effective leadership in nursing essay

The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership

Affiliations.

• 1 Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada. Electronic address: [email protected].
• 2 Department of Nutrition, Dietetics and Food, School of Clinical Sciences at Monash Health, Monash University, Level 1, 264 Ferntree Gully Rd, Notting Hill, VIC 3168, Australia.
• 3 Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada.
• 4 Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada; Technical High School of Campinas, State University of Campinas (UNICAMP), Barão Geraldo, Campinas - São Paulo 13083-970, Brazil.
• PMID: 33383271
• DOI: 10.1016/j.ijnurstu.2020.103842

Background: Nursing leadership plays a vital role in shaping outcomes for healthcare organizations, personnel and patients. With much of the leadership workforce set to retire in the near future, identifying factors that positively contribute to the development of leadership in nurses is of utmost importance.

Objectives: To identify determining factors of nursing leadership, and the effectiveness of interventions to enhance leadership in nurses.

Design: We conducted a systematic review, including a total of nine electronic databases.

Data sources: Databases included: Medline, Academic Search Premier, Embase, PsychInfo, Sociological Abstracts, ABI, CINAHL, ERIC, and Cochrane.

Review methods: Studies were included if they quantitatively examined factors contributing to nursing leadership or educational interventions implemented with the intention of developing leadership practices in nurses. Two research team members independently reviewed each article to determine inclusion. All included studies underwent quality assessment, data extraction and content analysis.

Results: 49,502 titles/abstracts were screened resulting in 100 included manuscripts reporting on 93 studies (n=44 correlational studies and n=49 intervention studies). One hundred and five factors examined in correlational studies were categorized into 5 groups experience and education, individuals' traits and characteristics, relationship with work, role in the practice setting, and organizational context. Correlational studies revealed mixed results with some studies finding positive correlations and other non-significant relationships with leadership. Participation in leadership interventions had a positive impact on the development of a variety of leadership styles in 44 of 49 intervention studies, with relational leadership styles being the most common target of interventions.

Conclusions: The findings of this review make it clear that targeted educational interventions are an effective method of leadership development in nurses. However, due to equivocal results reported in many included studies and heterogeneity of leadership measurement tools, few conclusions can be drawn regarding which specific nurse characteristics and organizational factors most effectively contribute to the development of nursing leadership. Contextual and confounding factors that may mediate the relationships between nursing characteristics, development of leadership and enhancement of leadership development programs also require further examination. Targeted development of nursing leadership will help ensure that nurses of the future are well equipped to tackle the challenges of a burdened health-care system.

Keywords: Interventions; Leadership; Nursing workforce; Systematic Review.

Copyright © 2020. Published by Elsevier Ltd.

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Evidence and practice    

Developing effective nurse leadership skills, denise major deputy director of nursing, salisbury nhs foundation trust, salisbury, wiltshire, england.

• To enable you to outline the various types and characteristics of leadership

• To understand the importance of effective nurse leadership and its effect on patient care

• To identify ways to enhance your leadership skills and apply these in your everyday practice

Leadership is a role that nurses are expected to fulfil, regardless of their job title and experience. Nurses are required to lead and manage care as soon as they have completed their training. However, the development of leadership skills and the associated learning can be challenging, especially for less experienced nurses and those at the beginning of their careers. This article examines the importance of effective leadership for nurses, patients and healthcare organisations, and outlines some of the theories of leadership such as transformational leadership. It also details how nurses can develop their leadership skills, for example through self-awareness, critical reflection and role modelling.

Nursing Standard . doi: 10.7748/ns.2019.e11247

Major D (2019) Developing effective nurse leadership skills. Nursing Standard. doi: 10.7748/ns.2019.e11247

This article has been subject to external double-blind peer review and checked for plagiarism using automated software

@denisemajor4

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None declared

Published online: 07 May 2019

clinical leadership - leadership development - leadership frameworks - leadership models - leadership skills - transformational leadership

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Essay: Leadership in Adult Nursing (reflective)

