Nursing Leadership Guide, Coursework Example

Introduction

Nursing leadership encompasses many different styles and approaches in order to manage common problems. It is essential that nurse leaders deliver expert knowledge, guidance, compassion, and understanding to staff nurses and to patients. In times of crisis or turmoil, it is expected that nurse leaders will offer their insight regarding issues for which solutions must be derived. It is important to identify a leadership style that suits one’s strengths and supports the growth and development of the nursing unit and the quality of care that is provided. Conflict resolution is a critical component of nursing leadership and conveys the importance of specific factors that must conveyed when conflicts erupt in the nursing work environment. However, nursing leadership is a comprehensive process that must engage nurses in a variety of practices in order to achieve successful results. The following discussion will address the context of nursing leadership and the role that these leaders play in maximizing quality of care, solving problems, developing solutions, and communicating effectively with others in order to achieve successful outcomes in the workplace setting.

Assessment of Work Issue

Conflicts in the nursing work environment occur regularly and require effective leadership in order to resolve these differences. However, some leaders might not possess the skills, finesse, or inherent problem-solving skills that are necessary to resolve these differences. It is important to recognize these limitations and to develop skills and attributes that are favorable towards effective patient care in all nurses. Nursing conflicts convey the true strengths of leaders and their abilities to manage unique personalities and other differences.

One example of a nurse conflict involved a surgical ICU, where a group of nurses had worked for many years and achieved great success, and the nursing population was very diverse and close knit. A new nurse manager had been hired to fill a vacancy on the unit and had only three years of experience as a nurse prior to being appointed to a managerial position. In this role, she lacked true leadership experience and finesse in her ability to work with nurses who were far more experienced than her. The existing nursing population did not believe that their new manager was the appropriate fit for the unit and her assertiveness was not welcome due to her lack of experience. It was a very difficult situation for the new nurse manager and eventually led to her desire to leave the position after only one month. In this example, there were considerable influences at work that had an impact on the leadership structure within the unit and the nursing staff who worked under the manager. The environment appeared to be toxic on many levels and did not provide any opportunity for the team to provide high quality patient care. With little respect within the unit, nurses lacked a clear direction and focus that required a leader that would impart discipline and acceptance.

In the example involving the nurse leader, it is important to recognize the value of new strategies that will be effective in promoting positive outcomes for the manager so that he or she is able to demonstrate leadership and authority within this position. Change is very difficult for many individuals to accept, and in nursing practice, although change is constant, nurse leaders must serve as a means of consistency, stability, and strength (Salmela et.al, 2012). Nurse leaders must be able to demonstrate their knowledge and also understand the existing culture within their units in order to be successful in these roles as best as possible (Salmela et.al, 2012). In addition, if a cultural shift is required, the nurse manager must address this change in an organized manner that supports effective change and demonstrates knowledge, experience, and an understanding that change is difficult under any circumstances (Salmela et.al, 2012).

This example also supports a greater understanding of the challenges and considerations of generational diversity, which is unique to the nursing unit in question (Hendricks and Cope et.al, 2013). In this setting, there is a clear lack of support and acceptance of authority, as the nursing unit possesses significant years of experience, well above the manager who was hired. Therefore, it is necessary to evaluate the nursing unit and to have an open and honest discussion regarding generational diversity and its impact on nurse relationships and patient care quality (Hendricks and Cope et.al, 2013). In this scenario, assertiveness is not sufficient on its own; rather, additional considerations must be made that will support the development of protocols and expand compliance with existing regulations and processes, while also forging mutual respect between nurses and the nurse manager (Hendricks and Cope et.al, 2013).

