LEADERSHIP THEORIES IN PRACTICE

LEADERSHIP THEORIES IN PRACTICE

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 READING

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Chapter 1, “Frameworks for Becoming a Transformational Leader” (pp. 2–19 ONLY)

Chapter 6, “Shaping Your Own Leadership Journey” (pp. 182-211)

• Chan, R. J., Knowles, R., Hunter, S., Conroy, T., Tieu, M., & Kitson, A. (2023). From evidence-based practice to knowledge translation: What is the difference? What are the roles of nurse leaders?

Links to an external site.

Seminars in Oncology Nursing, 39(1). https://doi.org/10.1016/j.soncn.2022.1513

• SECOND PAPER 
• M. A. C
• Introduction
• In our evolving healthcare, integrated care has emerged as a critical approach to address the complex needs of patients with various psychological and physical health challenges.
• Insights from Scholarly Resources

Neville K. et al. (2020) provided a profound insight into the necessity of interprofessional collaboration within integrated care settings. The study highlighted that healthcare leaders must foster an environment where different professionals can work synergistically, transcending traditional disciplinary boundaries. Such collaboration is not only essential for patient-centered care but also for the professional development of the healthcare staff.

Valentijn P. et al. (2013) emphasized the importance of person-centered leadership grounded in empathy and a deep understanding of individual patient needs. This approach involves engaging patients as active participants in their care, which can lead to improved health outcomes and patient satisfaction.

Application of Leadership Skills at HH Treatment Center

• As the Vice President of HH Treatment Center, Williams embodies the leadership qualities and behaviors outlined in the scholarly resources. A solid commitment to interpersonal collaboration and person-centered care characterizes her approach to leadership.

One specific example of William’s leadership is her initiative to implement regular interdisciplinary case conferences(Broyles L et al., 2013). These meetings included professionals from various specialties within the healthcare team, such as physicians, nurses, social workers, and mental health counselors. In these conferences, team members discussed patient cases in depth, sharing their unique perspectives and formulating comprehensive care plans. This practice enhanced the quality of patient care and created a learning environment where staff could gain insights from each other’s expertise.

Another example of William’s person-centered leadership is her involvement in patient feedback sessions (Stanhope V. et al.,2015). She ensures that patients’ voices are heard and acted upon, leading to tangible changes in care delivery. For instance, based on patient suggestions, Williams facilitates redesigning the treatment center’s communal spaces to be more welcoming and therapeutic. This change increased patient engagement and created a more positive atmosphere throughout the center.

Effectiveness and Impact of Leadership Practices

The improved clinical outcomes and the increased satisfaction among both patients and staff can measure the effectiveness of William’s leadership skills. Under her leadership, HH Treatment Center reported higher treatment adherence rates and decreased hospital readmissions. Additionally, staff turnover decreased, indicating a more satisfied and committed workforce (www.oaksintegratedcare.org)

Applying the insights from Neville, K. et al. (2020) and Valentijn, P. et al. (2013) within the context of HH treatment centers illustrates the positive impact of collaborative and person-centered leadership in an integrated care environment. William’s leadership fosters a culture of mutual respect and continual learning, benefiting patients and empowering staff members to perform at their best. 

Conclusion

The scholarly resources provided a theoretical framework through the leadership of Williams at HH Treatment Center. Her ability to incorporate interprofessional collaboration and person-centered care has significantly improved patient care. 

References

Broyles, L. M., Conley, J. W., Harding Jr, J. D., & Gordon, A. J. (2013). A scoping review of interdisciplinary collaboration in addictions education and training. Journal of addictions nursing, 24(1), 29-36.

Neville, K., & Foley, M. (2020). The economic impact of the opioid use disorder epidemic in America: Nurses’Nurses’ call to action. Nursing Economics, 38(1), 7–51.

Stanhope, V., Tondora, J., Davidson, L., Choy-Brown, M., & Marcus, S. C. (2015). Person-centered care planning and service engagement: a study protocol for a randomized controlled trial. Trials, 16, 1-11.

