Essay about Leadership in Change Management

Revolution occurs where there is a demand for innovation. To succeed in the face of a demand for change, the system changes its behavior, in order to fit well to the new circumstances. Health care leaders must assist the team members to

Through the components of charisma or idealized influence, inspiration and vision, intellectual stimulation and individual consideration, transformational leadership promotes accountability, and critical thinking and also leads to increased job satisfaction. I find transformational leadership to be applicable in my own practice as a student nurse and also have changed my views concerning leadership as a result of understanding transformational leadership. Transformational leadership is beckons change and has the potential to significantly better nursing as a

Leadership is not a word that is uncommon in today’s society. We hear this term in the media, on TV shows, and in our everyday lives. However, the idea of leadership and the different definitions of types of leaders are less understood. In this paper, an examination of transformational leadership is discussed. This paper also delves into transformational leadership in nursing and how learning about leadership has supported personal growth for me now and in future practice.

Every day, a set team of nurses and nursing managers set out to ensure the health and well-being of their patients. To achieve this goal, a nurse manager must adhere to a specific style of nursing leadership. There are many different styles of leadership in the healthcare field. Bass and Barnes (1985) stated that the two most common are transformational and transactional (as cited in Frankel, 2008, p.24). This paper will define leadership, the two different styles, how each are executed, as well as pros and cons of each.

Journal of the American Association of Nurse Practitioners, 27 (7), 389-397. Doi: 10.1002/2327-6924.12165. Marshall, E. (2011). Transformational leadership in nursing:

Leadership traits associated with nurse executives are honesty, credibility, supportiveness, visibility, and flexibility. Nurse executives analyze nursing functions and empower nurses through participatory decision making, shared governance, and employee involvement. Nurse executives share the vision and goals of the hospital and promote application of a nursing theory into the nursing care delivery system. They anticipate the future of health care and nursing and serve as monitor, role model, and preceptor to lower level management (Upeniecks, 2003). Nurse executives in the Magnet program are required to have advance practice degrees with certification in their specialty (ANCC). Understanding evidence-based management and enabling the use of evidence-based knowledge provides the nurse executive with the tools to improve patient outcomes. The transformational leader will remove barriers to improvement and encourage outcome based thinking. While nurse leaders are charged with questioning the status quo, nurse managers in the transformational approach to leadership are charged with maintaining the status quo.

Many times it is hard to accept change. In the industry of health care, it is impossible

it is supported by case studies that the linkage between inability of identifying of retail environmental changes and Zahra’s new rescue plan for David Jones failed because after the new rescue plan of Zahra, net profit and share price continued to decrease. Moreover, the case study said that ‘it may be a good five years before strategy can be assessed properly’ (Waddell Waddell, Cummings & Worley 2014).

Management and leadership are viewed as two different perspectives in the business environment. As described by Dr. Warren Bennis ‘Managers are people who do things right, while leaders are people who do the right thing’, this means that managers do things by the set rules and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company.

This study did not directly focus on leadership, however it notes that there were concurrent quality improvement plans implemented at many facilities alongside staffing level increases (Park & Stearns, 2009). Such sweeping changes tend to be the result of proactive and mindful leadership, and could be a sign of transformational leadership at such institutions. Because of the observed increase in quality and performance at these institutions, it would seem fairly reasonable to conclude that leadership was affecting nursing staff and the organization as a whole in a positive manner, though again this was not directly observed in the research

Change is when a person does not follow their everyday routine. They may want to try something different, or be forced to. Change can be for the good and the bad. Places can deal with change ranging from the weather, to the animals present, or the seasons changing. Also, objects can deal with change too. Objects like an iceberg can start to melt, or a forest fire can kill many trees in an area. As a human, we are the ones deciding on change. We are in a position to make big decisions and possibly even become a leader in order for change to happen. If one person starts to change, others will follow and hopefully, the change benefits all.

The main focus of the theory is motivation, inspiration and empowerment to create changes. It is based on the idea of empowering others to facilitate overall goal. Bennis and Nanus (1985) describe this new leader as a leader who “commits people to action, who converts leaders into leaders, and who converts leaders into agents of change” (p.3).177. According to processes to engage and motivate staff article “Transformational leadership is important for high quality care delivery, and behaviors that nurse leaders inspire, role model and reinforce are instrumental in creating work practice that deliver optimum care”.

The healthcare system has seen significant change over the past decade. This is due to improved technology, healthcare reform, and the economic crisis (Hendren, 2010). With the changes that are occurring,

By empowering the community of nurses and sustaining employee engagement, patient and employee satisfaction would remain the same, if not increase (6 Leadership strategies for navigating perpetual change in healthcare, 2015). Change is tough for most people and the time to adjust varies with each individual. Taking some time to acknowledge each individual and their needs is an important factor to being a great leader (6 Leadership strategies for navigating perpetual change in healthcare, 2015).

Within our department the line employees report to their supervisors. The supervisors and mangers work together and report to the director. The supervisors work directly with the line staff where they identified needs, ideas, and areas of concerns from both sides, line employees and management. The mangers take care of the day-to-day operations of the locations, working with the supervisors to address anything that may come up from their meeting with the employees. The supervisors and managers meet with the director as a group to ensure that all everyone from the department knows the needed information. At times, depending on the type of problem that is brought to the attention of the supervisors, mangers or director the management meets