefore, change in leadership is necessary for this healthcare system to gain better data about all the members. On the other hand, team members are not ready to hear one another and this is another issue that can be solved through change management. Apart from this, knowledge development can be considered as another major aspect of change management that can help to provide better treatment for all patients (Thakhathi et al., 2019). In addition, visionary objectives for healthcare centre can be developed through change management and this can be achieved through technical advancement in work process.

Recommendations on Leadership in Healthcare

Nursing leadership skill is not proper for the above case study and recommendations are required to develop this practice of multidisciplinary nursing team.

  • It can be recommended for nurse head to go through various courses of sociology and psychology to understand aspects of such team members. This is a process of personal development of an individual by which perspectives of all other members can be analysed in a better way.
  • It can be recommended for nurse head to change her leadership style for bossy to friendly todevelop better decision-making process. On the other hand, this suggestion has to be implemented for team development as it can help in better communication process with both staff as well as patients (Ceptureanu et al., 2017).
  • It can be suggested for nurse head to introduce digital technology in communication process to provide real time data for all team members. Team management is an important factor in modern world for healthcare leaders to analyse vision of every member (Cummings et al., 2016). Therefore, nurse head has to follow this recommendation for her team management and better understanding about mental contingencies can be ensured.
  • Workplace safety and security is demanding for all professionals and in case of above case study proper clinical management is required to be modified for helping all members (Kouloukoui et al., 2020). Henceforth, nurse head has to develop her inter professional knowledge with the help of this suggestion to ensure safety for all team members at any consequences.

Conclusion on Leadership in Healthcare

It can be concluded from this study that proper leadership scheme is required for healthcare centres to provide better treatment for all patients. An improper leadership style is not acceptable to handle multidisciplinary team because of complex work functions. From the case study, it is clear that multiple works by a medical team is not effective for patients to communicate properly with all members. As a result, he or she is not able to share problem and better treatment cannot be possible. On the other hand, nurses have to alternative leadership style for better development of teamwork and maintenance of behaviour by all team members can be possible. Apart from this, nurse patient communication can be developed under proper leadership practice and workforce complexity can be minimised. Recommendations are also given lastly to improve leadership skills for multidisciplinaryhealthcare team and effectivity of care process can be improved in a better manner.

Reference List for Leadership in Healthcare

Altamony, H., Al-Salti, Z., Gharaibeh, A., & Elyas, T. (2016). The relationship between change management strategy and successful enterprise resource planning (ERP) implementations: A theoretical perspective. International Journal of Business Management and Economic Research, 7(4), 690-703. https://www.change-management-institute.com/sites/default/files/uploaded-content/field_f_content_file/the_relationship_between_change_management_strategy_and_successful_enterprise_resource_planning.pdf

Al‐Yami, M., Galdas, P., & Watson, R. (2018). Leadership style and organisational commitment among nursing staff in Saudi Arabia. Journal of nursing management, 26(5), 531-539. DOI: 10.1111/jonm.12578

Asamani, A. (2016). Leadership styles in nursing management: implications for staff outcomes. Journal of Health Sciences, 6(1). https://www.jhsci.ba/ojs/index.php/jhsci/article/download/533/543

Ceptureanu, E. G., Ceptureanu, S. I., Popescu, D. I., & Vlad, L. B. (2017). Two stage analysis of successful change implementation of knowledge management strategies in energy companies from Romania. Energies, 10(12), 1965. https://www.mdpi.com/1996-1073/10/12/1965/pdf

Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International journal of nursing studies, 85, 19-60. https://doi.org/10.1016/j.ijnurstu.2018.04.016

Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-60. https://journals.sagepub.com/doi/pdf/10.1177/0018726715577707

Fischer, S. A., Jones, J., & Verran, J. A. (2018). Consensus achievement of leadership, organisational and individual factors that influence safety climate: Implications for nursing management. Journal of Nursing Management, 26(1), 50-58. DOI: 10.1111/jonm.12519

Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal of Professional Nursing, 34(2), 117-121. https://dl.uswr.ac.ir/bitstream/Hannan/72772/1/2018%20JPN%20Volume%2034%20Issue%202%20March-April%20%285%29.pdf

Gifford, W. A., Squires, J. E., Angus, D. E., Ashley, L. A., Brosseau, L., Craik, J. M., ... & Wallin, L. (2018). Managerial leadership for research use in nursing and allied health care professions: a systematic review. Implementation Science, 13(1), 127. https://doi.org/10.1146/annurev-publhealth-031912-114444.

Kantanen, K., Kaunonen, M., Helminen, M., & Suominen, T. (2017). Leadership and management competencies of head nurses and directors of nursing in Finnish social and health care. Journal of research in Nursing, 22(3), 228-244. DOI: http://dx.doi.org/10.1177/1744987117702692

Kitsios, F., & Kamariotou, M. (2017). Decision support systems and strategic information systems planning for strategy implementation. In Strategic Innovative Marketing (pp. 327-332). Springer, Cham. https://www.researchgate.net/profile/Fotis_Kitsios/publication/318142355_Decision_Support_Systems_and_Strategic_Information_Systems_Planning_for_Strategy_Implementation/links/5a1ff9d9458515341c837e90/Decision-Support-Systems-and-Strategic-Information-Systems-Planning-for-Strategy-Implementation.pdf

Kouloukoui, D., de Oliveira Marinho, M. M., da Silva Gomes, S. M., de Jong, P., Kiperstok, A., & Torres, E. A. (2020). The impact of the board of directors on business climate change management: case of Brazilian companies. Mitigation and Adaptation Strategies for Global Change, 25(1), 127-147. https://doi.org/10.1007/s11027-019-09864-7

Neill, M. S. (2018). Change management communication: Barriers, strategies & messaging. Public Relations Journal, 12(1), 1-26. https://www.researchgate.net/profile/Marlene_Neill/publication/327057178_Change_Management_Communication_Barriers_Strategies_Messaging/links/5b757e2845851546c909dc07/Change-Management-Communication-Barriers-Strategies-Messaging.pdf

Solbakken, R., Bergdahl, E., Rudolfsson, G., & Bondas, T. (2018). International nursing: Caring in nursing leadership—A meta-ethnography from the nurse leader's perspective. Nursing administration quarterly, 42(4), E1. doi: 10.1097/NAQ.0000000000000314

Thakhathi, A., le Roux, C., & Davis, A. (2019). Sustainability Leaders’ Influencing Strategies for Institutionalising Organisational Change towards Corporate Sustainability: A Strategy-as-Practice Perspective. Journal of Change Management, 19(4), 246-265. https://doi.org/10.1080/14697017.2019.1578985

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