Assignments
In reading this week’s assigned materials, please consider the different styles of leadership and answer the following:
• Define leadership and management in nursing (These will be two different definitions). This should be your own personal definition of what these terms mean after completing the readings for this week. Please do not find a definition in a book- we want to hear what these things mean to you. How would your ideal nursing leader display these traits? Please include at least 1 citation, aside from your text, of how these things make an effective leader.
• Share the results of the leadership assessment that you completed and discuss your primary leadership style. How might you incorporate these strategies into leading a team in your workplace/clinical setting? Lastly, discuss a benefit and a drawback to this leadership style.
Assignments
Please evaluate the different styles of leadership as you read this week’s assigned materials and respond to the following questions:
• Define nursing leadership and management (These will be two different definitions). After you’ve finished this week’s readings, this should be your personal definition of what these phrases represent. Please do not look for a definition in a book; instead, tell us what these terms mean to you. What would your ideal nursing leader look like if they have these qualities? Please include at least one citation, in addition to your writing, that demonstrates how these factors contribute to an effective leader.
• Assignment help – Discuss your major leadership style and the results of the leadership assessment you performed. How might you use these tactics to leading a team at w
—-
Sample Essays
Essay on Leadership and Management in Nursing
Introduction to an essay on leadership and management in the nursing profession
In every organization, leadership and management are critical in achieving the goals and objectives that have been established. Managers and leaders in a company work together to ensure that the mission and vision of the organization are met. With particular reference to nursing, we will critically examine and contrast two alternative leadership and management theories as well as their implementation in the context of this research.
Management and leadership are important in today’s world.
The fundamental function of management includes the tasks of planning, staffing, organizing, leading, and managing an organization.
In 2009, the authors (Marquis and Huston, 2009) published a paper titled We must remember that the roles of management and leadership are intertwined and cannot be studied in isolation from one another. For example, a scarcity of nursing staff will inevitably result in a scarcity of leadership in that field. In the lack of adequate and effective management, new nurses find themselves without direction, which results in a leadership void that must be filled.
The decisions taken in this regard are made in order to offer patients with the highest possible level of care. As an alternative, the position of leadership may be related with that of mentors, coaches, advocates and role models (among other things). Kerfoot (2001) defines formalized It is possible to ensure the growth and development of diverse professions in general, and nursing in particular, through the combination of management and leadership skills. In a workplace setting, a leader constantly places a strong emphasis on the interpersonal interactions that are necessary to foster a friendly, competitive, and results-oriented environment.
Theories of Management
Management theories, on the other hand, are primarily concerned with the roles of supervision, organization, and collective performance. Theory X and Theory Y are two opposing management ideas that were developed and offered by Douglas McGregor in his book “The Side of Human Enterprise.” Both theories aim to examine human motivation in the workplace and are developed and proposed by Douglas McGregor. Instead of believing that human beings are essentially lazy and need to be regulated by management, Theory Y believes that individuals treat their work as natural and enjoyable, and that management should concentrate on maximizing the untapped potential and creativity of their employees instead. The proponents of the Y Theory believe that if workers are supplied with a positive environment, the vast majority of them will naturally desire to give their utmost at the workplace. To put it another way, Theory X emphasizes the need of controlling human behavior, whereas Theory Y places a strong focus on the importance of self-direction and personal responsibility on the part of employees. My judgment is that Theory Y combined with great leadership will show to be more rewarding in terms of nursing than the other options. To be sure, nursing management and leadership was established on the premise that all nurses are leaders who use their knowledge and decision-making abilities to pave the way for a work environment dedicated to providing high-quality patient care. This type of management is more suited to the needs of nursing staff.
Theories of leadership
Despite the fact that there are numerous theories of nursing leadership, we will concentrate on only a few of them in this article. When people follow a transformational leader’s style, they see good changes in themselves and their organizations. Leaders in this category are typically active, vigorous, enthusiastic, and robust. They not only participate fully in the process, but they also provide a helping hand to each and every individual that is involved in order to achieve effective outcomes. (Laurent, et al., 2000)
Transformational leadership is characterized by the integration of the ideals of leaders and followers. Its primary goal is to bring together both managers and employees in pursuit of a greater good, and it encourages others to take up leadership roles (Sullivan & Decker, 2001). The most distinguishing quality of transformational leaders is their willingness to challenge the status quo while instilling innovation in their followers. They make it possible for their followers to embrace new ways of thinking and learning new skills.
Transformational leaders never lose sight of the importance of rapport among followers, which allows them to trade and express innovative ideas. This allows them to develop and sustain supportive and cordial relationships with others throughout time. They also have no qualms about publicly acknowledging the contributions of each and every follower. They have a clear vision and the capacity to communicate that vision to their followers effectively. All in all, they act as role models for those who look up to their example. They instill inspiration in the hearts and minds of followers, as well as an inclination to trust and revere the figurehead. Perra (2000a) defines formalized formalized formalized formalized (Perra, 2000).
