Evaluation Of A Nurse Leader 's Leadership Style And Identify How Their Style Has Helped Them Achieve Success

This paper aims to address and discuss about the leadership and management of the nurse leader interviewed. This experience was a great opportunity to witness first hand how a nurse leader cultivate and manage their staffs in real life setting. Moreover, it provides a great access to gain insight and knowledge about nurse leaders’ vital responsibilities and role diversities in the organizations they work with. Nurse leaders pay more specific and close attention in handling the staffs and most importantly, patient care.

Mr. Patterson was also unable to lead his team because he was capable of communication with them in a manner that could obtain desired responses. According to Williams (2007), “The more aware and sensitive you can become to how other people react, the more you will be able to steer this response you get from others” (p.8).

The most common styles she employs are democratic leadership, laissez-faire leadership, and shared leadership. Her position as a liaison between upper management and the nurse leads contributes to her need to regularly switch from a position of leader to follower and back again, keeping her not only extremely busy, but out of the office for most of the day. To lead her team, she must change tactics all day long, from one task to another. The leadership styles democratic leadership, laissez-faire leadership, and shared leadership all have one thing in common, these styles allow for the nurse manager to permit her team of nurse leads, the power to lead themselves. The nurse manager is capable of putting large amounts of responsibility in their subordinate’s hands, knowing that they are skilled and qualified to make decisions without interference (Giddens, J., 2013, p.376). These styles tend to work effectively for the Surgical Services Nurse Manager because her team of nurse leads are experienced and capable of performing their jobs with little to no feedback. While each of these three leadership styles: democratic leadership, laissez-faire leadership, and shared leadership, share some similarities, they are all slightly different, with some being more effective than others. Of the leadership styles she engages in, her use of shared leadership is most effective, while her use of the laissez-faire

In healthcare it is very important to have strong leaders, especially in the nursing profession. A nurse leader typically uses several styles of leadership depending on the situation presented; this is known as situational leadership. It is important that the professional nurse choose the right style of leadership for any given situation to ensure their employees are performing at their highest potential. Depending on which leadership style a nurse leader uses, it can affect staff retention and the morale of the employees as well as nurse job satisfaction (Azaare & Gross, 2011.) “Nursing leaders have the responsibility to create and maintain a work environment which not only promotes positive patient outcomes but also

“Managers with leadership styles that seek and value contributions from staff, promote a climate in which information is shared effectively, promote decision making at the staff nurse level, exert position power, and influence coordination of work to provide a milieu that maintains a stable cadre of nurses”, (Boyle, Bott, Hansen, Woods & Taunton, 2009). This statement describes the large impact a leadership style can make on the work environment, and the morale of the team. In nursing history, several theories and leadership

In this essay I will discuss the leadership style of 3 nursing leaders, which I chose from Nursing Leadership DVD (Orazietti & Singh, 2014). I will then describe impact the leaders ' style has on improving nursing care, organizational processes, and inter-professional collaboration. In addition, I will provide some examples of a change process or difficult situation which leaders encountered. Finally, I will explain how I have dealt with difficult situation involving my colleague and one of physician in the hospital department where I worked. Throughout this essay I will analyze what leaders should have done differently. 3 Leaders which I have chosen were Debra Bournes from group 1 because of her political and administrative success, Mina Singh from group 2 because she is renowned for her educational style at York University, and Esther Green from group 3 because she is the sound and knowledgeable practitioner.

Ellen and Jack were both initially appointed as the co-manager to the SI project, however, from the organizational structure perspective, the power was not equally distributed between the two participants: Jack clearly had much more commanding authority than Ellen. With Andrew involved in a distance manner and

The purpose of this paper is to address and identify the best possible practice of nurse leaders in the nursing arena. When considering effective leaders in the nursing field nurses must acquire leadership skills in order to meet the steep demands of the positions held as advanced practitioners. The healthcare industry has mainly focused on meeting the continuing education requirements to keep advanced certifications of nurse leaders however an effective leader who is faced with a plethora of complex leadership challenges will focus on enhancing their personal arsenal of leadership techniques through seeking leadership development opportunities catered to the provision of safe and effective care for patients and their staff. Through the

In the management position she “coordinated with people and other resources to achieve goals of the [firm] (p. 165). J.C. lead a team of three by “influencing [them] to work toward a common goal” (p. 171). She was a terrible motivator; she did not “provide reasons for her team to work in the best interests of the firm” (p. 171),

Colleen’s strong sense of responsibility and integrity allows her to work with little supervision and she consistently does more than required. For example when a system issue is found, she researches to determine the impact and scope of the issue before bringing it to her manager. Then she brings forwards examples of her findings and recommendations on how to proceed. One example of this involved duplicate assets being ingested in DAM where she provided recommendations to Mary Kay team on how to proceed and provided findings to the vendor.

In the healthcare field, nursing leaders and managers face consistent issues in their respective practices that force them to alter the way they work and the way they think. In taking on a role as a leader within the field, nursing leaders and managers also take on the role of ensuring that work within an organization runs smoothly regardless of new issues that may arise in the healthcare arena. For instance, in today's healthcare environment, the issues of nurse shortage and nurse turnover have the capacity to alter the healthcare field and many of its respective branches and organizations should these problems not be managed properly by the leaders in the field. In viewing the issue at hand and in discovering how nursing leaders and managers are expected to act, and do act, in order to approach this issues, along with pinpointing the best approach possible to aid this issue, one can better understand which leadership styles are necessary for leaders to function.

An effective leader can create a working environment that satisfactorily supports the staff members so he or she can productively perform in his or hers’ assignments. The top three characteristics of an effective leader are the ability to communicate well, fairness to everyone on the team and are knowledgeable in his or hers’ field of practice. An effective leader must be able to communicate well with others to maintain and promote open communication among the team. When leaders deal with employee conflict, an effective leader is fair. These leaders motivate their nursing staff to work toward a greater good in creating a positive change (Dunham & Klafehn, 1990). An effective leader should be knowledgeable about his or her leadership role as well as those he or she is supervising.

As a graduate nurse leader, the responsibility will mainly be focused on mobilizing the other nurses to make sure they have delivered good quality services so as to promote patient outcomes. Communication on all levels will be important and therefore there must be frequent meetings to discuss issues that affect the nurses and the facility in general. Every nurse, regardless of their level of work, will be given an opportunity to air their views during these meetings and their opinions will be used in the decision making process. The communication process is also facilitated through in-organization research where the satisfaction level of all employees is measured. Nurses may sometimes be asked to answer some questionnaires that will be used to assess their attitudes towards the facility and what can be altered to make the workplace more comfortable for them. Research will also be taken seriously in practice to make sure everything is done accurately for the benefit of all the stakeholders of the facility.

Although Mary Ann did not want to waste time with this open communication process, she would have realized that Mike and Jeanine work better together when each subordinate individually feels useful and important. Mary Ann got the results out of Jeanine that she expected because she made her feel useful and important. If Mike was properly motivated and given

Whenever she saw conflicts among her team members she preferred to step back and not enter into the conflict, even though she could solve it with her authority. These situations were source of tensions within team members and were not bringing further competency to each of the engineers. Rather, she would use it in crisis situation, when workload was increasing without control. Many times, this style in combination with her network influence was a success in solving crisis situation.