Leadership Style, Coursework Example

Introduction

Personal leadership styles in nursing practice vary from one individual to the next. It is important to identify an individual style and theoretical approach that will be most effective in supporting positive outcomes and improved quality of care for all patients. A leader is required to serve as an example to others in addressing concerns, managing conflicts, and in expanding opportunities for patient care. Therefore, it is essential to adopt a leadership style that suits each individual appropriately so that there are significant opportunities for growth and change within the leadership role. A transformative leadership role is instrumental in supporting positive results and wellbeing for patients by allowing nurses to recognize these individuals beyond their roles as patients, as they also serve as family members, husbands, wives, children, and colleagues (Salanova et.al, 2011). This is an important opportunity to explore the dimensions of transformative leadership in supporting a family-based approached to patient care and treatment across the nursing unit.

Analysis

Establishing an effective understanding of family-based leadership requires the leader to recognize his or her core strengths are a member of a family unit (Salanova et.al, 2011). At the same time, leaders must always recognize their roles and their influence on other nurses throughout the unit (Hohne, 2006). These contributions play an important role in expanding the level of commitment to patients and to other nurses through change and progress (Hohne, 2006). A family-based leadership style will recognize that family dynamics are critical to the success of a given unit; therefore, patient care and related outcomes must be addressed in a manner that is consistent with the desired objectives and considerations of change and progress (Hohne, 2006). There is a level of responsibility and commitment that is required in a nurse leadership role that must be consistent and appropriate for the patient population and for the nurses who make up the unit (Hohne, 2006).

Knowledge regarding a transformative leadership style must also embrace the challenges of developing community-based initiatives to support those without the resources that are necessary to achieve optimal health and wellbeing (Shapiro et.al, 2006). These contributions enable nurse leaders to actively engage with their fellow nurses and with patients in order to establish mutually beneficial relationships, similar to those within families (Shapiro et.al, 2006). Therefore, these environments must embrace the different perspectives that are likely to be successful in expanding outcomes for patients and in supporting new directions that will have a positive impact on patient care and wellbeing (Shapiro et.al, 2006). The familial aspect of nursing leadership must engage participants in a manner that supports long-term objectives and considerations, and also influences patient care outcomes and wellbeing over the long term (Shapiro et.al, 2006).

Although there are many different theories associated with nursing leadership, the transformative theory is perhaps most closely aligned with personal and professional objectives. Therefore, it must be examined in the context of its ability to be effective in addressing concerns and other challenges in recognizing patients and other nurses are part of a much larger family unit (Toomey, 2009). The contributions made by a transformative nurse leader also represent the ability to practice nursing by moving beyond the nurse-patient relationship and moving towards a familial approach (Toomey, 2009). When patients recognize that their nurses treat them like family members and not as mere statistics, it is likely that there will be significant benefits associated with these practices in enhancing the quality of patient care that is offered within the nursing unit (Toomey, 2009).

The transformative nurse leader also represents a style that has the potential to have a significant impact on other nurses as they recognize the work ethic, commitment, and dedication that is offered (Salanova et.al, 2011). These contributions require a greater understanding of the challenges and considerations of patient care as related to establishing a positive and meaningful work environment (Salanova et.al, 2011). Nurse leaders also provide support in enabling other nurses to demonstrate a greater commitment to their work and to their patients under this leadership approach (Salanova et.al, 2011). It is expected that nurse leaders in this capacity will also be effective promoters of the acceptance of additional roles and responsibilities for nurses who demonstrate a commitment to excellence and recognize patients as people with feelings, emotions, and needs (Salanova et.al, 2011).

Conclusion

Nurses demonstrate different leadership styles, depending upon their personal strengths and abilities. Therefore, it is important to recognize these dimensions and to take the steps that are necessary to develop a leadership style that will contribute to successful outcomes. It is necessary to establish an understanding of the style that is most appropriate to ensure that the quality of patient care will not be compromised under any conditions. The transformative leadership theory supports the creation of a nursing environment that embraces the concept of family and its impact on patient wellbeing in different forms. It is important to identify the challenges of transformative leadership and to recognize core abilities that strengthen this approach to nursing practice in different ways. It is expected that these challenges will play a role in achieving higher quality patient care and treatment in a manner that is consistent with the basic objectives of nursing practice.

References

Hohne, K. (2006). The principles of leadership. Journal of Trauma Nursing, 13(3), 122-125.

Salanova, M., Lorente, L., Chambel, M.J., and Martinez, I.M. (2011). Linking transformational leadership to nurses’ extra-role performance: the mediating role of self-efficacy and work engagement. Journal of Advanced Nursing, 67(10), 2256-2266.

Shapiro, M.L., Miller, J., and White, K. (2006). Community transformation through culturally competent nursing leadership: application of theory and culture care diversity and universality and tri-dimensional leader effectiveness model. Journal of Transcultural Nursing, 17, 113-118.

Toomey, A.M. (2009). Guide to nursing management and leadership. Mosby Elsevier.