Transactional leadership, as initially articulated by sociologist Max Weber, is based on the premise that people perform best when the aim of a leader is explicitly defined and understood. Reward and punishment are used to inspire employees, and they are expected to accept and follow the directions of their superiors. According to this view, followers should be continuously monitored in order to ensure that they match the expectations of their leader. Despite the fact that this leadership style can be helpful in some instances, it is widely seen as a notion that can prevent both leaders and followers from reaching their maximum potential in most scenarios.
Conclusion
A nurse’s choice of leadership and management style should be compatible with her personal and professional values. She is free to choose any style that best suits her personality. In my perspective, the Y management and transformational leadership styles are the ones that are most likely to produce positive outcomes. Nurses, whether new or experienced, must be encouraged to engage in and interact with hospital decision-making processes and procedures. This type of management and leadership style must be internalized by the nurses in order for them to be effective in nurturing talents. The phrase “lack of nursing leaders” will automatically become a cliche in the nursing profession.
References
Stucky, Christopher H., Joshua A. Wymer, and Sherita House. “Nurse Leaders: Transforming Interprofessional Relationships to Bridge Healthcare Quality and Safety.” Nurse Leader (2022).
Marquis, B. L., and Huston, C. J. (in press) (2009). Leadership positions and management responsibilities
E.J. Sullivan and P.J. Decker have published a paper in which they discuss their research (2001). Leadership and management in nursing that is effective (5th ed.). Prentice Hall, Upper Saddle River, New Jersey.
Kerfoot, K., et al (2001). The Leader as a Synergist, MEDSURG Nursing, vol. 10, no. 2, pp. 101-103.
Backonja, Uba, Laura Heermann Langford, and Patricia Joppich Mook. “How to Support the Nursing Informatics Leadership Pipeline: Recommendations for Nurse Leaders and Professional Organizations.” CIN: Computers, Informatics, Nursing 40.1 (2022): 8-20.
Laurent, Charles L. (2000). A nursing philosophy for those in nursing leadership positions. Journal of Nursing Management, vol. 8, no. 2, pp. 83–87.
The Nursing Administration Quarterly, Vol. 24, No. 2, pp. 56-61, published B.M. Perra’s Leadership: The Key to Quality Outcomes.
——
Sample 2
Nursing Leadership and Management
Leadership and Management in the Nursing Profession
Prior to the establishment of the American Nurses Association, nursing was an amorphous and unrecognized profession that was frequently left to the discretion of intimate family members and relatives of patients. Nevertheless, because to the efforts of Florence Nightingale, nursing was recognized as a fully-fledged profession and was fully included into the healthcare system. As the nursing profession gained in prominence, notions such as nurse leadership and nurse management began to emerge. The two concepts are interchangeable in the eyes of the general public. However, in the context of healthcare, there are some significant contrasts between these two notions that distinguish them from one another. This essay examines the parallels and differences between nurse leadership and management in the context of the healthcare industry. It focuses on how nurse leaders and managers see continuous quality improvement and patient happiness, in particular how they perceive patient satisfaction.
Continuous Quality Improvement and Patient Satisfaction: A High-Level Overview
Every government in the world is concerned about the quality of healthcare provided to its citizens. A comprehensive idea of quality exists in the healthcare system, according to Heyrani et al. (2012), and is defined as follows: In addition to resource management and staff management, patient satisfaction, efficiency improvement and safety promotion are also important aspects of the profession. Some of these factors were previously undervalued, while others were completely overlooked by healthcare institutions until recently. Eventually, this resulted in underperforming healthcare systems, which inspired the establishment of a complete framework that includes all the tenets of quality into the healthcare system. Clinical governance was the name given to the framework. Every healthcare company must make a commitment to ongoing quality improvement and accountability in order to comply with the law. So patient happiness is the focal point of this framework’s design.
When it comes to patient satisfaction and continuous quality improvement, there are some similarities as well as some differences between nurse leaders and managers.
Nurse leaders, according to Stanley (2006), are persons who may not necessarily have allocated authority, but who empower, encourage, inspire, and influence their colleagues via their actions. The position of nurse manager, on the other hand, is held by someone who has been formally designated to oversee the operations of a healthcare organization or a department within that organization (Swansburg, 2002). In essence, the nurse manager performs the same functions as a traditional manager, but in a healthcare setting. Regarding their perceptions of ongoing quality improvement and patient satisfaction, the following parallels can be seen between the two leaders.
First and foremost, both of them think in terms of the long term (Swansburg, 2002). When it comes to their leadership responsibilities, both nurse leaders and managers look farther ahead than their immediate surroundings since the nurses on their teams look to them for guidance and motivation. Their ability to see beyond the present makes them indispensable to the healthcare system, especially in light of the fact that continuous improvement in the quality of care in the healthcare system necessitates the presence of individuals who can anticipate future trends and guide nurses in the right direction. Because of the rapid changes in healthcare quality standards, the nursing profession would be unable to keep up with the rapidly changing demands of the profession.