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Introduction Leadership is a process which involves individual activity to state desire objective and vision in a situation, providing support and motivating other people to attend set goals (Swearingen, 2009). Danae et al. (2017) believe that leadership is broadly recognised as a key aspect of overall effective healthcare. Therefore, nurses require strong leadership skills to accomplish various tasks to improve care quality. In this assignment, I will cross reference six experts (see appendices) from my professional development portfolio related to the four domains of standards of competence for preregistration nursing (NMC, 2010). Additionally, I will address each domain using Rolfe, Freshwater and Jasper (2001) reflection model, which is composed of three stages ‘what’, ‘so what’, and ‘now what’. This model is suitable to link practical experiences with theory, it helps to improve clinical practice and identify further learning opportunities; which will be addressed by formulating a S.M.A.R.T action plan (Doran, 1981). Domaine 1: Professional values What? Appendix 1 shows aspects of the professional values that I need to address. It contains mentor’s comment about patient advocacy skill. During my Nursing Practice 5 (NP5), I looked after a 56-year-old disabled woman with Spina Bifida who was alert and orientated, unable to move on her own, but, had clearly expressed her need to be moved every two hours to avoid another pressure ulcer as she had one before. This was not respected by health care assistant taking for excuses “the ward is very busy, she is not the only patient”. I regret I didn’t advocate for her. Furthermore, appendix 2, which is the leadership framework self-assessment tool demonstrates aspects of personal quality that I need to review. These are related to the (NMC, 2010) instructing nurses to take all reasonable steps to protect people who are vulnerable or at risk from harm, neglect or abuse. So what? Professionalism means practice through the application of the Code (NMC, 2017). In the UK, nurses must act as advocates for their patients, challenge poor practice and discriminatory attitudes and behaviour relating to the care of vulnerable people, (NMC, 2015). This is supported by the Royal College of Nursing (RCN) stating that speaking on behalf of another is an integral part of the nurse’s role (RCN, 2008). Moreover, The International Council of Nurses emphasises the need for nurses to respect the rights, values, customs and beliefs of individuals and families, and to advocate for equity and social justice in resource allocation and in access to health (ICN, 2012). Such endeavours are central, as illness nearly always increase levels of patient vulnerability and dependence (Marquis and Huston 2012). Emphasizing the fact that nurses should influence the way care is given in a manner that is open and responds to individual needs (RCN, 2015). Unfortunately, there have been cases where nurses have failed to provide fundamental care to patients. The report into the failing at the Mid Staffordshire Hospital identified poor leadership coupled with clinical staff accepting standards of care that should not have been tolerated (Ellis and Bach, 2015). More recently, Care Quality Commission (CQC) has issued a Warning Notice requiring some trusts to improve safety, patient consent and overall leadership (CQC, 2017). This accentuates the role of leadership in prioritising patient safety and in listening to and learning from patients (storey and Holti, 2013). Stressing the need for nurse leaders to be self-aware and recognise how their own values and principles may affect their practice (NMC, 2010). Leaders encourage teamwork by appreciating individuals’ contributions and ideas; this creates needed behaviour, such as shared respect, compassionate care, attention to detail, between team members (NHS Leadership Academy, 2013), and create a motivating work environment (Adair, 2002). Therefore, the quality of leadership has a direct impact on the quality of service provided at all levels. The leader’s obligation is to create an environment in which good people can provide good care (Engard, 2017). Pointing out personal attributes of nurses that help to enable advocacy like flexibility, empathy, self-motivation, professional commitment, sense of responsibility, and the ability to cope with stress (Choi, 2015). Reflecting on the above scenario, transformational and transactional leadership can both play a role in the negotiation of a win-win situation. Transformational leadership is defined as a leadership approach that causes changes in individuals and social systems. It is about having a vision of how things should or could be and being able to communicate this idea effectively to others (Ellis and Bach, 2015). Whereas transactional leadership is based on contingent rewards and can have a positive effect on followers’ satisfaction and performance (Tomlinson, 2012). Transformational leadership plays a more critical role in the present scenario. it can motivate and inspire healthcare assistant and have a more significant impact to change both their thinking and behaviour Jie-HuiXu (2017), thus, allowing them to reach their potential and deliver sustainable changes to care. Now what? Now I should strive on developing and sustaining my engagement in patient advocacy by the end of NP7. In my Ongoing Achievement Record document, I will work with my mentor to complete competency 1.2. called: Understand and apply current legislation to all service users, paying special attention to the protection of vulnerable people, including those with complex needs. I will actively seek mentor, patients, family and others health professionals’ feedback and reflect on when I have been involved in patient advocacy during placement and review this with my mentor at mid- and end-point review. Domain 2: Communication and Interpersonal Skill What? Communication and interpersonal skill are vital parts of collaborative working (NMC, 2010). I reflect on communication using Situation, Background, Assessment and Recommendation (SBAR) mentioned in appendix 3, which is a reflective writing during placement 5. In a surgical ward, during routine observation of a patient who had undergone a cystectomy, I noticed that the patient was spiking in temperature (38.5) although NEWS score was 1, I immediately informed my mentor who directed me to blip the doctor in charge of his care. While communicating with him I was unable to give a clear response to questions about the patient’s condition. Even though he reassessed my patient immediately, I regret I didn’t use SBAR tool, because it