Valentijn, P. P., Schepman, S. M., Opheij, W., & Bruijnzeels, M. A. (2013). Understanding integrated care: a comprehensive conceptual framework based on the integrative functions of primary care. International journal of integrated care, 13.

www.oaksintegrated care.or

Response 2

Marlyn Diaz

Introduction

According to the American Nursing Association (2023), they act as role models and influence their healthcare organizations at all levels. Nurse leaders can motivate their coworkers, set a tone for safety, create a cordial work environment, and increase morale and job retention. A Nurse leader is best identified by their actions instead of their position in an organization. “Leaders in nursing inspire and influence others to achieve their maximum potential.” There are different styles of leadership that a nurse leader may elect to deliver with the team. The three main leadership styles will be discussed in this post, along with a QUESTION of a leader I have encountered with such styles or behaviors.

Leadership Styles

Singh & Alomari (2023) state that the three main leadership styles are transformational, transactional, and autocratic. These leadership styles “focused on people management that play a significant role in determining desired outcomes.” The transformational leadership style empowers the followers by giving them a sense of autonomy and responsibility; therefore, commitment and efficiency will increase. Transformational leaders must have the skills to facilitate growth and transform evidence into practice. According to Specchia et al., transformational style positively correlates with nurses’ job satisfaction (2021). The second type of leadership is the transactional style. This type of leadership is best employed during a high-stress situation for the employees, and their basic needs must be met (Singh & Alomari, 2023). These leaders motivate employees with rewards and punishment “for achieving or failing to achieve” the organization’s demands. Specchia et al. highlight that this type of leadership does not foster trust between the followers and the leader (2021). The last type of leadership discussed here is the autocratic style. This is an authoritarian type of leadership in which the employees are discouraged from apportioning any input (Singh & Alomari, 2023). This style is highly structured, and staff must be considered competent enough to provide adequate input. For this reason, low team morale and nursing resentment are typical outcomes. This can lead to poor nursing performance, patient care, and patient outcomes.

Types of Leaderships Encountered

In the current organization I am working for, I have encountered these three types of leadership. Depending on the situation, my manager has displayed these three types of leadership. Overall, the administration tries to follow a transformational style of leadership where the staff nursing input is considered to improve morale, working conditions, and patient care. During our quarterly meetings, our manager will discuss topics with the team, such as increased nurse burnout due to short-staffing, and ask for input on what can be done to help us. Some inputs discussed, such as having a CAN in the unit when acuity is high to help care, were employed immediately. This made the team feel heard and supported, and work morale improved. Other times, leadership has been autocratic, such as when the staff wanted to update the current vacation requests and grants rules. Management would not hear any input and stated that nothing could be done. Staff continue to be dissatisfied because it is challenging to approve your vacation request if you have no seniority. It goes to them if someone with seniority requests the exact dates as you. Therefore, there is no guarantee that you will get any PTO approved. There have been times when leadership has been transactional. Again, during the short staffing period, they would offer incentives to have nurses pick up extra shifts. This resulted in neutral feelings as it was optional for nurses to pick up.

Conclusion

Three types of leadership are most used in nursing. According to Specchia et al. (2021), the ideal leadership style for nursing is transformative, as the leader welcomes input from staff and not only supports but empowers staff to be autonomous (Singh & Alomari, 2023). In my organization, management has utilized these three types of leadership depending on the situation. Given the staff’s response to these leadership styles, transformative is the most welcomed by staff.

References

American Nursing Association. (2023). Leadership in nursing: Qualities & why it matters. https://www.nursingworld.org/content-hub/resources…

Links to an external site.

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Singh, K., & Alomari, A. (2023). Leadership styles and transformational leadership skills among nurse leaders in Qatar, a cross?sectional study. Nursing Open, 10(6), 3440-3446. https://doi.org/10.1002/nop2.1636

Specchia, M. L., Cozzolino, M. R., Carini, E., Pilla, A. D., 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). https://doi.org/10.3390/ijerph18041552

S.M R

Introduction 

Effective leadership plays a crucial role in shaping the quality of care and overall performance in healthcare settings. Through insights gleaned from scholarly research, two primary aspects of leadership emerge: the influence of leadership style on quality of care measures and the significance of leadership effectiveness in healthcare (Broome & Marshall, 2021). By evaluating the effectiveness of these leadership approaches through real-life experiences, we can gain and highlight the importance of adept leadership in fostering positive outcomes and cultivating a conducive work environment in healthcare settings.