With this example, the nurse manager clearly lacked the qualifications and experience to lead a difficult unit and a challenging team. Therefore, it is important to consider how to improve outcomes for this nursing unit by exploring a journey-based approach that transforms a nurse manager into a true leader (Brown et.al, 2013). Self-reflection tools must be established that enable the manager to recognize his or her strengths and weaknesses and apply them to the dynamic of the nursing unit (Brown et.al, 2013). This process also supports the journey of the nurse manager and his or her growth within the position (Brown et.al, 2013). A model that is comprised of awareness, critical analysis, and perspective will explore the different dynamics that exist in expanding managerial and leadership outcomes to support positive results and an improved understanding of the position and its impact on the nursing unit and on patient care (Brown et.al, 2013).

Conflicts exist throughout all areas of nursing practice; however, how they are managed is unique and distinct to each unit. Conflict management also requires the ability to effectively coordinate care in a manner that is consistent with quality-based objectives (Savel et.al, 2013). Nurses who conflict in the workplace setting must recognize their true goals and objectives and set aside their differences for the greater good of their patients (Savel et.al, 2013). The effectiveness of a nurse leader supports the development of a cohesive and successful nursing unit, particularly when conflicts arise and additional guidance and interventions are required (Savel et.al, 2013).

Nursing conflicts are common throughout nursing units. Therefore, qualified and experienced nurse managers must be appointed to these roles. It is important for nurses, regardless of experience level, to obtain effective leadership to preventing or reduce conflicts. At the same time, if these conflicts arise, there is a greater chance that an effective nurse leader will handle these conflicts without significant complications. This is essential to the growth and development of the nursing unit and to expand the quality of the leadership that exists within the unit. Nurse managers must address conflicts effectively and demonstrate leadership in these roles so that they attract attention, respect, and acceptance of their status within these roles.

Annotated Bibliography

1.Malloy, T., and Penprase, B. (2010). Nursing leadership style and psychosocial work environment. Journal of Nursing Management, 18, 715-725.

This article addresses the importance of nurse leaders and their ability to establish a leadership style that will have an impact on psychosocial health (Malloy and Penprase, 2010). The article considers the value of an effective leadership style in advancing a positive psychosocial work environment and supports the creation of a transformative approach that rewards nurses for a job well done (Malloy and Penprase, 2010). The contributions made by nurse leaders in this capacity are likely to be effective in supporting positive performance outcomes for nurses and in determining how to reduce conflicts in the workplace setting (Malloy and Penprase, 2010). The article also supports the continued development of nurse leaders to provide the nursing work environment with effective support and understanding of the issues that often arise to minimize conflicts (Malloy and Penprase, 2010). This article influences how nurse leaders should view their own leadership skills and characteristics to promote a positive and mutually beneficial work environment, as these contributions are critical to the success of the workplace setting (Malloy and Penprase, 2010).

2.Sherman, R., and Pross, E. (2010). Growing future nurse leaders to build and sustain healthy work environments at the unit level. The Online Journal of Issues in Nursing, 15(1), retrieved from

http://gm6.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol152010/No1Jan2010/Growing-Nurse-Leaders.aspx

This article addresses the importance of a caring, nurturing, and healthy workplace setting as a means of expanding nurse satisfaction and contentment in this role (Sherman and Pross, 2010). Under these conditions, nurses must lead by example and provide their colleagues with a supportive environment that will facilitate positive performance at the staff nursing level (Sherman and Pross, 2010). Nurse leaders must utilize their skills, knowledge, and expertise to expand their roles and responsibilities in utilizing resources and minimizing conflicts by offering a workplace environment that rewards nurses for a job well done and provides them with the resources that are necessary to perform their responsibilities effectively (Sherman and Pross, 2010). A nurse leader’s chosen leadership style must coincide with the nursing climate that exists in the workplace setting so that conflicts are less likely to occur (Sherman and Pross, 2010). The article supports the belief that nurse satisfaction is associated with a successful leader and leadership style, for which transformative leadership is often one of the most valuable approaches to leading a team of nurses (Sherman and Pross, 2010). Perhaps most important is that new nurse leaders are most likely to build cooperative teams when they possess the transformative leadership style to reduce conflict, identify cultural needs, and offer mutually beneficial feedback (Sherman and Pross, 2010).