could have helped to communicate clearly and prevent any potential delays. Appendix 1 in the section ‘working with others’ further shows that I need to improve my interpersonal skills. These relate to part of the NMC (2010) stating: nurses must use a range of communication skills and technologies to support person-centred care and enhance quality and safety. So what? Bach and Grant (2010) state that good communication and interpersonal skills are essential characteristics of high-quality nursing practice. The NMC (2010) also said that all nurses must use the full range of communication methods, including verbal, nonverbal and written, to acquire, interpret and record their knowledge and understanding of people’s needs. Emphasizing the use of communication tools like SBAR. SBAR is a tangible approach to framing conversations, especially critical ones that require a nurse’s instant attention and action. It promotes the provision of safe, efficient, timely, and patient-centred communication (Chaboyer et al., 2010; Day, 2010). Moreover, SBAR can be used for multiple forms of communication. It can be a change-of-shift report (Pope et al., 2008; Thomas et al., 2009), or can be applied to written communication (Perry, 2014). In addition, SBAR helps nursing students and recent graduate nurses organize their thoughts prior to calling physicians, to save time, reduce frustration, and improve overall communication (Pope et al., 2008). Furthermore, the use of SBAR communication tool temporarily flattens the hierarchy perceived in most healthcare settings, resulting in more effective channels of communication between healthcare providers (De Meester, Verspuy, Monsieurs, & Van Bogaert, 2013). According to Hackman and Johnson (2013), leadership is first, and foremost, a communication-based activity. Depending on the circumstances, a leader should try to be more authoritarian, democratic or laissez-faire (Mitchell, 2012); or should focus the communication on the tasks or use a more interpersonal style (Hackman and Johnson 2013). Reflecting on the scenario related to this domain, an assertive, clear and focus communication using SBAR format would have provided a brief, organized, predictable flow of information improving critical thinking communication skills and patient safety (Olin, 2012). It can be argued that it is hard to serve as an effective leader without effective communication (Hackman and Johnson 2013). This is agreed by Perry et al (2014) stating that effective commutation is a central attribute of clinical leadership. Clinical leaders can influence their colleagues with effective communication skill such as good listening skill and extremely good at explaining things at the right level that can be understood by followers. However, it is important to note that each clinical leader has a preferred style of communication that would not necessary works every time. Hackman and Johnson (2013) recommend choosing a leadership communication style that will work best according to the situation and the level of knowledge of followers. Now what? During next placement (NP7), I will strive to change communicating SBAR in a more professional, concise, clear, in a timely manner when communicating with the multidisciplinary team to improve patient outcome. I will actively seek feedback from my mentor and other professionals at mid- and end-point reviews. I will also change my preferred communication style from passive aggressive to an assertive communication style. For that, I will use the communication style questionnaire at the beginning then altered my behaviour during the first part of the placement, then repeat the questionnaire at mid-point and ask for feedback to my mentor base on the comparison on two questionnaire results and base on her observation. And repeat this again by end-point. Domain 3: Nursing Practice and Decision Making What? Here I reflect on nursing practice and decision making, see appendix 4, which is an end-point mentor comment during NP3 showing that improvement is needed in this domain. This is underpinned by appendix 5: a reflection done at the beginning of NP6 when I looked after a patient with hypoxic brain damaged who had a seizure. On my entry into his room, I found the patient unconscious, I took the decision to clear his airway before pressing the emergency bell which could have jeopardised patient safety. This is related to the NMC (2010) stating that nurses must be able to recognise and interpret signs of normal and deteriorating mental and physical health and respond promptly to maintain or improve the health and comfort of the service user. My behaviour pointed out the need to enhance my skill and knowledge in this domain. So what? Judgement and decision-making are important facets of healthcare for nurses (Traynor et al., 2010). Judgement is defined as weighing up different alternatives; while decision-making involves choosing a specific course of action to follow between alternatives (Lamb and Sevdalis, 2011). Hence, (Undre et al., 2009) define efficacious judgement and decision-making as skills that go beyond clinical knowledge and technical competence, highlighting the fact that nursing judgement and decision-making contribute significantly to the safety and quality of patient care (Traynor et al., 2010). However, several studies have high-pointed that when given the same information, and undertaking the same decisions, nurses will make consistently different judgements and decisions (Thompson et al., 2008; Thompson and Yang, 2009). Differing judgement and decision indicate different types of reasoning, in situations where time is not constrained, newly qualified nurses will make structured judgments with a rational-analytical decision. For those situations where time is limited, information is perceptual, and the nurse has some perceived expertise, it is appropriate to use intuition as the basis for judgement (Hammond et al., 1987). Thompson et al (2008) suggest that the key to successful reasoning is to adapt reasoning to the demands of the task. However, such adaptive reasoning by nurses is sometimes absent. Thus, good decisions and judgements are not independent to the cognitive process but can be influenced by how information is prioritised and the nurse’s ability to identify and respond to vital aspects of the clinical situation (Pearson, 2013). Thompson et al (2013) state that recent studies have shown positive benefits associated with the introduction of Computerised Decision Support Systems (CDSS) to support nursing decisions. Hence, helping to promote patient’s safety and improve their outcome. Reflecting on the scenario related to this domain, future decisions making