LEADERSHIP THEORIES IN PRACTICE

Leadership Theories in Practice

Everyone who has worked in healthcare has had interactions with at least one of the nursing leadership theories or behaviors. Having been in healthcare for 18 years, I have experienced a number of different leadership styles in various environments. A transformational leadership style has been the most beneficial to personal and professional growth! Broome & Marshall (2021) show different examples of behavioral and trait theories for leadership that have helped lead to transformational leadership.

Scholarly Resource Examples

One key insight that stuck out to me by Jumoke Ajanaku & Lubbe (2021) is the importance of building healthy relationships to inspire team members to feel empowered and inspired. There are multiple elements to a healthy, working relationship that begin with healthy communication. A leader who inspires others, leads by example, and encourages the heart. I am blessed to have a current nurse manager (Brandi) who exemplifies these traits. She often encourages us to try and find a solution on our own, and guides us to appropriate resources. She is also filled with passion and love for the job and our patients. Jumoke Ajanaku & Lubbe (2021) is the first example I’ve come across that talks about encouraging the heart, and this is a beautiful concept that will benefit staff and patients. I had an issue with an on-call provider not completing tasks that were sent, and when I was problem solving with her, she suggested completing a 4C to look at the issue. I had never completed a 4C, but she explained the process and ensured I had examples to follow. I felt accomplished and proud when I completed my 4C, and can look forward to helping improve practice by completing more when applicable. By completing this 4C, I was able to help address a practice weakness and ensure faster, safer patient responses as a direct result of Brandi practicing this leadership behavior.

Broome & Marshall (2021) also list emotional intelligence as a nurse leadership consideration. Alshammar et al. (2020) explains “emotional intelligence is the prerequisite of leadership.” This is another key concept to understand that leadership behaviors and effectiveness can be determined by a leader’s level of emotional intelligence. My first experience with a transformational leadership nurse manager was Maria. One of the first gifts she gave me when I joined her team was the book Emotional Intelligence 2.0, and explained how that book was gifted to her, and helped shape the way she leads and interacts with people. Maria taught me through example and explanation how being aware of my own emotional intelligence can help me to more positively interact with coworkers and peers. Because of her leadership style, I was able to grow personally and professionally in the way I interact with others. I learned to assume positive intent and be more patient with others, positively impacting organizational interactions.

References

Alshammari, F., Pasay-an, E., Gonzales, F., & Torres, S. (2020). Emotional intelligence and authentic leadership among Saudi nursing leaders in the Kingdom of Saudi Arabia. Journal of Professional Nursing, 36(6), 503–509. https://doi.org/10.1016/j.profnurs.2020.04.003

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

Jumoke Ajanaku, O., & Lubbe, W. (2021). Applying Transformational Leadership in Nursing through the Lens of Kouzes and Posner Leadership Practices. Gender & Behaviour, 19(2), 17788–17794.

Leadership Theories in Practice

Leadership entails guiding, motivating, directing and inspiring others towards meeting a common goal (Marshall, 2021). Every organization has goals or objectives that they intend to achieve.  Staff need to be guided and inspired towards meeting these goals, and this is the major role of a leader. I have had experience with different types of leadership styles, but the two that stands out for me are transaction and transformational styles of leadership.

 Leadership behaviors and the creation of a healthy work environment
After my review, two key insights were the crucial role of leaders regarding the creation of a positive work environment for staff, and the ensuing health as well as job-related outcomes.  There are certain traits that a leader must possess to enable them create a positive work environment. They must be self-aware, honest, have clarity of thought, be a person of integrity and also empathetic to those whom they lead.