3.Stanley, D. (2010). Multigenerational workforce issues and their implications for leadership in nursing. Journal of Nursing Management, 18, 846-852.

This article considers the importance of successful leadership in supporting nursing work environments with multiple generations that have the potential to create conflicts (Stanley, 2010). The primary generations include the Veterans, Generation X, Baby Boomers, and Generation Y, each of which holds a different perspective or approach to workplace dynamics, values, beliefs, and tasks (Stanley, 2010). It is important to recognize when multigenerational workplaces might experience some of these issues and how to overcome these concerns through adaptation and compromise (Stanley, 2010). If these issues are not resolved, there is a much greater potential for long-term conflicts that could be harmful to the nursing unit and its employees (Stanley, 2010). Other factors to consider include the ability to maximize the contributions made by nurses within their workplaces and to effectively collaborate across generations to promote greater quality of care for all patients (Stanley, 2010). From this perspective, nurse leaders must identify areas where there is the greatest potential for conflict and determine how to recognize different levels of knowledge, experience, and creativity so that nurse performance is optimized (Stanley, 2010). This article provides a different perspective regarding the need for effective nurse leadership by focusing on how different generations of nurses work together and collaborate regarding issues of critical importance (Stanley, 2010).

4.Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC Health Services Research, 11, retrieved from http://www.biomedcentral.com/1472-6963/11/98

This article addresses the importance of developing nurse leaders who recognize the mission of the organization, but also identify with the needs and wants of their employees (Tsai, 2011). It is likely that expectations will be met when nurse leaders and the organizational culture are in cooperation, so that nurse satisfaction is improved when nurse leaders demonstrate responsible and meaningful behavior in the workplace setting (Tsai, 2011). The contributions made by nurse leaders should coincide with the organizational mission and culture, but should also serve as a positive driving force in motivating employees and supporting their full engagement in the workplace environment, both physically and mentally (Tsai, 2011). Nurse leaders must recognize where there are potential weaknesses in nurse motivation and focus to perform at the desired level (Tsai, 2011). It is expected that nurses who embrace the organizational culture and who are guided by effective leadership will likely respond favorably to the work environment and to the expectations set forth for them (Tsai, 2011). This will also encourage nurse leaders to exercise sound and reasonable judgment when working with their staff to accomplish the desired objectives (Tsai, 2011). When a nurse leader is aligned with the organizational culture, there is a greater likelihood that there will be increased collaboration and reduced conflict in the workplace environment on a more consistent basis (Tsai, 2011).

5.Chadwick, M.M. (2010). Creating order out of chaos: a leadership approach. AORN Journal, 91(1), 154-170.

This article considers the value of an organizational culture that will spark productivity and improved performance and reduce conflict (Chadwick, 2010). Many lessons are learned from nurse leaders who exemplify strength, knowledge, courage, compassion, and other characteristics, particularly when there are significant conflicts that may occur that reduce the level of quality that is offered by nurses (Chadwick, 2010). In this context, nurse leaders recognize that chaos exists throughout the workplace setting; therefore, it is their responsibility to make the most of chaos and to recognize a means of transforming chaos into something that is productive and meaningful (Chadwick, 2010). This requires nurse leaders to identify their vision and to determine how to impart this vision within their units (Chadwick, 2010). Nurse leaders must identify specific skills that will be important and meaningful in advancing the knowledge and collaboration of their staff members in a manner that is consistent with organizational objectives (Chadwick, 2010). When chaos occurs, it is the responsibility of nurse leaders to make the most of these events and to recognize where progress might be made (Chadwick, 2010). When nurse leaders recognize how to transform chaos into productivity, they are more likely to minimize internal conflicts and enhance their ability to foster collaboration and professional growth, rather than to waste time and effort that will not lead to productive outcomes (Chadwick, 2010).