process, whether they are based on normative, prescriptive or descriptive theory must include clinical expertise, patient value and best available research evidence (Sackett, 1996). because evidence by itself, does not make the decision, but it can help support the patient care process. In the same order, Marquis and Huston (2015) suggest that to be effective as a leader, one needs certain skills for making decisions, such as self-awareness, fairness and transparency which are skills also needed in decision making. This is supported by Thompson and Dowding (2009 p5) affirming that “One of the distinguishing features that mark out exceptional nurses is their skills in judgement and decision making”. Decision making is considered important leadership skills and is recognised by Sofarelli and Brown (1998) as qualities associated with transformational leadership. Now what? I have realised that decision making, particularly in nursing, is vital as it influences patient safety and outcomes (Ellis and Bach, 2015). It has been mention earlier that experience is a factor that affects decision making. To gained experience in judgement and decision making, I will use every opportunity during NP7 to practice evidence base in nursing practice and decision making by always based my decision on useful information sources like clinical guidelines, protocol and policy and patient preference. After what I will actively seek feedback from my mentor and others healthcare professionals and of course to patients to check their satisfaction about their involvement in the decision-making process about their own care at mid- and end-point reviews. . Domain 4: Leadership, management and team-working What? My leadership, management and team working skill are measured in appendix 2 and appendix 6 which are both leadership self-assessment tools. The first one showing aspects of my leadership that needs to be improved and the second one showing my leadership style which is “guiding” needing improvement to become more empowering. These are further supported by appendix 4: mentor end NP3 comment. During the leadership module, I took part in several group activities, which enabled me to understand team role importance and that there is no leader without followers. This part relates to NMC (2010) stating that nurses must work independently as well as in teams; be able to take the lead in coordinating, delegating and supervising care safely, managing risk and remaining accountable for care given. So what? Tomlison (2012) states that self-assessment helps individuals to appreciate their qualities, strengths and weaknesses thereby, enabling better transformational leadership. Bass (1985) found that transformational leadership contributes to individual performance and motivation. Whereas transactional leadership (Burns, 1978) is short-lived, and task-based, with the leader intervening with negative feedback when things go wrong. Adair (2002) proposed a three-circle model of strategic leadership, with the circles being the needs of the task, the individual and the team. This is a democratic model of leadership matching the NMC code, where Individuals and groups are involved in decision-making processes concerning their work (Adair, 2002). Management skills are as important as leadership skills in addressing some failings like those identified in the Francis report (Kerridge, 2013). Kerridge suggests they are closely linked, effective management and leadership both require putting first thing first. The King’s Fund report (2011) concurs, defining leadership as the art of motivating people toward a shared vision and management as getting the job done, suggesting that the exercise of leadership across shifts could be extended to management practice; pointing out that every member of healthcare team has some management and reporting functions as part of their job (Baker et al., 2012). Lord Darzi (2008) said: ‘Leadership is not just about individuals, but teams’. A successful leader will see each person as an individual, recognising their unique set of needs, as not everyone will perform at the same level (Hackman and Johnson 2013). This rejoins the description of team role by Belbin (1996) as he described a team role as ‘a tendency to behave, contribute and interrelate with others in a particular way’. Suggesting that Belbin assessment would be an ideal way for a team to examine: the roles they play, how these fit in with the team and the contribution of roles to the team (Frankel, 2011). Therefore, it would be advisable that team members use the questionnaire to helps identify individuals’ preferred roles, their manageable roles and their least preferred roles within the nine teams’ roles as described by Belbin in-order-to improve the success of teamwork. Nurse leaders need also to be able to respond to an ever-changing healthcare environment (Frankel, 2011). The literature suggests that leadership, effective communication and team working are among the most important elements for planned change (Schifalacqua et al., 2009a). Kurt (1951) identified three steps of change: unfreezing, moving and refreezing. This work was modified by Rogers (2003) who described five phases of planned change: awareness, interest, evaluation, trial and adoption. Another change theorist, Ronald Lippitt (Lippitt et al., (1958), identified seven phrases. Mitchell (2013) advises that Lippitt’s work is likely to be more useful to nurses because it incorporates a detailed plan of how to generate change and is underpinned by the four elements of the nursing process: assessment, planning, implementation and evaluation. Now what? To improve my Leadership, management and teamwork skills, I will use the first week of my MP7 to observe my mentor and nurses in charge leading some shifts, then, I will seek clarification on grey areas of my understanding and ask to have my own patients. This will enable me to practice leading others, managing patients and working with the multidisciplinary team. I will actively seek feedback till mid-point review, then, I will lead and manage my mentor whole set of patients under her observation and correction whenever needs arise till end-point. This will help me to move toward an empowering leadership style. Conclusion I have learnt that: a good leader or manager remains grounded in the values, beliefs and behaviours that guide professional nursing practice; understanding your role and that of other will nurture clear communication thus improving the success of the team; safe decision-making must be evidence-based; and effective leadership fosters a high-quality work environment leading to positive safe climate that assures better patient outcomes.