Second, both nurse leaders and managers go beyond their units in order to comprehend the relationships that exist between their units and the immediate external environment, which includes the community (Swansburg, 2002). As an example, inside a healthcare institution, both nurse leaders and managers are well-versed in the ways in which their units influence or are influenced by other departments. As a result of this expertise, they may give effective leadership that enables their units to make meaningful contributions to the organization’s objectives. Since it is impossible to improve quality and patient satisfaction by only focusing on one unit within a system, this style of thinking is critical to the ongoing improvement of quality and patient satisfaction (Heyrani et al., 2012). The head of each unit, on the other hand, should have a clear understanding of the role that their unit plays in the quality improvement process and then lead their unit to properly fulfill that duty.
Third, nurse leaders and managers both possess the political acumen necessary to reconcile the divergent demands of the various constituencies that exist within the healthcare industry (Swansburg, 2002). While every well-intentioned nurse wishes to improve the health-care system, resolving the conflicts that arise between the various elements that make up the system is sometimes a difficult task. Nurse leaders and managers, on the other hand, display courage without necessarily being irresponsible, as well as caution without necessarily being regarded as cowards (Coonan, 2007). This ability is intimately related to their ability to think beyond the present moment and to know what to do in any given situation, both of which are important. It assists them in demonstrating courage and resolve when it is necessary, and it takes timely preventative measures when certain tactics are found to be counterproductive. This skill is critical to the process of continuous quality improvement and patient satisfaction because they necessitate the presence of not just courageous but also dedicated personnel who are capable of identifying and altering counterproductive practices (Kerridge, 2012).
As we’ve discussed some of the fundamental parallels and distinctions between nurse leaders and managers, it’s important to remember that they also have some significant differences, which we’ll go over in more detail below. When it comes to nurse leaders and managers, the first and most significant distinction is that, while leaders are concerned with affirming values that are consistent with the nursing profession while challenging those that are not, nurse managers are more concerned with upholding established organizational values (Coonan, 2007). As a result, in situations where organizational principles are in conflict with the reality on the ground, the nurse leader, rather than the nurse manager, has the ability to make the required adjustments. Nurse managers are in a better position to adapt to new trends as a result of their training and experience. This characteristic puts them in a favorable position in terms of ongoing quality improvement and patient satisfaction, among other things.
In as little as 3 hours, you may have your 100 percent unique paper on any topic completed.
The second key distinction is that the nurse leader, as opposed to the nurse manager, is in a stronger position to generate workable unity among nurses (Coonan, 2007). To foster cohesion and mutual tolerance, the nurse leader relies on confidence that has been developed over time, while also keeping emergent disputes under control. The nurse manager, on the other hand, is solely concerned with ensuring that the tasks assigned to her are completed in the proper manner. As long as there is obedience, nurse managers may not place a high value on unity, cohesiveness, and trust among their staff members. Due to a deeper grasp of what goes on among unit members, the nurse leader is in a better position to enable continuous quality improvement and patient satisfaction than the nurse manager in this situation.
Position and justification for one’s own point of view
Many additional examples of distinctions between the two types of nurse leadership exist, but for the purposes of this essay, the two examples that have been discussed will suffice. However, it is important to note that, after studying these similarities and differences, it becomes clear that each of the leadership methods has its own set of advantages and disadvantages in terms of ongoing quality improvement and patient satisfaction. The leadership style of nurse leaders, despite the fact that they do not have any delegated authority, is better. They are in a position to accomplish their goals even in the absence of institutional authority. Stanley (2006) says that people like being led rather than managed, and this capacity is useful in this situation. As a result, they may become hostile to and resentful of the nurse management, particularly if the manager is overbearing. If bureaucracy does not get in the way of bringing about positive change in the nursing profession, it is conceivable for a nurse leader to do more in less time than it would take for a nurse manager to accomplish the same thing.
Conclusion
Finally, leadership is required in every situation where a large number of individuals must work together to achieve a common goal. Leadership in the nursing profession is even more critical than in other professions because nurses have become crucial to the healthcare system, and strong leadership ensures that nurses remain committed to providing high-quality, safe, and consistent care. Consequently, when it comes to nursing leadership, the most effective strategy should be used.
References
P. R. Coonan’s et al (2007). A Practical Guide to Leadership Development: Skills for Nurse Managers is a practical guide to leadership development for nurses. Danvers, MA: HCPro Incorporated.
Unal, Aysun, and Gamze Teskereci. “Change management experiences of nursing students in clinical practice: A phenomenological study.” Nurse education today 109 (2022): 105244.
Heyrani, A., Maleki, M., Marnani, A. B., Ravaghi, H., Sedaghat, M., Jabbari, M., & Abdi, Z. (2012). Implementing clinical governance in a selected teaching emergency department using a systems approach is discussed. Implementation Science, vol. 7, no. 1, p. 84.
Howard, Matthew S., and Sarah E. Gray. “Considerations for Collaborations: International Nursing Continuing Professional Development.” Journal of Emergency Nursing leadership management 48.1 (2022): 10-12.
J. Kerridge’s et al (2012). Why management skills are a priority for nurses. Nursing Times, 109(9), 16-17.
Stanley, D. (2006). Role conflict: leaders and managers. Nursing Management, 13(5), 31-37.