Leadership Theories, Styles, and Applications

Leadership styles support an approach to governance and personal experience that influences nursing outcomes. It is important to identify the leadership style that is appropriate for the designated staff and the unit under consideration. Many issues arise in the nursing practice setting that require a specific type of leadership style that will be most effective in solving specific problems. Therefore, the adoption of a leadership style must also consider the potential challenges that are likely to occur within a given practice environment.

Analysis

Issues in the nursing work environment require leadership that is flexible and appropriate. Some leadership styles do not necessarily align with problems that must be solved; therefore, it is essential for managers to exercise flexibility when they provide solutions to problems, and this is best accomplished by adjusting leadership styles or making changes as necessary. Different problems call for unique solutions under which a single approach is not always effective. Leaders must recognize these concerns and take the steps that are necessary to establish a leadership directive that will support effective problem-solving that will have a positive impact on patient care. The transformative, democratic, and authoritarian leadership styles will be considered in the following paragraphs.

For a situation involving a conflict between two staff nurses that has the potential to disrupt the quality of patient care, a transformative leadership style may be the most appropriate alternative to resolve the conflict in a peaceful yet productive manner. Transformative leadership enables a nurse leader to offer a collaborative environment to resolve a conflict in an effective manner. When conflicts occur in the workplace setting, there are likely to be serious complications if leaders do not intervene and attempt to resolve these solutions (Malloy and Penprase, 2010). Therefore, it is necessary to exercise transformational leadership to resolve conflicts and to improve the psychosocial climate within the workplace setting (Malloy and Penprase, 2010). In this example, a transformational nurse leader enables nurses directly involved in the conflict to express their views, to address weaknesses, and to provide a vision for organizational improvement (Hutchinson and Jackson, 2013). In addition, the nurse leader is instrumental in supporting core strengths and professional development in a productive manner to achieve successful results (Hutchinson and Jackson, 2013).

Establishing a new mentoring program to pair experienced nurses with newer nurses is likely to be successful with the use of a democratic leadership style, whereby there is an opportunity for staff nurses to work collaboratively with the nurse leader and to assume a larger role in developing a mentoring program that is practical and appropriate for their needs (Tomey, 2009). With this approach, it is possible to engage nurses in a dialogue and obtain their feedback regarding what they would like to see with the chosen mentoring strategy. In utilizing a democratic leadership style, nurse leaders may empower staff nurses to make independent decisions that will have a positive impact (Tomey, 2009). These contributions also engage staff nurses in a participatory approach that has a positive impact on their satisfaction and contentment in the workplace setting (Tomey, 2009). There are considerable advantages offered under a democratic leadership style, particularly when nurse leaders share the wealth and recognize the importance of developing their employees through empowerment (Tomey, 2009). Nurse leaders working under a democratic leadership approach also impart their skills and knowledge to their employees in order to support their growth and maturity as nurses, while also considering the alternatives that are available to make the workplace more positive and meaningful, not only to nurses, but also to patients (Tomey, 2009).

With the democratic leadership style, it is also possible to expand the scope and significance of evidence-based practice approaches that have a positive impact on patient care and related outcomes (Twycross, 2011). Under these circumstances, nurse leaders provide an environment in which staff nurses become empowered and are able to actively contribute to their nursing units in a positive manner that will also lead to greater quality of care for patients (Twycross, 2011). It is essential, therefore, that nurse leaders focus on the benefits of evidence-based practice methods in expanding the quality of care for patients and in providing additional training and guidance in supporting favorable outcomes over the long term (Twycross, 2011). These conditions support a continuous learning curve that will engage nurses in their roles and motivate them to perform at a higher level (Twycross, 2011). Under a democratic leadership style, it is also evident that nurses will use existing evidence in order to promote process improvements and other strategies to ensure that their patients are protected from unnecessary risk or harm (Twycross, 2011). These contributions provided by nurse leaders support the growth and development of their fellow nurses in a positive manner (Twycross, 2011).