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Home — Essay Samples — Life — Nurse — Importance of Leadership in Nursing: Styles and Impact

Importance of Leadership in Nursing: Styles and Impact

• Categories: Leader Nurse

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Words: 784 |

Published: Sep 12, 2023

Words: 784 | Pages: 2 | 4 min read

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Leadership styles in nursing, adapting leadership styles, impact of effective nurse leadership, elevating nursing values.

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Leadership Styles of a Nurse Leader

This essay about leadership styles in nursing explores how nurse leaders utilize different approaches to effectively manage healthcare settings. It discusses three primary leadership styles: transformational, transactional, and democratic. Transformational leaders inspire and innovate to improve patient care, while transactional leaders focus on efficiency and adherence to protocols, crucial in high-stakes environments like operating rooms. Democratic leaders emphasize collaboration and consensus, beneficial in complex care scenarios. The essay highlights the adaptability of nurse leaders to blend these styles according to situational needs, underscoring their critical role in enhancing team performance and patient outcomes.

How it works

Within the dynamic realm of healthcare, leadership emerges not merely as a role but as a cornerstone pivotal in shaping both the milieu and the outcome of care provision. Nurse leaders, wielding considerable influence in this domain, adopt diverse leadership modalities, each exerting distinct impacts on their teams and the care dispensed. Delving into these styles unveils a nuanced tapestry of leadership in nursing, transcending mere administration to embody mentorship, advocacy, and strategic acumen.

Transformational leadership stands tall among the pantheon of styles embraced by nurse leaders.

Distinguished by its emphasis on vision, inspiration, and catalytic change, this style transcends mere guidance to instill inspiration within the team. Practitioners of transformational leadership cultivate an environment wherein team members feel valued and empowered to contribute innovative ideas. This proves particularly efficacious in healthcare milieus, where innovation can yield substantial enhancements in patient care. For instance, a transformational nurse leader might galvanize their team to forge novel patient care paradigms, fostering efficiency and compassion, thereby augmenting patient outcomes and staff contentment.

Conversely, transactional leadership gravitates towards the conventional ethos of management and oversight. Anchored in structured tasks, unequivocal objectives, and performance-based incentives, this style operates within a realm of procedural rigor. While seemingly less dynamic than its transformational counterpart, it finds resonance in settings necessitating meticulous adherence to protocols, such as operating theaters or intensive care units. Here, nurse leaders establish a clear hierarchy and ensure strict adherence to guidelines, fostering a milieu of safety and efficacy. The clarity and predictability inherent in transactional leadership markedly diminish errors and amplify operational efficiency.

Democratic leadership resonates deeply within the nursing fraternity. Epitomized by its collaborative ethos and reverence for individual input, democratic nurse leaders often base decisions on collective consensus. This collaborative stance engenders a sense of camaraderie and shared ownership among staff, proving invaluable in contexts demanding multifaceted care, such as psychiatric or chronic disease management. Here, collaborative decision-making engenders holistic, patient-centric care strategies.

Each leadership style boasts inherent strengths, tailored to the exigencies of the moment and the aspirations of healthcare facilities. However, the efficacy of any leadership paradigm in nursing pivots on its capacity to adapt and evolve amidst the ever-shifting healthcare panorama. This adaptive prowess proves indispensable not only in addressing diverse patient needs but also in navigating the labyrinthine tapestry of healthcare regulations, technological innovations, and evolving healthcare methodologies.

Furthermore, effective nurse leaders are adept at amalgamating these styles to suit specific circumstances. For instance, a nurse leader might deploy a transactional approach during exigencies demanding swift, directive action, while seamlessly transitioning to a transformational paradigm when endeavoring to instigate enduring enhancements in patient care modalities.

In summation, the leadership styles of nurse leaders wield profound influence in shaping the ethos of healthcare settings. Whether through the visionary tenets of transformational leadership, the precision of transactional leadership, or the inclusivity of democratic leadership, these modalities assume a pivotal role in advancing healthcare outcomes. A comprehensive comprehension and adept application of these leadership styles not only enhance team efficacy but also elevate patient care, rendering nursing leadership a beacon of influence and inspiration within healthcare.

Remember, this exposition serves as a springboard for inspiration and further inquiry. For tailored guidance and adherence to academic standards, consider consulting professionals at EduBirdie .

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Leadership Philosophy in Nursing Essay

Introduction.

Effective leadership qualities are significant among healthcare providers since they contribute to efficient service providers. Advanced practice registered nurses (APRNs) play a crucial role in the routine operations of healthcare organizations. Additionally, APRNs are involved in key decision-making that is influential to the organizations. Although the nurses may not be directly involved in strategic planning, their inputs bolster healthcare activities. A strategic leadership philosophy is crucial for my effective and productive leadership skills. Therefore, my belief that a leader must be strategic, will become essential in my nursing profession.

