⒈ Nursing Leadership Style
Happelow, C. They work on implementing Nursing Leadership Style policies and procedures, and ensure they are carried out across teams. Democratic leaders encourage staff nurses Nursing Leadership Style openly communicate Nursing Leadership Style contribute to decision-making. Turn away from Nursing Leadership Style pros and cons of smartphones the pile of papers Nursing Leadership Style your Nursing Leadership Style and focus Nursing Leadership Style the person Nursing Leadership Style front of you. Committed leaders Nursing Leadership Style the current Nursing Leadership Style and take Material Girl Video Analysis to ensure that the Nursing Leadership Style knows what to do the next time the situation arises.
Autocratic/Authoritarian Leadership Style in Nursing Practice
In this model, there is a distinction between people in positions of authority and leaders, and leadership has to be developed rather than assumed. In the models described by both Haslam et al and Uhl-Bien et al , successful leadership is achieved by articulating common goals rather than by leaders presenting their vision. Looking at the attitudes and responses of individuals in isolation is not sufficient — leaders must create a collective motivation that all staff identify with. What these theories have in common is a focus on collegiate relationships that leaders form with, and promote between, other members of the team.
In contrast to transformational leadership, which can be criticised for being very leader focused, resonant leadership is described by Goleman et al as a type of leadership that invests time and effort into creating good relationships rather than into setting an inspiring vision. There is some evidence that resonant leadership has a positive impact on patient outcomes. They found that the differences in leadership styles explained 5. Similarly, Paquet et al found that good relationships between leaders and staff were associated with decreased medication errors and reduced length of stay. Vogus and Sutcliffe found that one of the outcomes of resonant leadership — trust — was a factor in the success of a project to reduce the incidence of medication errors.
Given the team nature of nursing — nurses rarely act completely on their own — some studies have suggested that good outcomes are seen when nurse leaders focus on facilitating effective teamwork. Relational leadership was found to be associated with patient satisfaction by Kroposki and Alexander Doran et al found that a transactional leadership style was related to increased patient satisfaction, proposing that transactional approaches may facilitate patient care by providing the team with direction, defined tasks and clear expectations. In reality, these findings may be better explained by the fact that the needs of patients are every bit as important as the needs of staff.
Sometimes work that does not inspire staff needs to be done for patient safety or cost-efficiency reasons, which may well involve a transactional approach. Furthermore, relational and transactional approaches may not be mutually exclusive. An effective leader should be able to both maintain good relationships with the team and ensure that key tasks are done. There is a body of evidence indicating that nurse leadership styles have a strong influence on nurse morale and retention. The evidence around nurse satisfaction and retention draws on the seminal work by Herzberg et al around the motivation to work. They proposed that the reasons for job satisfaction are intrinsic — that is, based on how the job makes workers feel.
However, the reasons for dissatisfaction are extrinsic — for example, dissatisfaction with the material rewards that come with the job. Job satisfaction, they claim, is linked to empowerment and a sense of achieving personal and professional goals, and while low pay can create dissatisfaction, raising it does not create a sense of satisfaction with the job. In particular, they found that nurses who felt they had good relationships in their workplace were more committed to the ward than those who felt they were only there to earn a living.
Similar findings were observed in Italy by Galetta et al , who found that the intention to leave was significantly lower where nurses felt they had good relationships with nurse leaders. It was even lower where nurses also felt they had good relationships with medical staff. Nurse leaders must create positive work environments. As proposed by Laschinger et al , positive work environments are achieved through a shared, collective perception as opposed to a personal perception of autonomy and structural empowerment. The subsequent accreditation scheme requires hospitals to have an explicit professional practice model. Hoffart and Woods have described the five key elements of a professional practice model that an effective nurse leader must ensure are in place Box 1.