In a situation involving the management of financial reimbursement and patient outcomes, there is perhaps a different approach that some nurse leaders might take. In many healthcare organizations, patient financial services leadership often adopt a more traditional approach to doing business, which reflects the utilization of an authoritarian approach, whereby there is little room for flexibility and creativity, and healthcare is treated as a business rather than paying attention to patients (Currie and Lockett, 2011). From this perspective, much of nursing practice is dependent upon a strict and highly regimented approach to conducting its affairs, whereby little input is received from staff members (Currie and Lockett, 2011). In this context, it is likely that egocentric attitudes and beliefs are the norm and often take away from staff recognition and performance (Currie and Lockett, 2011). This leadership style poses an important challenge to healthcare leaders because it does not offer flexibility, thereby creating many potential challenges in the development of new perspectives to improve efficiencies, often making the decision to remain with the status quo, even if there are problems with these procedures (Currie and Lockett, 2011).

In many nursing practice settings, it is necessary to develop strategies that have a positive impact on patient care and wellbeing. Unfortunately, many nurses do not favor an authoritarian leadership style because it does not provide any real benefits to nurses in these settings and may often compromise the quality of patient care (Al-Sawai, 2013). An authoritarian style of leadership is also ineffective because it does not permit any significant degree of flexibility, which is a key component of providing patient care (Al-Sawai, 2013). The efforts made by nurse leaders in this capacity must reflect a greater sense of freedom and an opportunity to share ideas that will improve patient care outcomes, rather than deter idea sharing and process improvements (Al-Sawai, 2013).Nurse leaders should reconsider an authoritarian approach to nursing practice because it is likely to be ineffective in contributing to high quality patient care and treatment (Al-Sawai, 2013).

Nurse leaders possess a number of options with respect to establishing a leadership style that will meet the needs of staff nurses and of patients throughout a variety of healthcare environments. It is important for these leaders to consider their options and to make the best possible decisions that will have a positive and meaningful impact on nurses and on patient care. It is important to identify the different leadership styles and how they might provide a positive impact on patient care and overall nurse growth. For example, the transformative, democratic, and authoritarian leadership styles possess different characteristics and challenges for nurse leaders. A leadership style must be chosen carefully in order to accomplish the desired tasks within a given healthcare framework and in supporting the achievement of goals and objectives. Nurse leaders must demonstrate their knowledge and skills by selecting a leadership style that supports their own professional growth, along with the growth and achievement of their fellow nurses in a collaborative and mutually beneficial work environment.

Strategic Analysis and Leadership Interventions

The principles of nursing leadership require an understanding of specific models that have a positive impact on practice objectives. Conflicts in the nursing environment often play a role in expanding nursing outcomes and providing high quality patient care. However, nurse leaders must possess the appropriate demeanor and characteristics that will coincide effectively with other personalities in the workplace setting. Conflict resolution is an important means of identifying and managing conflicts that may interfere with quality patient care and treatment. From a leadership point of view, a productive and positive work environment is the primary objective; therefore, it is expected that nurse conflicts must be resolved in a timely and efficient manner so as not to disrupt workplace dynamics.

For a prior assignment, a nursing conflict was described where a nurse manager was ineffective in her role in a diverse work environment. She was unable to exercise conflict resolution strategies in her workplace and was an overall poor fit for the nursing unit. Nurse leaders must exemplify such characteristics as moral courage in order to resolve conflicts effectively (Edmonson, 2010). Moral courage supports conflict resolution because it provides nurse leaders with a platform to make ethically responsible decisions that will have the best possible impact on nurses and patients (Edmonson, 2010). Furthermore, nurse leaders must support a healthy workplace environment because this will engage nurses and minimize conflicts through open communication and collaboration on a regular basis (Sherman and Pross, 2010). Important contributors to this process may include training, education, mentoring, and ongoing development so that nurses recognize their value in the workplace so that conflicts are minimized (Sherman and Pross, 2010).

