Discuss 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 Discussion 1: Leadership Theories in Practice.
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. Discussion 1: Leadership Theories in Practice
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. Discussion 1: Leadership Theories in Practice
By Day 3 of Week 4
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. Discussion 1: Leadership Theories in Practice
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Leadership is defined by Marshall (2021 ) as the “discipline and art of guiding, directing, motivation, and inspiring a group or organization toward the achievement of common goals” (P.14). While there are many styles of leadership I focused on the difference between transactional and transformational leadership due to my personal experience with both types of leadership styles.
The first key insight discussed is the style of the transactional leader. Manning (2016) discussed how the transactional leader focuses on job performance outcomes, the correction of mistakes and makes little to no effort to address the needs of employees. The second insight is the style of the transformational leader. Hughes (2019) finds that a transformational leader will focus on job performance outcomes as well as staff outcomes.
I have worked for several different leaders that had a stark difference in leadership styles. I worked for a manager at my first nursing job that utilized the transactional leadership style. This manager was solely focused on organizational outcomes and took a hands-off approach to management. The nursing staff yearly performance evaluation was based on patient satisfaction scores, medication errors, number of days missed work, and any other complaints or employment issues. Nurses would get a raise percentage based upon the value of these scores. In this situation, staff satisfaction and morale were very low and there was a high nurse turnover rate. My current employers use a transactional approach to leadership. My current manager is engaged in providing nursing staff the support needed to perform our jobs to the best of our ability. This done by providing the nursing staff with opportunities for education, self-scheduling, emotional support after traumatic events, and fostering a team-based nursing approach in the Emergency Department. Yearly performance evaluations are based more on nursing achievement and outcomes than on negative factors. This type of leadership style has created a positive working environment, high job satisfaction, and low turnover rates. Discussion 1: Leadership Theories in Practice
My personal experience with the two described styles of leadership has taught me that the transformational leadership style that empowers and supports staff to complete their jobs to the best of their ability will result in better organizational outcomes, staff satisfaction, and will ultimately lead to higher patient outcomes.
Hughes, Victoria & DSN, RN. (2019). Nurse leader impact: A review. Nursing Management, 50, 42-49. https://doi.org/10.1097/01.NUMA.0000554338.47637.23 Discussion 1: Leadership Theories in Practice
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.0000000000000372
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.
By Day 6 of Week 4
Respond to at least two of your colleagues on two different days by explaining how the leadership skills they described may impact your organization or your personal leadership, or by identifying challenges you see in applying the skills described.
Great post , I enjoyed reading your post and agree with you that good leadership qualities improve patient outcomes and also improve work environment for the staff. Transformational leadership increased the nurses’ satisfaction in all institutional areas, reduced burnout, and provided a favorable work environment (Balsanelli & Cunha, 2015). Working in many different hospitals I realized the difference between managers and how they went about doing things. The outcomes were different and some strategies retained many nurses and other strategies made many nurse leave which effects patient outcomes. The emphasis on improving patient satisfaction is forefront in the nurse leader’s mind as pressures mount to improve healthcare reimbursement related to quality indicators and nurse leaders appreciate interventions that improve patient satisfaction through knowing the patient and, thus, affecting overall care in a positive manner (Penque, & Kearney, 2015). Being a leader means working with your staff, showing them appreciation for what they do and letting them know that what they did is very important. By doing so I noticed that having parties for them, food and fun raffles can make a difference because it boosts the morale in the working environment. Discussion 1: Leadership Theories in Practice
References
Balsanelli, A., & Cunha, I., 2015 Jan-Feb; 23(1): Nursing Leadership in Hospitals and their
Relationship to Quality of care. 106–113. doi: 10.1590/0104-1169.0150.2531
Penque, S., & Kearney, G., (2015). The effect of nursing presence on patient
satisfaction. Nursing Management, 46, 38-44.
https://doi.org/10.1097/01.NUMA.0000462367.98777.40
Great post! I have also worked in places where transactional and transformational leadership was exhibited. I will say I enjoy working for someone that displays a transformational leadership over transactional. It makes you feel like you are important unlike transactional. Abdelhafiz, Alloubani, & Almatari (2016) suggests that when nurses have a transformational leadership, they have a higher satisfaction with their job. A higher job satisfaction results in better over all care. Pishgooie, Atashzadeh, Falcó, & Lotfi (2019) did a study on the correlation of leadership styles and they discovered that using a combination of transformational and transactional leadership together could also improve job satisfaction. Transactional leadership doesn’t seem to be as effective unless it is paired with transactional leadership. Motivating and inspiring others seems to be more of an effective way to produce positive outcomes.
References
Abdelhafiz, I. M., Alloubani, A. M., & Almatari, M. (2016). Impact of leadership styles adopted by head nurses on job satisfaction: a comparative study between governmental and private hospitals in Jordan. Journal of Nursing Management (John Wiley & Sons, Inc.), 24(3), 384–392. https://doi-org.ezp.waldenulibrary.org/10.1111/jonm.12333
Pishgooie, A. H., Atashzadeh, S. F., Falcó, P. A., & Lotfi, Z. (2019). Correlation between nursing managers’ leadership styles and nurses’ job stress and anticipated turnover. Journal of Nursing Management (John Wiley & Sons, Inc.), 27(3), 527–534. https://doi-org.ezp.waldenulibrary.org/10.1111/jonm.12707 Discussion 1: Leadership Theories in Practice