Discussion 1: Leadership Theories in Practices

NURS 6053 Discussion 1: Leadership Theories in Practices
Discussion 1: Leadership Theories in Practices
Discussion 1: Leadership Theories in Practice
A walk through the Business section of any bookstore or a quick Internet search on the topic will
reveal a seemingly endless supply of writings on leadership. Formal research literature is also
teeming with volumes on the subject.
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However, your own observation and experiences may suggest these theories are not always so
easily found in practice. Not that the potential isn’t there; current evidence suggests that
leadership factors such as emotional intelligence and transformational leadership behaviors, for
example, can be highly effective for leading nurses and organizations.
Yet, how well are these theories put to practice? In this Discussion, you will examine formal
leadership theories. You will compare these theories to behaviors you have observed firsthand
and discuss their effectiveness in impacting your organization.
To Prepare:
 Review the Resources and examine the leadership theories and behaviors introduced.
 Identify two to three scholarly resources, in addition to this Module’s readings, that
evaluate the impact of leadership behaviors in creating healthy work environments.
 Reflect on the leadership behaviors presented in the three resources that you selected for
review.
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.
Submission and Grading Information
Grading Criteria
To access your rubric:
Week 4 Discussion Rubric
Post by Day 3 and Respond by Day 6 of Week 4
To participate in this Discussion:
Week 4
Learning Resources
Required Readings
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert
clinician to influential leader (2nd ed.). New York, NY: Springer.
 Chapter 1, “Expert Clinician to Transformational Leader in a Complex Health
Care Organization: Foundations” (pp. 7–20 ONLY)
 Chapter 6, “Frameworks for Becoming a Transformational Leader” (pp. 145–170)
 Chapter 7, “Becoming a Leader: It’s All About You” (pp. 171–194)
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015).
Implementing administrative evidence-based practices: Lessons from the field in six local health
departments across the United States. BMC Health Services Research, 15(1).
doi:10.1186/s12913-015-0891-3. Retrieved from
https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3
Resources for the StrengthsFinder Assessment Tool
Rath, T. (2007). Strengths Finder 2.0 – with Access Code.
Purchase the access code from the Walden bookstore. Then follow the instructions in the
document "How to Access the Strengths Finder 2.0.
Document: How to Access Strengths Finder 2.0 (PDF)
Required Media
Laureate Education (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.
Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from

RE: Discussion – Week 4
Collapse
Week#4 DBQ Response#1
Response #1. Hi Adekitan, I agree with you that burnout and work-related stress are the key challenges that nurses experience in the health sector, and they contribute to the rising turnover rate. According to Gooch (2015), inadequate staffing is causing exhaustion among the nurses, leading to prolonged patient stay in hospitals, missed nursing care, and injection errors. Indeed, these issues can only be addressed by having good leadership that has the interest of both employees and patients at heart. The leaders that can deliver services while observing ethical principles such as beneficence, fidelity, respect, autonomy, integrity, and justice.
The two major insights necessary to address the issues of burnout and work stress outlined in your discussion are empowerment and active listening. Empowering employees makes them feel part and parcel of the organization, recognized and appreciated, develops faith and confidence in leadership, and performs exemplary under minimal supervision. Besides, being a good listener is an important leadership skill in nursing because it creates an open platform for dialogue between the leadership and subordinate staff (DOYLE, 2019). According to your discussion, your current manager utilizes this skill by holding a meeting and being present always at the workplace.
References
DOYLE, A. (2019). Important Leadership Skills for Workplace Success. Retrieved from https://www.thebalancecareers.com/top-leadership-skills-2063782
Gooch, K. (2015). 5 of the biggest issues nurses face today. Retrieved from https://www.beckershospitalreview.com/hr/5-of-the-biggest-issues-nurses-face-today.html
I went through your discussion post that seems much useful and interesting information. In this post, you discussed two main health issue like burnout and workload. There are various types of healthcare related issues arise that affect the quality of care. You stated that medical professionals face challenging rises in prices, poor standard health services, higher training, and medical errors. Nurse leader possess lot of leadership skills that help to effectively manage the nursing staff. In this post, you discussed listening skill is an important skill for nursing leader. It is because nurses listening may develop connections that are trustworthy (Jahromi & Tabatabaee, 2016). They can take the best interests of their patients and the family and their team members to heart. They do that by moving past just being cool or giving complete attention to others. I also think that listening is vibrant to good communication and is particularly significant for you as a “health care” worker.
References
Jahromi, V. K., & Tabatabaee, S. S. (2016). Active listening: The key of successful communication in hospital managers. Electron Physician, 2123–2128.
RE: Discussion – Week 4
Leadership is a way of behaving; it can cause others to respond, not because they must, but because they chose to respond (Zerwekh & Garneau, 2011, p. 196). There are different leadership styles; some leaders function to fill positional power, while some have the charisma to motivate staff and help others succeed.
The autocratic style of leadership uses an authoritarian approach to direct activities in the unit. These individuals make most decisions alone without input from other staff members. There is a significant difference between a manager and a leader, especially in healthcare. One could be a manager and focus on unit budgets, payrolls, hiring process/ interviews, staffing a unit, and making sure supplies are readily available to manage patient care. This leadership style places emphasis on getting the job done (Zerwekh & Garneau, 2011, p. 194).
I have firsthand experience with this style of leadership. At the time, the manager was focused on getting the job done without listening or considering what nurses are unhappy about. His leadership style brought about a disconnect between him and the nursing staff, which led to a high turnover on the unit, deflated morale with little or no motivation.
However, the democratic style of leadership encourages staff nurse’s participation in decision making. The manager in this style of leadership is people-oriented and encourages effective group functioning. Democratic leadership style blends autocracy and laissez-faire style of leadership (Zerwekh & Garneau, 2011, p. 195).
An example of this leadership style is practiced at my present job, where we have a “Nurse unit council.” These are comprised of unit nurses, coming together to make decisions on matters affecting patient care and suggest measures to affect change. Concerns are communicated with the manager, and he communicates with the leadership team to review the logic and ethical concern before approval.
Staff nurses are also tasked to interview nurses aspiring to join the team during the hiring process, which is the job description of managers in most organizations. This leadership style has proven to be effective as it creates an atmosphere of ownership and accountability, whereby reducing turnover rates on the unit.
In conclusion, leadership style has a significant role to play in healthcare. It could motivate nurses to put in their best effort as it relates to patient care, thereby increasing productivity.
References
Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from