Key Insights 

The scholarly resources I selected shed light on two key insights regarding leadership in healthcare settings. Firstly, Sfantou et al.’s (2017) systematic review emphasizes the pivotal role of leadership style in influencing the quality of care measures. This study highlights the direct correlation between leadership approach and various aspects of care delivery, including patient outcomes, safety, and satisfaction. Effective leadership styles, particularly transformational leadership, are associated with improved quality of care and organizational performance, underscoring the significance of leadership in shaping the healthcare environment. 

Secondly, Restivo et al.’s (2022) systematic review and meta-analysis underscore the importance of leadership effectiveness in healthcare. The synthesis of evidence from diverse studies demonstrates a positive association between effective leadership and healthcare outcomes, including patient care, staff satisfaction, and organizational performance. Effective leaders exhibit key characteristics such as vision, communication skills, team building, and strategic decision-making, contributing to enhanced patient care quality and safety. These insights highlight the critical role of leadership in driving positive outcomes in healthcare settings and emphasize the need for investing in leadership development initiatives to foster a culture of effective leadership and improve the overall quality of care.

Leadership Examples

For my selected leader, I chose a charge nurse named Brian, with whom I used to work in the emergency department. Brian is an astounding leader and demonstrates these identified skills. He epitomized transformational leadership qualities in the face of challenging and dynamic situations. One particular incident that showcased Brian’s leadership occurred during a busy weekend shift when the ED experienced an abnormal surge of patients due to the closing down of a nearby hospital. In addition to this, we were also short-staffed that day. Despite the chaos and high-stress environment, Brian remained calm, composed, and focused on ensuring the smooth operation of the department while delivering quality patient care. 

Firstly, he demonstrated exemplary communication skills by swiftly coordinating with the ED team to triage and prioritize patients based on the severity of their injuries. He effectively delegated tasks to nurses, physicians, and support staff, ensuring everyone understood their roles and responsibilities (Restivo et al., 2022). Secondly, he exhibited flexibility and adaptability in his leadership approach. Recognizing the need for additional resources and staff, he made the difficult decision to go on diversion after acknowledging the staff would not be able to provide efficient and safe care if more patients came in and acknowledging that management and administration could not provide us with additional staff. Brian was able to lead by example by actively participating in patient care activities alongside his team members. He also remained positive despite the critical circumstances we were all under. He remained visible and accessible throughout the shift, offering guidance, support, and reassurance to staff members experiencing heightened stress and fatigue (Sfantou et al., 2017).

Skill Effectiveness and Implementation Into the Workplace 

As a result of Brian’s transformational leadership, the ED team successfully managed the surge of patients with efficiency and effectiveness. Despite the overwhelming workload, morale remained high, and staff members felt supported and empowered to deliver optimal care under challenging circumstances. Additionally, Brian’s leadership during the crisis fostered a sense of camaraderie and unity within the ED team. The experience catalyzed collaboration, innovation, and continuous improvement as team members recognized the importance of working together cohesively to overcome adversity and deliver outstanding patient care (Restivo et al., 2022). Brian’s adept utilization of transformational leadership behaviors and skills proved instrumental in navigating the challenges of a short-staffed, busy day and fostering resilience and teamwork within the emergency department. His ability to inspire, empower, and lead by example exemplifies the transformative impact of effective leadership in high-pressure healthcare environments.

Conclusion 

In conclusion, exploring leadership in healthcare settings underscores leaders’ critical role in shaping organizational dynamics and patient care outcomes. The insights from scholarly research emphasize the significance of leadership style and effectiveness in driving positive change and fostering a conducive work environment. Specific examples illustrated how adept leadership behaviors and skills, such as transformational leadership and effective communication, can improve the quality of care, staff morale, and organizational performance.