Nursing Leadership in Clinical Practice Assignment Sample

• Subject Name : Nursing

Nursing Leadership

Introduction

Leadership is an ability and skill that enable a nurse to perform effectively and appropriately in the favor of the hospital as well as the patients (DaSilva, 2017). Effective nursing leaders have the ability to stand out in crowd and motivate other people to perform better and effective. There are a number of leadership styles that demonstrate the working process of a leader. This assignment covers two of these leadership styles (democratic leadership style and transformational leadership style) and further provide feedbacks that can help a registered nurse become an effective leader.

Leadership Styles

A video published by Krizzy (2017), discuss a number of nursing leadership styles. These styles involve democratic, autocratic, transformational and laissez-faire leadership.

The democratic leadership style is also known as participative or shared leadership in which the nursing leaders share responsibilities with other staff members and make decisions after proper consideration and approval (De Brún, O’Donovan & McAuliffe, 2019). The democratic leaders invite greater participation of the staff members in decision making and it encourages open communication among the staff members. The staff members are encouraged to participate and they are provided regular feedback on their work. Although, the leadership style is highly effective for the nurses but it can lead to a number of conflicts and clashes (Almost et al., 2016). It can lead to conditions of communication failure among the staff members and it can also lead to unproductive results in case of mistrust.

According to Sosik et al., (2018), transformational leadership style is considered as a theory in which the nursing leaders works with other team members to create a vision and bring up change in self and others. It is a collaborative activity and promote inspiration and commitment among the team members. The transformational leaders applies motivational characteristics and imparts a futuristic approach that help the team members to perform beyond the expectations (Hamdani, 2018). One of the most convenient feature of the leadership style is that the leaders treat every team member as individuals and function within their capabilities. However, the leadership approach can be misused by some of the team members in the form of negligence and mismanagement.

Feedback for The Registered Nurse

Registered nurse within the healthcare department must be very active and precise toward patient care and wellbeing. But, independent working can lead to burnouts and increased workload. So an effective nursing leader must follow a proper leadership style that can help them manage the work load and efficiency of care. According to Lantos et al., (2019), a nurse can effectively guide the fellow nurses about the do’s and don’ts of the nursing unit by following the democratic leadership style. Meetings involving open communication can help every nurse to share and discuss their views which can lead to positive working management in the healthcare department (Oberg et al., 2018).

However, it has been seen that the democratic leadership style often become difficult for the nurses that like to work independently. They can feel it difficult to share their working measures which can bring up situations of mistrust and mismanagement. So registered nurses that prefer to work by democratic leadership style must be extra considerate toward other team members and strive to maintain transparency. Moreover, it has been seen that nurses that works by transformational leadership style are more effective in managing the team and the patients. However, it has been seen that transformational leaders sometimes give overemphasis on some individuals which lead to conflicts (Sun & Henderson, 2017). Hence, it is suggested to the registered nurses to be unbiased and considerate toward everyone.

Conclusion

In conclusion, it can be stated that leadership has an important role in the patient and team management. They can help a nurse reduce work load and perform effective as per the needs of the patients and team members. The democratic and transformational leadership styles have important function in managing staff relations, growth and development.

Reference

Almost, J., Wolff, A. C., Stewart‐Pyne, A., McCormick, L. G., Strachan, D., & D'souza, C. (2016). Managing and mitigating conflict in healthcare teams: an integrative review. Journal of advanced nursing, 72(7), 1490-1505

DaSilva, M. (2017). A model for rounding with patients in a psychiatric hospital. Perspectives in psychiatric care, 53(4), 313-320.

De Brún, A., O’Donovan, R., & McAuliffe, E. (2019). Interventions to develop collectivistic leadership in healthcare settings: a systematic review. BMC health services research, 19(1), 72

Hamdani, M. R. (2018). Learning how to be a transformational leader through a skill-building, role-play exercise. The International Journal of Management Education, 16(1), 26-36.

Krizzy R.N. (2017). Nursing leadership style: which is your style? Retrieved from https://www.youtube.com/watch?v=N79rpvb4dHk

Lantos, J. D., Saleem, S., Raza, F., Syltern, J., Khoo, E. J., Iyengar, A., & Pais, P. (2019). At the Bedside The Edge-of-the-Field of Clinical Ethics Now, After 30 Years: Does Research Ethics Show Us the Way? Edmund D. Howe, The Journal of Clinical Ethics 30, no. 1 (Spring 2019): 3-16. The Journal of Clinical Ethics, 30(1).

Öberg, U., Orre, C. J., Isaksson, U., Schimmer, R., Larsson, H., & Hörnsten, Å. (2018). Swedish primary healthcare nurses’ perceptions of using digital eH ealth services in support of patient self‐management. Scandinavian journal of caring sciences, 32(2), 961-970.

Sosik, J. J., Arenas, F. J., Chun, J. U., & Ete, Z. (2018). Character into action: How officers demonstrate strengths with transformational leadership. Air & Space Power Journal, 32(3), 4-26.

Sun, R., & Henderson, A. C. (2017). Transformational leadership and organizational processes: Influencing public performance. Public Administration Review, 77(4), 554-565.

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