A model of shared governance must be considered to express the importance of nursing practice objectives that demonstrate collaboration and cultural diversity (Wilson, 2013). In this capacity, nurses represent an opportunity to convey the importance of shared ideas and decision-making in enabling nurses to experience a greater sense of accomplishment and comfort in the workplace environment, thereby leading to greater productivity and success in all areas of nursing practice (Wilson, 2013). Shared governance supports the ongoing development of new approaches in order to ensure that patient outcomes are met and that nurses achieve satisfactory results in the workplace setting that will have a positive impact on their patients (Wilson, 2013).

Leaders who demonstrate effective approaches must recognize their skills and strengths in order to accomplish the desired objectives. Therefore, it is important for nurse leaders to communicate and to be present and active when conflicts arise so that the conflict is managed as quickly as possible (Sportsman and Hamilton, 2007). These efforts require nurses to develop a conflict management style that will be effective in addressing problems in a timely manner and without unnecessary delays (Sportsman and Hamilton, 2007). A participatory management style represents “mutual influence and collaborative interaction” in the workplace setting that encourages nurses to be successful communicators and to consider their roles through collaborative contributions to enhance quality of care (Frohlich, 2001). These contributions include active participation in a variety of areas, including research-based and direct care approaches that will satisfy the needs of patients in an effective manner (Frohlich, 2001). Nurses collaborating in this manner will be provided with a framework for successful outcomes and a means of exploring new insights in order to ensure that their patients are protected from unnecessary risk or harm (Frohlich, 2001).

Regardless of the circumstances, nursing conflicts cannot remain untouched and should not continue for lengthy periods of time (Cardillo, 2011). Therefore, a number of interventions are possible and may support conflict resolution in a positive and productive manner (Cardillo, 2011). For example, it is important to identify common ground that will support a compromise of different positions in order to agree upon a mutually beneficial resolution (Cardillo, 2011). This approach will support the development of new perspectives regarding an issue of critical importance in order to resolve the conflict without significant complications and/or repercussions (Cardillo, 2011).

Another option is to recognize where the potential exists to experience problems with an individual who wants to cause conflict and wreak havoc in the workplace (Cardillo, 2011). This is not uncommon when employees are dissatisfied with their work environments or experience any type of negative feelings toward a specific individual or situation (Cardillo, 2011). Therefore, the root of the problem must be addressed and disciplinary action must be taken by the nurse leader as necessary to prevent additional concerns (Cardillo, 2011).

Since conflicts are common, it is important not to waste valuable time and energy on situations that will never have a clear resolution, as this is non-productive and does not provide any real sense of accomplishment (Cardillo, 2011). In addition, there may be no opportunity for compromise, so other options should be explored where real benefits are likely to occur that will improve nursing practice and productivity (Cardillo, 2011). When conflicts are serious, mediation may be necessary, whereby an outsider must become involved so that the conflict does not erupt into a catastrophe that cannot be resolved (Cardillo, 2011). The mediation process is likely to enhance the resolution of the conflict by examining both arguments and in determining the resolution that is most feasible (Cardillo, 2011). These contributions will enable the conflict to be managed more effectively in a manner that will enhance the workplace rather than detract from real progress and productivity (Cardillo, 2011).

Nursing conflicts are often best managed when communication is open, honest, and productive on many levels, as this allows individual nurses to engage and to recognize the value of communication as a positive driving force in conflict resolution (The American Nurse, 2013). According to the text, “poor communication is often at the heart of conflict…And that puts patients at risk, teamwork at risk, and joy at risk” (The American Nurse, 2013). In order for the conflict to be resolved in a timely and efficient manner, it is necessary to establish a protocol for resolution that will address disagreements and other points of contention with the appropriate tools that will support positive working relationships between nurses (The American Nurse, 2013).