A leader should focus on ensuring that the welfare and needs of the staff are well addressed. They should also ensure that staff are provided with adequate resources to be able to seamlessly perform their work. They need to apply strategies that lessens burnouts, dissatisfaction, and turnover (Mudallal et al, 2017). Job satisfaction, commitment among nurses, and focus on delivery of high standards of care can be inspired with positive leadership behaviors. Staff need to be empowered to effectively utilize their skills and knowledge for better organization outcomes. Being concerned and caring towards staff as a leader helps to reduce feelings of depersonalization as well as emotional exhaustion. It makes staff to trust more in their leaders and the organizations they work for. Leadership styles like transformational leadership helps to establish a positive work environment where staff feel empowered to be able to deliver optimally.
Employees can be helped to realize their full potentials in making change within the organization possible through positive leadership behaviors. Leaders who are able to inspire teamwork among staff, incorporate staff in decision-making, fairly reward staff for excellent performance, and also motivate, are in a better position of improving satisfaction and work-life quality of their employees (Suratnoet al, 2018).  One trait of a transformational leader is to inspire those whom they lead by motivating them, which encourages loyalty to the organization (Elewa, 2021). A leader who uses that style of leadership is also known to be delegative, which inspires professional growth among employees.
A situation where the behavior and skills have been used
I have seen my in charge use transformational leadership to inspire us to be more committed and productive to the organization. She is also concerned about our professional development, and always delegate most of her responsibilities to us, as a learning opportunity. She always encourages us to go back to school to gain knowledge and skills that will enable us deliver care that is based on evidence. She also has a positive approach towards nurses who sometimes fail to perform their roles as required. She always calls them aside, have a talk and encourage them to remain focused with their work. She does not criticize staff, but make them understand how their work is very important.

There was a recent situation where she had to reprimand me for leaving work early. She called me to her office and asked me to explain why I had to end my shift earlier than usual. She gave me a good opportunity to explain myself, after which she advised me never to repeat such a mistake again. My in charge made me understand what could have gone wrong by me ending my shift early ad not notifying the management. She made me realize my mistake in a positive way, saving me from any punishment. We have since become very close friends, and she delegates some of her duties to me. She has also given me the duty to guide students on attachment, which is an opportunity for me to grow my leadership skills.
Extent of effectiveness and how the practice of the skills have impacted the workplace
The skills that the in-charge nurse used to handle my situation amicably were greatly effective in ensuring that I recognize my mistake and never to repeat the same. Though this is a mistake I only committed once, I have learned about its repercussions. Any time I will be leaving work, be it early or on time, I must ensure that I have handed over my shift to someone else. I also need to communicate with the management on time so that they can get someone to stand in for me. The in charge used very important skills to address my case effectively. These were open communication ad active listening.

I felt that she was understanding and respectful, but at the same time interested on accountability from every staff. She did not criticize me, but made me realize the magnitude of the mistake I made. We managed to establish a positive connection between us, which translated to her also being concerned about my professional growth. From the duties she has been delegating to me, I have managed to learn a lot especially on leadership and accountability. I can now effectively inspire and guide others to positively contribute to the success of the organization. This experience has enabled me to also effectively guide students on attachment, and to ensure that they are responsible enough for their actions. My dedication at the workplace has since improved significantly.

References
Elewa, A. H. (2021). Nurse Manager’s Leadership Practices and its Relation to Staff Nurses

Motivation and Intention to Leave. Egyptian Journal of Health Care, 12(3), 146-160.
Manning, Jennifer, DNS, APRN & CNS, CNE. (2016). The Influence of Nurse Manager

Leadership Style on Staff Nurse Work Engagement. Journal of Nursing Administration,

46, 438-443. https://doi.org/10.1097/NNA.0000000000000372Links to an external site.

Marshall, E., & Broome, M. (2021). Transformational leadership in nursing: From expert

clinician to influential leader (2nd ed.). New York, NY: Springer.
Mudallal, R., Othman, W., & Hassan, N. (2017). Nurses’ Burnout: The Influence of Leader

Empowering Behaviors, Work Conditions, and Demographic Traits. INQUIRY: The

Journal of Health Care Organization, Provision, and Financing, 54(1), 1-10.

Suratno, K., Kusrini, K., &Ariyanti, S. (2018). The Relationship between Transformational

Leadership and Quality of Nursing Work Life in Hospital.  International Journal of

Caring Sciences, 11(3), 1416-1420