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Transformational Leadership and Shared Governance, Coursework Example

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Coursework

An article by Bamford-Wade and Moss (2010) offers a unique examination of transformational leadership using a shared governance infrastructure. This concept supports a greater understanding of culture as it impacts nursing practice in different ways, and nurse leaders must support transformative approaches to accommodate cultural change and identity in a positive and meaningful manner (Bamford-Wade and Moss, 2010). In many ways, nurses possess limited empowerment; therefore, they must have the authority to be effective leaders and communicators in advancing the chosen agenda in an effective manner (Bamford-Wade and Moss, 2010).

An article by Azaare & Gross (2011) addresses the importance of leadership styles in supporting key nursing priorities, given the challenges that exist in routine nursing practice-related activities. The study examined two hospitals in Ghana and determined that nurse leaders often exercise authority and intimidation to control their employees; in addition, nurses lack confidence and succumb to the demands placed on them by the nursing leadership team in the chosen environments (Azaare & Gross, 2011). Therefore, it is necessary to develop leadership training tools for nurses in order to select candidates who are appropriately qualified for leadership positions (Azaare & Gross, 2011).

An article by Sorensen, Delmar, & Pedersen (2011) addresses the distinction between daily nursing practice objectives and nurse leadership responsibilities. Many nurses find it difficult to navigate these differences and may not possess the ability to hold several roles concurrently, such as negotiation between the roles, thereby leading to limited practice outcomes (Sorensen et.al, 2011). Therefore, nurse leaders must learn how to navigate and negotiate between these different roles as a means of learning how to become a successful leader who must balance a variety of roles and responsibilities in the workplace setting (Sorensen et.al, 2011).

An article by Naylor (2012) addresses the importance of supporting a nursing-led transitional care model in order to address the needs of high-risk patients and those who require comprehensive and person-centered care. This strategy supports an opportunity to examine healthcare to promote greater value for patients so that they are able to achieve positive health and wellbeing (Naylor, 2012). This process also demonstrates a higher level commitment to cost reduction and efficiency throughout the healthcare system, of which nurses possess a significant responsibility to be effective communicators and coordinators of care for their patients to improve outcomes (Naylor, 2012). This article supports a critical nursing-based priority to ensure that all possible steps are taken to optimize care and treatment for patients as they expand their knowledge and understanding of patient care needs, while supporting comprehensive care models in the process (Naylor 2012).

An article by Newman (2011) addresses the significance of shared governance as an opportunity to explore new directions in nursing practice and to improve nursing-based performance in the practice setting. This process may demonstrate a transformative approach to improve an organization and to align its culture with the desired objectives (Newman, 2011). However, many nurse leaders have a long way to go in their efforts to be effective in advancing a transformative agenda because many lack innovative skills and the confidence to promote empowerment throughout the nursing process (Newman, 2011). Therefore, many nurse leaders must support an agenda that emphasizes nurse-led empowerment and strength in working with other healthcare leaders, as these efforts will demonstrate a higher level of recognition and support for the nursing practice agenda (Newman, 2011).

An article by Davies, Wong, & Laschinger (2011) addresses the significance of knowledge transfer as a key component of the nursing leadership agenda and how this impacts the practice setting in a positive manner. This process enables other nurses to benefit from the knowledge that is acquired in nursing practice and to become active contributors through knowledge sharing in order to promote empowerment within the practice environment (Davies et.al, 2011). This approach requires a high level of leader-member exchange so that knowledge transfer is both seamless and effective in meeting the needs of the practice setting on a continuous basis to minimize gaps in knowledge (Davies et.al, 2011).

An article by Bearskin (2011) addresses the role of culture in nursing practice and how it impacts all aspects of care, including ethical decision-making. Cultural competency is an important step towards the discovery of new strategies to integrate culture into the nursing work environment, including client-based cultural needs and expectations (Bearskin, 2011). Nurses must be able to demonstrate a high level of cultural awareness and understanding of the issues that nurses face in their daily practice settings (Bearskin, 2011). Most importantly, nurses must be fully aware of individual cultural needs and expectations in order to improve the lives of patients who face critical challenges regarding their health and wellbeing in different ways (Bearskin, 2011).

An article by Abraham (2011) evaluated participation in a nurse leadership program at the Mayo Clinic and its influence on leadership effectiveness, using outcome measures. The study results indicated that those who participated in the six-month leadership program were able to demonstrate significant changes in leadership skills through a Leadership Practice Inventory, along with a higher level of professional behavior and a greater level of focus on the nursing leadership role (Abraham, 2011).  Therefore, an intensive nurse leadership program is likely to have a positive impact on nurses in the practice setting when the program is targeted towards the appropriate goals and objectives to meet the desired outcomes (Abraham, 2011).

References

Abraham, P. J. (2011). Developing nurse leaders: a program enhancing staff nurse leadership skills and professionalism. Nursing administration quarterly, 35(4), 306-312.

Azaare, J., & Gross, J. (2011). The nature of leadership style in nursing management. British Journal of Nursing, 20(11), 672-680.

Bamford-Wade, A., & Moss, C. (2010). Transformational leadership and shared governance: an action study. Journal of Nursing Management, 18(7), 815-821.

Bearskin, R. L. B. (2011). A critical lens on culture in nursing practice. Nursing ethics, 0969733011408048.

Davies, A., Wong, C. A., & Laschinger, H. (2011). Nurses’ participation in personal knowledge transfer: the role of leader–member exchange (LMX) and structural empowerment. Journal of nursing management, 19(5), 632-643.

Naylor, M. D. (2012). Advancing high value transitional care: the central role of nursing and its leadership. Nursing administration quarterly, 36(2), 115-126.

Newman, K. P. (2011). Transforming organizational culture through nursing shared governance. Nursing Clinics of North America, 46(1), 45-58.

Sørensen, E. E., Delmar, C., & Pedersen, B. D. (2011). Leading nurses in dire straits: head nurses’ navigation between nursing and leadership roles. Journal of nursing management, 19(4), 421-430.

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