At one time or another, nurses make a poor decision and make a statement out loud that may contribute to one or more conflicts that could have been prevented if the nurse had thought ahead (Leary, 2008). This is a common yet preventable phenomenon that requires patience in order to prevent nurses from making mistakes or causing preventable problems (Leary, 2008). Therefore, thinking before saying or doing is essential in preventing conflicts or minimizing the consequences of these conflicts as best as possible (Leary, 2008).

It is also important to recognize that some conflicts might be beneficial in that they promote change and progress in the workplace setting when they do not get out of hand (Leary, 2008). These efforts demonstrate the importance of conflict management as related to productive arguments, many of which exist to start conversations and to address problems that have been largely ignored to date (Leary, 2008). This type of intervention may produce positive results when the conflict is initiated with the best interests of the entire team in mind (Leary, 2008). In these cases, nurse managers must recognize their roles and direct these conflicts in a manner that will achieve the desired results without adding additional problems to the mix (Leary, 2008).

Some conflicts may erupt without a clear reason, but the potential exists that the real reason behind the conflict remains hidden (Leary, 2008). Nurse leaders must examine these challenges and redirect these conversations in such a way that the real problems are addressed and are no longer ignored (Leary, 2008). This will improve the potential for conflict resolution of the initiating conflict as well as the real underlying conflict that exists (Leary, 2008).

Finally, from a conflict management perspective, nurse leaders must recognize the issues that are important to nurses and the conflicts that may arise when these conflicts are brought to the surface (Leary, 2008). This type of behavior demonstrates that nurse leaders recognize the issues that are important to their staff members and to address these concerns carefully and thoughtfully so as not to cause significant harm to the team dynamic (Leary, 2008). These efforts will play an important role in shaping positive outcomes and in determining how to address conflicts in a productive manner that supports long-term success and achievement in the nursing environment (Leary, 2008).

The challenges of nursing conflict resolution requires effective and experienced leadership at the helm to accomplish the desired objectives of the entire nursing team in all areas, including patient care. When conflicts exist, there is a greater potential to experience problems that may interfere with successful outcomes and productivity. Therefore, it is essential to employ conflict resolution styles that will enhance the nursing unit and promote its success over the long term. A number of different conflict management styles are available; however, not all styles fit all situations. Therefore, nurse leaders must demonstrate flexibility and strength in their ability to manage conflicts as they arise. Typical leadership styles include transformational and democratic as a means of resolving conflicts and other matters of importance. From a nurse leadership perspective, it is more important than ever to address the conflict directly and to consider the issues that may arise between the parties as the conflict moves forward. These steps will enable the nurse leader to consider the appropriate resolution methods and to develop solutions that will be mutually beneficial to all parties that are involved in the conflict itself. In the example provided, an inappropriate management style was a significant reason why the manager was not successful in her position; therefore, the style that is best suited to the nurses within the unit must be implemented.

Nursing Leadership – Summary of History and Theory

Nurse leaders have existed throughout practice settings for several centuries. However, a number of important names come to mind, such as Florence Nightingale, Madeleine Leininger, and Florence Watson, among others. Each nurse leader represented a voice or a point of view that demonstrated a specific approach to nursing leadership grounded in beliefs and/or theories. For example, Jean Watson’s Caring Theory is relevant because it supports many facets of human caring and the ability to overcome specific obstacles to achieve caring in the nursing environment (Current Nursing, 2012). This is one example of a nurse leader who embodied the values and core strengths of nursing practice in a manner that was unique yet instrumental to the continuous development of the practice setting. Other nurse theorists and leaders also conveyed their views and expectations in different ways in order to determent the most feasible strategies under which they could grow and thrive as effective leaders. This was an important component to the growth of nursing practice that continues to reverberate in the modern era.