Leadership Philosophy

Personal leadership philosophy.

Increased productivity and teamwork among organizational members are greatly influenced by the kind of leadership style adopted. A strategic leadership philosophy involves an ability to influence team members to voluntarily make decisions for long-term organizational viability ( do Adro et al., 2021). Therefore, the philosophy is applicable among corporations with intention of streamlining processes, increasing productivity, and fostering innovation. Therefore, the strategic leadership philosophy is important in today’s disruptive healthcare environment since it ensures value addition to nurses.

Effective Leadership

Effective leadership is a multifaceted concept, involving different definitions by different scholars. However, the traditional definition of effective leadership is executing organizational goals and setting a cordial tone and culture that is acceptable to various stakeholders (Jochum, 2021). Effective leadership skills have been exhibited by renowned world leaders. For instance, Nelson Mandela was an effective leader since he helped his country fight against discriminative policies. Additionally, Nelson Mandela was known for speeches that promote national unity and regional cooperation in South Africa and beyond. Therefore, effective leadership is the ability to lead people in a manner that advocates their interests as a team and at a personal level.

Positive Leadership Qualities

Excellent communication.

Routine communication is significant for organizations since it allows the leaders and team to track their performance. A hospital’s executive gives its stakeholders annual objectives and specific organizational goals. Excellent communication skills include the ability to send information on time and the use of an appropriate tone when disseminating information (Adro et al., 2021). Moreover, using the proper channels for communication promotes the execution of communicated activities. Excellent communication skills help positive leaders promote unity and hard work among their subordinates.

Decisiveness

Effective decision-making allows positive leaders to have a stand in particular business situations. Although effective leaders take into account the opinions of their team members, some may be misleading. Consequently, the team leader must be decisive by weighing the available options and choosing the most relevant. Upon making the decision it is important for the leader to effectively communicate and state their rationale for deciding. Decisive leaders help an organization follow appropriate steps for productivity.

Creative-Thinking

Creativity fosters a successful and healthy working environment through problem-solving. Leaders act as an example to their subordinates and must give creative solutions when faced with a problem. Creative thinking involves gaining insights and new ideas through existing information and situations. Creative leaders can meet the ever-shifting organizational challenges and unpredictable future catastrophes (Jochum, 2021). Additionally, creativity promotes innovation and increased productivity due to the formulation of new product development ideas. Creative thinking is an essential quality for nurses when in problems.

A positive attitude towards an organization fosters teamwork and a unity of purpose. Passionate leaders are infectious since they lead their team members by example. Passion drives a positive leader to fully commit and do anything possible for productivity and profitability. Consequently, the team members are encouraged to take part in achieving set objectives. Moreover, passionate leaders quickly identify problems and creatively solve them. Therefore, passionate leaders encourage positive performance among their subordinates.

Strong Personal and Work Ethics

Every community has its ethical approach to professional activities. Meanwhile, leaders may have a personal moral consciousness that guides them in decision-making. Work ethics are acceptable behaviors of professionals that is acceptable by society. Positive leaders operate in the interest of their organization and team members (Jochum, 2021). Therefore, positive leaders do not allow personal selfishness to influence their decisions. Strong personal and work ethics help positive leaders effectively interact with various stakeholders.

What Has Shaped Me as A Leader

Personal experiences and external factors have influenced my leadership style. As a first-born child in our family, my parents involved me in daily decision-making. For instance, I am responsible for scheduling my siblings’ study time among other activities. Meanwhile, at school, I am the head of the research society and my discussion groups. I often make decisions that impact my family and coursemates. My personal experience as a family and school leader has been shaped by a strategic leadership approach. Reading books and following examples of global leaders such as Nelson Mandela has influenced my leadership philosophy. My ethical behavior, creativity, and passion for my community play a significant role in my strategic leadership approach.

My Inspiration

Although my leadership skills are effective, I aspire to become a better version of myself. Therefore, I am working on my weaknesses that encumber effective leadership. First, aspire to be a leader with effective anger management. Second, as an individual from a society that is discriminative against race, I would like to become a leader who symbolizes and promotes cultural diversity in an organization. Adopting positive leadership qualities will help me become an effective leader going forward.

Significant Problems with American Healthcare System

Social security involves the acquisition of health insurance and access to quality healthcare services. The U.S. healthcare system is associated with unequal access to medical insurance coverage. The most vulnerable communities including the minorities and dysfunctional families lack insurance coverage as shown in figure 1.0 . Consequently, they face more health-related problems than insured Americans do. According to Chemweno “the uninsured may not seek medical care due to high costs and avoid regular health screenings” (Chemweno 2021, para. 3). The unequal access to medical insurance cover is detrimental to U.S. economic growth.

