LEADERSHIP THEORIES IN PRACTICE

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LEADERSHIP THEORIES IN PRACTICE

LEADERSHIP THEORIES IN PRACTICE
BY DAY 3 OF WEEK 4
Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.
BY DAY 6 OF WEEK 4
Respond to at least two of your colleagues on two different days by explaining how the leadership skills they described may impact your organization or your personal leadership, or by identifying challenges you see in applying the skills described.
Transitional Leadership
Transformational leadership motivates followers by appealing to higher ideas and moral values, where the leader has a deep set of internal values and ideas (Doody & doody, 2012). This form of leadership leads to followers to sustain the greater good, rather than their own interests, and creates supportive environments where responsibility is shared (Doody & doody, 2012).
Transitional leaders aim to ensure that everyone on the team understands the importance of their work, and the value that they bring to the environment (Doody & Doody, 2012). This empowers and engages the team (Doody & doody, 2012) to not only share their ideas, but also grants them the ability to communicate their thoughts and ideas with the expectation that their ideas are worth being considered.
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James MacGregor Burns was a political scientist and historian and is the one who introduced this leadership theory (Collins et al., 2019). He was fascinated by the styles of Mahatma Gandhi, Franklin Roosevelt, and John F. Kennedy (Collins et al., 2019). Burns description of transformational leadership as two or more persons engaging with each other in such a way that the leader and followers raise one another to high levels of motivation and morality (Collins et al., 2019).
One leader that I will always cherish is the nurse manager that I worked with in a PACU setting. This manager exemplified transitional leadership and went above and beyond to ensure that her staff was well prepared. Fifty percent of her staff were travel nurses, yet she treated us like we were her established team. If one of us did not have experience in pre-op, phase 1, phase 2, critical care recovery, or procedure experience, she ensured that we were not pigeonholed, performing the same duties each day. She believed that each of us should gain skills that would propel us in our profession.
She would come in to work and before placing her things in her office, she would inquire about our day and if there was anything that she could do for us. She always kept an open-door policy and was never bothered with interruptions. She included us in team building activities outside of the office, and she would also include us in with her staff meetings, and any other required in-service/training that she provided for her staff.
Each travel nurse was so in awe of her transformational leadership approach, so much so, we continued to renew our contracts, until the pandemic flipped our lives upside down. But that did not stop her from reconnecting with us once the restrictions were lifted. She requested for me and five other nurses to return, and we gleefully accepted. This may not seem like much to most, but when you come from a rigid, autocratic form of leadership, transformational leadership is very refreshing. It was like being in a warm hot spring, where I was able to detox my soul from the previous regime I was employed with. In summary, Meg was adaptable, inspiring, accountable, and extremely honorable (Morales, 2020). All of the ingredients for an exceptional transformational leader.
References:
CM, D. O. D. (2012, November). Transformational leadership in nursing practice. British journal of nursing (Mark Allen Publishing). Retrieved December 13, 2022, from https://pubmed.ncbi.nlm.nih.gov/23132001/
Collins, E., Owen, P., Digan, J., & Dunn, F. (2019, December 16). Applying transformational leadership in nursing practice. Nursing standard (Royal College of Nursing (Great Britain) 1987). Retrieved December 13, 2022, from https://pubmed.ncbi.nlm.nih.gov/31840443/
Morales, M. (2020, May 1). Characteristics and examples of transformational leadership in nursing. Relias. Retrieved December 13, 2022, from https://www.relias.com/blog/transformational-leadership-in-nursing
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Collapse SubdiscussionJessica Velez
Jessica Velez
Dec 23, 2022Dec 23, 2022 at 9:37pm
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hello Jada,
I find transformational leadership to be an essential trait of leaders in the accelerated healthcare industry. The pressures of every day work and intense schedules, coupled with the pressures of pace-of-care, collaborating with providers, and educating lay-nurses are all types of leadership that demand your time and attention (Chung & Li2021). If I were to see a leader that exemplified transformational leadership, I would give them a standing ovation, handing them the leadership award of their career, and encouraging others to learn from their example. Powerful leaders do not make their followers feel like pawns. Rather, leaders empower the followers to take charge and engage in utilizing the talents of all of their colleagues. Great leaders today make a name for themselves by being innovative, heroic, and heartfelt, while in their position. Give up your self-centered ways and join in a movement that will change your world (Gull et al., 2022).
References
Chung, D. S., & Li, J. M. (2021). Curvilinear effect of transformational leadership on innovative behavior among R&D teams in South Korea: Moderating role of team learning. [Curvilinear effect of transformational leadership] Journal of Organizational Change Management, 34(1), 252-270. https://doi.org/10.1108/JOCM-01-2017-0017
 