Nurses have learned how to become leaders through the expert knowledge guidance of past leaders, and this has reflected the importance of specific skills and theories that play a role in facilitating a positive work environment. Nurses have grown and thrived in these roles in order to demonstrate the importance of specific factors to encourage the growth of the practice and the overall direction of patient care and treatment. Based upon historical principles, the emergence of technology and innovation, and the expansion of medical research to improve treatment and practice settings, there are considerable opportunities available to offer successful approaches to patient care that are grounded in successful theoretical approaches to care and treatment. As a modern nurse leader, it is important to identify areas where theories might be useful in supporting successful leadership outcomes. It is most important to recognize that patient care must be preserved and of the highest possible quality at all times; therefore, adopting leadership styles and theories is a critical component of successful practice outcomes and the development of new approaches to facilitate greater quality of care. Historical representations of nursing serve as the primary foundation for these objectives and for ensuring that nurse leaders are successful in their efforts to facilitate a positive workplace environment at all times.

Conclusion

A successful nurse leader must embody a number of key principles and core strengths in this important role. It is necessary to establish a greater understanding of these elements and to provide a basis for the growth of practice settings and the improved quality of patient care. In this context, nurses must reflect upon their core strengths and knowledge in order to accomplish successful outcomes. It is necessary to determine how to develop a successful nursing leadership style by using theories from the past in order to accomplish the desired objectives as a nurse leader. There are considerable challenges that must be addressed throughout this process, including the potential for nurse-related conflicts and other problems that may interfere with patient care and nurse relationships. These issues must be resolved by a knowledgeable and experienced nurse leader who is capable of solving problems and in advancing practice settings on a continuous basis. These contributions will be effective in supporting the continued growth and development of nurses who work under these leaders. Their own level of knowledge and ability to exercise sound and reasonable judgment when working with patients must be preserved through the efforts made to overcome nursing practice challenges and to be effective in supporting patient care outcomes in a positive manner. These contributions are likely to demonstrate the importance of new directions and strategies that will have a positive impact on patient care outcomes across a variety of nursing practice settings. It is important to demonstrate how nurse leaders impact the lives of their fellow nurses and of patients in positive ways that also influence the direction of nursing practice over the long term.

References

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Brown, C.J., Bishop, M., and Bar, B.B. (2013). Creating and sustaining peace within for the journey of nursing leadership. Nursing Administration Quarterly, 37(4), E1-E7.

Chadwick, M.M. (2010). Creating order out of chaos: a leadership approach. AORN Journal, 91(1), 154-170.

Currie, G., and Lockett, A. (2011). Distributing leadership in health and social care: concertive, conjoint or collective? International Journal of Management Reviews, 13(3), 286-300.

Hendricks, J.M., and Cope, V.C. (2013). Generational diversity: what nurse managers need to know. Journal of Advanced Nursing, 69(3), 717-725.

Hutchinson, M., and Jackson, D. (2013). Transformational leadership in nursing: towards a more critical interpretation. Nursing Inquiry, 20(1), 11-22.

Malloy, T., and Penprase, B. (2010). Nursing leadership style and psychosocial work environment. Journal of Nursing Management, 18, 715-725.

Salmela, S., Eriksson, K., and Fagerstrom, L. (2012). Leading change: a three-dimensional model of nurse leaders’ main tasks and roles during a change process. Journal of Advanced Nursing, 68(2), 423-433.

Savel, R.H., and Munro, C.L. (2013). Conflict management in the intensive care unit. American Journal of Critical Care, 22(4), 277-280.

Sherman, R., and Pross, E. (2010). Growing future nurse leaders to build and sustain healthy work environments at the unit level. The Online Journal of Issues in Nursing, 15(1), retrieved from

http://gm6.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol152010/No1Jan2010/Growing-Nurse-Leaders.aspx

Stanley, D. (2010). Multigenerational workforce issues and their implications for leadership in nursing. Journal of Nursing Management, 18, 846-852.

Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC Health Services Research, 11, retrieved from http://www.biomedcentral.com/1472-6963/11/98

Tomey, A.M. (2009). Nursing leadership and management effects work environments. ournal of Nursing Management, 17(1), 15-25.

Twycross, A. (2011). Leadership is key to ensuring evidence is used in practice. Evidence Based Nursing, 14(2), 31.