This prevalent problem is the one that I am passionate about seeing change. It is highly important because healthcare is not cheap and insurance is sometimes the only way to afford quality healthcare. Moreover, expensive healthcare can throw people who cannot afford it in the first place further into poverty. The cost of employer-provided health insurance, “not only holds down wages but also destroys jobs, especially for less skilled workers, and replaces good jobs with worse jobs at lower wages” (Case & Deaton, 2020). Therefore, addressing the unequal access to medical insurance coverage is vital for U.S. economic growth.

Possible Solutions

Various actions can be taken to address the unequal accessibility to medical insurance in U.S. First, the government should formulate legislation that favors the minorities’ access to medical services (Zieff et al., 2020). For instance, they should be prioritized when recruiting Medicare beneficiaries. Second, the private sector should be actively involved in addressing the issue. The sector should be encouraged to adopt a strategic plan that would help them provide medical coverage for all of their employees. Last, public awareness of the importance of medical insurance should be encouraged to influence the minority population.

Strategic Leadership Plan

My leadership philosophy and solution.

My leadership philosophy, as described in the first section, involves strategic planning and decision-making. I believe that community issues should be addressed in a manner that is objectives and focused on future viability. Therefore, the issue of unequal access to medical insurance cover should be addressed with long-term solutions. Teamwork, as part of a strategic leadership style, will play a significant role in uniting the public and private sectors to solve the problem. Additionally, my aptitude for cultural diversity would help me take the issue from a personal perspective. Consequently, I shall be passionate about promoting equality in the accessibility of medical insurance coverage.

Actions To Be Taken

Two crucial steps will help me become part of the solution to unequal access to medical insurance coverage. First, I would start an online campaign that promotes equality in securing social security and encouraging the purchase of insurance covers. The campaign will allow me to engage relevant sectors in solving the problem. Involving social media influencers and non-government organizations will make the campaign a success. Second, I would use my personal experiences of discrimination to petition the government into addressing the issue. Collecting as many signatures as possible would help in reminding the government that the issue is of great public concern.

Effective leadership promotes organizational growth and increased profitability. Strategic leadership philosophy involves creative solutions that have a long-term impact on existing problems. Effective leadership qualities include excellent communication skills, decisiveness, creative thinking, and strong personal and work ethics, among others. These qualities help in solving problems such as unequal access to medical insurance in the U.S. Teamwork and unity between the private and public sectors can help solve the discriminative access to medical insurance in the U.S. Therefore, an effective strategic leadership approach is important in addressing healthcare problems.

Case, A. & Deaton, A. (2020). How Healthcare costs hurt American workers and benefit the wealthy . Time . Web.

Chemweno, J. (2021). The U.S. Healthcare System is broken: A National perspective. Managed Healthcare Executive . Web.

do Adro, F., Fernandes, C. I., Veiga, P. M., & Kraus, S. (2021). Social entrepreneurship orientation and performance in non-profit organizations. International Entrepreneurship and Management Journal .

Jochum, C. J. (2021). The Department Chair: A Practical Guide to Effective Leadership . Rowman & Littlefield.

Tolbert, J., Orgera, K., & Damico, A. (2020). Key facts about the uninsured population . KFF. Web.

Zieff, G., Kerr, Z. Y., Moore, J. B., & Stoner, L. (2020). Universal Healthcare in the United States of America: A Healthy Debate. Medicina (Kaunas, Lithuania), 56 (11), 580.

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IvyPanda. (2023, July 30). Leadership Philosophy in Nursing. https://ivypanda.com/essays/leadership-philosophy-in-nursing/

"Leadership Philosophy in Nursing." IvyPanda , 30 July 2023, ivypanda.com/essays/leadership-philosophy-in-nursing/.

IvyPanda . (2023) 'Leadership Philosophy in Nursing'. 30 July.

IvyPanda . 2023. "Leadership Philosophy in Nursing." July 30, 2023. https://ivypanda.com/essays/leadership-philosophy-in-nursing/.

1. IvyPanda . "Leadership Philosophy in Nursing." July 30, 2023. https://ivypanda.com/essays/leadership-philosophy-in-nursing/.

Bibliography

IvyPanda . "Leadership Philosophy in Nursing." July 30, 2023. https://ivypanda.com/essays/leadership-philosophy-in-nursing/.

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Effective Leadership and Management in Nursing

Introduction.

Leadership is reflected as a comprehensive process that is used to realize goals, motivate other members to work, and providing support and inspiration to accomplish communally negotiated goals. In the nursing profession, leadership is the process of coordinating day and night shifts, and controlling the nursing team to ensure that the activities and practices within the health care organization are accomplished successfully. Leadership incorporates the perception, opinion, skills and attitude of an individual concerning certain issues concerning health and protection.