Gull, S., Bukhari, S. N. Z., Qamar, U., & Tanvir, A. (2022). Is transformational leadership instrumental to environmental sustainability? A perspective of Pakistani textile sector. [Este leadership-ul transformational important în sustenabilitatea mediului? O perspectivă a sectorului textil din Pakistan] Industria Textila, 73(4), 411-419. https://doi.org/10.35530/IT.073.04.202157
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Collapse SubdiscussionSherwin Jackson
Sherwin Jackson
Dec 14, 2022Dec 14, 2022 at 8:35pm
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Effective nurse executives combine a range of leadership styles, theories, and approaches in order to pursue a set of goals and objectives. Research has shown that leadership behaviors can have an impact in the creation of a healthy work environment. Some of the most common leadership theories employed in nursing include transformational leadership theory, and participative leadership theory (Alloubani & Akhu-Zaheya, 2018). Gobbi (2017) explained that transformational leadership is focused on how the vision of a leader can influence the followers to attain a set of goals. As such, the transformational nurse leader stands out as an individual with the capacity to motivate the entire team by encouraging them to adjust their inspirations, opinions and expectations in line with the set vision. The participative leadership theory calls for enhanced involvement of team members in the problem-solving and decision-making processes. In the nursing sector, some of the key behaviors associated with participative leadership include acting as a facilitator as opposed to a dictator, information-sharing tendencies, inspiring participation and engaging the followers in key decision-making processes (Alloubani & Akhu-Zaheya, 2018).
Dr. Fauci is the leader that exhibits the behaviors associated with both the transformational and participative leadership theories. Neff Newitt (2020) explained that Fauci is a leader who radiate gravitas, communicate powerfully, establishes credibility, and exhibits a distinct charisma that played to his success when leading in uncertain and turbulent times during the COVID-19 pandemic. Ideally, the leadership behaviors exhibited by Dr. Fauci proved instrumental in raising public awareness regarding the COVID-19 pandemic and inspired renewed hope into the adoption of the safety guidelines and procedures to curb the spread of the coronavirus disease 2019. Moreover, the leader’s capacity to delegate responsibility and authority in a more effective manner makes him to stand out as a leader who exemplifies executive presence.
 
References
Alloubani, A., & Akhu-Zaheya, L. (2018). Leadership styles and theories. Leadership Styles and Nursing Care Management, 1-23. https://doi.org/10.2174/9781681087450118010003Links to an external site.
Gobbi, M. (2017). Global issues for nursing leadership. The Essentials of Nursing Leadership, 94-108. https://doi.org/10.4135/9781529714821.n7
Neff Newitt, V. (2020). Lessons on COVID-19 from Anthony Fauci, MD. Oncology Times, 42(16), 1,9-10. https://doi.org/10.1097/01.cot.0000696416.98393.6aLinks to an external site.
 
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Collapse SubdiscussionJada Sewell
Jada Sewell
Dec 19, 2022Dec 19, 2022 at 3:59pm
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Sherwin,
I am a transformational leader and am grateful that this gift rest within. I state that it is a gift because I have attempted to train others to be transformational leaders in the ER environment where frequently all hell breaks loose, with no success. It was because they misused this style of leadership (as it was not inherent to their nature), thus it was a manipulation tool for self-gain/self-promotion (Iqbal et al., 2019), which ultimately backfired because their true nature always returned. These charge nurses were used to ruling with an iron fist and were dumbfounded when they attempted to utilize my leadership style and did not get the same results from the staff as I did. This comment is not meant for self-praise, I genuinely valued everyone on the team, and utilized them based on their strengths, and either helped them to strengthen their weaknesses, or did not utilize them in a capacity where they would fail.
Transformational leadership is not a “you can catch more flies with honey approach,” but moreover a process of raising others to higher levels of morality and motivation (Collins eyt al., 2019). Nurses were exhausted in my previous ER, yet, when I needed them due to staffing shortages, they were willing to stay and do overtime to help me. Some even asked daycare providers to keep their children past the designated time to assist me. This is in part because I too was exhausted by giving them everything that I had to give, but also, I engaged them fully in every decision that pertained to their assignments and welcomed feedback whether positive or negative. We were in the trenches together, and I wanted them to know that I did not see them, or would I treat them any differently than I wanted to be treated.
References
Collins, E., Owen, P., Digan, J. q, & Dunn, F. (2019, December 16). Applying transformational leadership in nursing practice. Retrieved December 19, 2022, from https://journals.rcni.com/nursing-standard/cpd/applying-transformational-leadership-in-nursing-practice-ns.2019.e11408/full
Iqbal, K., Fatima, T., & Naveed, M. (2019, December 9). The impact of transformational leadership on Nurses’ organizational commitment: A multiple mediation model. European journal of investigation in health, psychology and education. Retrieved December 19, 2022, from https://pubmed.ncbi.nlm.nih.gov/34542484/
 