They did find some differences between nurses in Northern Europe, Mediterranean countries and the USA regarding perceptions of control over practice, but none regarding intrinsic work motivation. Interest in measuring the practice environment in Australia was also shown by Flint et al , who validated the Brisbane Practice Environment Measure. The elements of the different professional practice models are not explicitly linked to a single style of leadership and may be used with a number of approaches — and indeed with a mix of the different leadership theories. So what can we conclude about nurse leadership? There is some evidence that good leadership can have a positive impact on patient outcomes through creating the conditions, which allow nurses to reach their full potential and build both personal and organisational resilience in the face of unexpected or increased workload.
The evidence suggests that nurse leaders should adapt their leadership behaviours:. Given the uncertainties that nurse leaders face in their daily work, they can only achieve this by being constantly aware of the changing environment and making sense of it. Box 2 lists four key skills of nurse leaders. Nurse leadership is in truth a pragmatic blend of theory and evidence, adapted to the local circumstances, flexible enough to respond to the reactions of the team, and agile enough to deal with the unexpected.
As there is no effective approach in nursing leadership, creation of an atmosphere that promotes good relationship amongst the team is one of the essential part of a good leadership, be a role model to your team. Good nurse leadership manifested itself with good impact to both patient and staff. Sign in or Register a new account to join the discussion. You are here: Leadership. Good leadership in nursing: what is the most effective approach? Abstract There is no simple answer to the complex question of what makes good leadership in nursing, despite the existence of evidence showing that it can have a positive impact on both patient experience and outcomes, and nurse satisfaction and retention.
This article has been double-blind peer reviewed Scroll down to read the article or download a print-friendly PDF here Download the Nursing Times Journal Club handout here to distribute with the article before your journal club meeting. Box 1. Five key elements of a professional practice model Professional values Professional relationships Patient care delivery system Management approach Compensation and rewards structure Source: Hoffart and Woods Box 2. Talking points Good nurse leadership can have a positive impact on both patient experience and outcomes, and nurse satisfaction and retention Transactional leadership — traditionally considered undesirable — has been shown to improve patient satisfaction It is the nature of the relationship between leaders and followers, rather than any specific behaviours of leaders, that produces effective leadership Nurse leaders must create a collective perception of autonomy and empowerment to create positive work environments There is no single best style in nurse leadership and a nuanced blend of approaches should be adopted.
Results: Transformational leadership style was demonstrated as a positive contributor to safety climate, whereas laissez-faire leadership style was shown to negatively contribute to unit socialization and a culture of blame. Conclusions: Nursing leaders must concentrate on developing transformational leadership skills while also diminishing negative leadership styles. Abstract Objective: The purpose of this study was to explore the relationship between nurse manager NM leadership style and safety climate. If addressing a minor conflict personally will have no significant benefit to the organization, leaving it to the involved parties may be preferable.
But if the conflict has the potential to cause harm to the organization, nurse leaders must work toward understanding the nature of the conflict. If the organization is at risk, proactive nurse leaders must take on the role of an arbitrator, whose goal is to make sure the lines of communication stay open long enough to find a solution. A commitment to excellence requires them to focus on ensuring that their teams are providing exceptional care to patients. As professional nurse leaders strive for excellence with their staff, American Nurse Today recommends setting three goals and pledging to meet them every 90 days. By creating three short-term priorities, effective lead nurses give their teams something achievable that will improve both their performance and patient care.
The best nursing team leaders gather input from their staff to help determine what goals they set. By collecting and using feedback, they are able to ensure that their organizations make informed decisions based on the interests of the stakeholders. As the healthcare industry evolves, there is a high demand for professionals with effective nursing leadership skills.
Many medical organizations require candidates for advanced nurse leadership positions to hold a Doctor of Nursing Practice. Skip to main content. Apply Program Guide. What are some important traits for effective nursing leadership? A passion for and commitment to clinical excellence The capacity to build authentic relationships and earn trust with staff The confidence to inspire and drive change in the nursing practice An open-mindedness to ideas and innovations that can improve patient outcomes The willingness to embrace empirical data as a measure of quality performance An interest in the professional development and workplace satisfaction of the staff An open, honest communication style that respects conflicting opinions The determination to exhibit nursing best practices at all times and lead by example What are some key skills for effective nursing leadership?