Leadership skills are very indispensable in the nursing profession as they facilitate to the effectiveness of the services offered by the nurses, such as caring for the patients and maintaining a sustainable, and health workforce in the organization’s environment (Burns, 1978). It is of immense connotation to note that nursing leadership roles are different from the managerial functions. The most crucial roles of professional nurse are managing of care, designing of care and coordination of care while management functions are about responsibilities. Nursing leadership skills are determined by the attributes that an effective leader have such as being visionary, and always equipped with approaches and strategies that are aimed at achieving future goal of the Health Organization.

My preceptor has the ability to incorporate and apply the attributes of an effective leader, such as being visionary and able to direct their workmates and services to a future mutual goal of the research or experiment (Sullivan & Decker, 2001). The preceptor is able to use problem-solving processes and maintain the effectiveness of the group, as well as developing team identification. This is possible due to dynamic and motivational authority they have on the group members under their guidance and supervision.

For effectiveness in their practice, the preceptor is manifested to be solution-focused and have the potential to devise approaches that are fundamental in inspiring and motivating the team which they lead. Preceptor initiates effective leadership styles that enable them to influence successful improvement of the teams or groups they lead. This is achieved by ensuring that they accomplish and maintain professional standards in their line of operation. The preceptors act as source of inspiration to the nurses and other teams that they monitor, supervise and instruct (Marriner-Tomey, 1993).

Nursing Leadership Skills Incorporated by the Preceptor within the following Professional Nursing Roles

Considering the three professional nursing roles within the practicum, preceptor incorporates the nursing proficiency and skills in the following forum:

Designer of care

As a designer of care, the preceptor makes decisions on what should be done by the team or group in the practicum in order to accomplish the task that is assigned to them. They incorporate the nursing leadership skill of acting with integrity, truthfulness and honesty as this helps them to be competitive and proficiency designers of care. The preceptor handles each team member as an independent individual, which is a trait of an effective nurse leader. This enables them to recognize the unique set of the needs of the members and address them in accordance to the nature and the existing surroundings within the practicum (Sullivan & Decker, 2001).

Coordinator of care

The preceptor is able to integrate management skills to resolves conflicts, and control the emotions of people depending on the nature of the predicaments that have contributed to the misunderstanding. Leaders are assumed to have the distinctiveness of seeking attention from the group that they direct. This way, the preceptor is able to request for concentration from the conflicting parties, allow them to explain their views towards the issues bringing misunderstanding, and draw a conclusion that is based on evidence derived from consideration of the opinions from both differing sides (Burns, 1978).

The preceptor adopts the supportive leadership style, as well as incorporating the core values of leadership which are mentorship and regulation, in order to be able to manage the teams and groups they are responsible for successfully. This is essential as it enables the preceptor to reduce and manage emotional exhaustion of the team and control cushioned pessimistic effects of the activities within the practicum.

Manager of care

A manager is assumed to have the obligation to delegate duties and responsibilities to the junior staff or the team to which they are instructors. The preceptor therefore, assumes the duty of providing intentional succession planning and appropriately promoting the teams’ value of clinical competency. The preceptor applies mechanisms for supervision and monitoring the progress of the practices and activities carried out by the team (Marriner-Tomey, 1993).

As a manager of care, the preceptor determines the nature of the activity or practice under investigation, its strengths, weaknesses, and threats that are associated with the activity and the instructing interventions. This enables them to formulate the future goals that are maintained by the team.

Generally, the nursing leadership roles are very crucial in offering instructions and guidelines to any group or team involved in an investigation or research within a practicum. Preceptors are facilitators in a nursing workshop or practicum, as they give directions to be followed by the members, offer supervision and monitor the progress of the team members. Incorporation of nursing leadership skills in carrying out the three professional nursing roles helps in attainment of completeness and effectiveness in the practice as all the activities and practices are done appropriately and to the plan.

Burns, J.M. (1978). Leadership . New York: Harper and Row.

Marriner-Tomey, A. (1993) Transformational Leadership in Nursing . London: Mosby.

Sullivan, E.J. & Decker, P.J. (2001). Effective Leadership and Management in Nursing (5 th ed.). Upper Saddle River, NJ: Prentice Hall.

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StudyCorgi. (2022, June 1). Effective Leadership and Management in Nursing. https://studycorgi.com/effective-leadership-and-management-in-nursing/

"Effective Leadership and Management in Nursing." StudyCorgi , 1 June 2022, studycorgi.com/effective-leadership-and-management-in-nursing/.

StudyCorgi . (2022) 'Effective Leadership and Management in Nursing'. 1 June.

1. StudyCorgi . "Effective Leadership and Management in Nursing." June 1, 2022. https://studycorgi.com/effective-leadership-and-management-in-nursing/.

Bibliography

StudyCorgi . "Effective Leadership and Management in Nursing." June 1, 2022. https://studycorgi.com/effective-leadership-and-management-in-nursing/.

StudyCorgi . 2022. "Effective Leadership and Management in Nursing." June 1, 2022. https://studycorgi.com/effective-leadership-and-management-in-nursing/.

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