Clinical leadership includes a wide spectrum of positions. It is a patient service feature involving patient outcomes, attainment of health policy goals, timely completion of services, efficiency of the infrastructure and sustainability, which is an integral component of the healthcare network (Daly et al., 2014).
There are various Leadership theories which have been suggested to achieve the highest level of clinical leadership skills such as 1) Transformational Leadership, which involves attitudes and traits of leadership that positively affect operational success and consequences of public care. While TFL is not a universal solution, Transformational leadership skills play a major part in the growth of a safe environment in the patient care and have been related to better outcomes and results in several studies relating to healthcare measures (Fischer,2016). 2) Congruent Leadership is based on the ideals, interests and principles of the leaders in this case the nurses. It's about where the individual is, not where they're going. Congruent leaders are positive, encouraging, coordinated and successful communicators and the creators of partnerships. Congruent leaders are frequently found in the hierarchy of an organization and are not typically in administrative roles (Stanley, 2008).
To achieve their vision, transformational leaders can often shift from positions of authority and power to leadership roles, to achieve their goals. Unwittingly, in doing so, they risk losing their relation to their fundamental beliefs and guiding ideals, or at best become trapped in a state of tension when their administrative (controlling) demands tension with their technical, and sometimes emotional, ability to stay focused on patient treatment.
Congruent leadership sets up a base from which all successful or efficient nursing leaders will begin, as it defines the ideals of leadership within the core values of the nursing profession and guarantees that the prevailing cultural paradigm in nursing is that of patient-centred treatment, with nursing values and treatment-centred qualities ahead of those associated to the dominant group of administrators and doctors. It is important to understand that bedside leaders (in clinical practice) are not being pursued for their sight or imagination (even though they demonstrate this), but because they translate their principles and convictions into motion about treatment, nursing and loyalty (Stanley, 2008).
Daly, J., Jackson, D., Mannix, J., Davidson, P. & Hutchinson, M. (2014). The importance of clinical leadership in the hospital setting. Journal of Healthcare Leadership, 75, 75-83. doi:10.2147/jhl.s46161
Fischer, S. A. (2016). Transformational leadership in nursing: a concept analysis. Journal of Advanced Nursing, 72(11), 2644–2653. doi:10.1111/jan.13049
Stanley, D. (2008). Congruent leadership: values in action. Journal of Nursing Management, 16(5), 519–524. doi:10.1111/j.1365-2834.2008.00895.x.
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