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Collapse SubdiscussionCarolyn Hart
Carolyn Hart
Dec 21, 2022Dec 21, 2022 at 3:37pm
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Jada,
You touch on an important topic that is often overlooked: authenticity. Being authentic means that you are true to yourself and you always abide your basic principles – you do not try to be something that you are not! Bill George started writing about authentic leadership in the early 2000’s and identified characteristics about a leader who is authentic.
Authentic leaders have a sense of purpose, but are also real and approachable. It can be accompanied with a sense of passion.
Authentic leaders have clear values and they do not compromise. In other words, they have integrity and expect high ethical standards
Authentic leaders build relationships and establish connections. They share things but they also listen.
Authentic leaders have goals and self-discipline. they know what is needed to move forward and they consistently (and calmly) focus on that!
Authentic leaders show compassion and are sensitive to the needs of others.
Dr. Hart
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Collapse SubdiscussionJulia Said
Julia Said
Dec 22, 2022Dec 22, 2022 at 7:30pm
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Sherwin,
I appreciate that you mentioned nurses being involved in the decision-making process with their leaders. In my recent healthcare policy class, we discussed nurse involvement in policymaking. In that class, I learned that nurses of all levels should be involved in policymaking or decision-making processes within their organization. Research has found that when nurses are involved in shared governance, patient outcomes improve and employee satisfaction increases (Bartmess et al., 2022). When leaders do not allow their staff members to partake, they are sending the message: “I do not care what you think” or “Your opinion is not valued here.” Transformational leaders welcome and encourage their staff to reach out and express concerns with processes or policies. Not only do they encourage speaking up, but they actually do something about it. Good leaders listen and react, to show they do value others’ opinions (Bartmess et al., 2022). This engages and empowers nurses, which improves employee satisfaction and can positively impact burnout and turnover (Bartmess et al., 2022). When nurses do not believe they have a leader they can turn to or look up to, they tend to feel higher levels of stress and burnout. A lack of wellbeing has been associated with absenteeism, turnover, and reduced productivity (Ahmed et al. 2019).  Organizations need employees to be at optimal levels of health and wellness in order to provide the highest quality care (Ahmed et al., 2019). This responsibility falls on leaders to encourage a positive work environment where nurses and other staff have a voice and the freedom to express concerns and get involved with policy change.
References:
Ahmed, O. M., Ishak, A. K., & Kamil, B. A. M. (2019, February 2). Transformational leadership and employee psychological wellbeing among faculty staff: the mediating role of self-efficacy. International Journal of Management, Accounting and Economics.
Bartmess, M. P., Myers, C. R., & Thomas, S. P. (2022). Original Research: ‘It Would Be Nice to Think We Could Have a Voice’: Exploring RN Involvement in Hospital Staffing Policymaking. AJN, American Journal of Nursing, 122(10), 22–31. https://doi.org/10.1097/01.naj.0000884564.75005.a9
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Collapse SubdiscussionJessica Velez
Jessica Velez
Dec 24, 2022Dec 24, 2022 at 1:13pm
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hello Sherwin,
Dr Fauci as a leader, who has proven to be a definitive factor in the prevention of the virus from sparking a pandemic epidemic and the rise of the antiviral drugs. Dr Fauci is a man who stands out when meeting him in person; he is charismatic, smart, and mostly tends to let his appearance do the talking rather than speaking himself (Kerfoot, 2022). Dr. Fauci is an effective nurse executive who exhibits a range of leadership styles, theories, and approaches as he leads the battle to protect the American public from the deadly COVID-19 pandemic.
The above notwithstanding, Dr. Fauci makes some decisions that in the short-run seem to be right, but in the long-run may prove t

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