Zerwekh, J. G., & Garneau, A. Z. (2011). Nursing today: Transition and trends. W B Saunders
Company.
Hi Sarah,
It was nice to read your post. In my research, I too found that the leadership style has a great impact on the nursing workforce. When the health, safety and well-being of the nurses are being considered, the nursing staff is able to perform the duties of their work with positivity. It also creates the desire to come to work; hence increasing job satisfaction. Its funny that you expressed that you were happy with the manager that demonstrates transformational leadership, because I feel that my leadership style is transformational leadership and just knowing that it makes you happy, reassures me that my staff is happy as well. According to Fisher, 2016, Transformational leadership in nursing has been associated with high performing teams and improved patient care. It is very important to build genuine positive relationships with the nursing staff. According to Gambino, 2010, Transformational changes and leadership promotes loyalty, commitment and retention.
References
Gambino, K. M. (2010). Motivation for entry, occupational commitment and intent to remain: A survey regarding registered nurse retention. Journal of Advanced Nursing, 66(11), 2532-2541. doi:10.1111/j.1365-2648.2010.05426.x
Fischer, S. A. (2016). Transformational leadership in nursing: A concept analysis. Journal of Advanced Nursing, 72(11), 2644-2653. doi:10.1111/jan.13049

Name: NURS_6053_Module03_Week04_Discussion_Rubric

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Excellent
Good
Fair
Poor

Main Posting

Points Range: 45 (45%) – 50 (50%)

Answers all parts of the discussion question(s) expectations with reflective critical analysis and synthesis of knowledge gained from the course readings for the module and current credible sources.
Supported by at least three current, credible sources.
Written clearly and concisely with no grammatical or spelling errors and fully adheres to current APA manual writing rules and style.

Points Range: 40 (40%) – 44 (44%)

Responds to the discussion question(s) and is reflective with critical analysis and synthesis of knowledge gained from the course readings for the module.
At least 75% of post has exceptional depth and breadth.
Supported by at least three credible sources.
Written clearly and concisely with one or no grammatical or spelling errors and fully adheres to current APA manual writing rules and style.

Points Range: 35 (35%) – 39 (39%)

Responds to some of the discussion question(s).
One or two criteria are not addressed or are superficially addressed.
Is somewhat lacking reflection and critical analysis and synthesis.
Somewhat represents knowledge gained from the course readings for the module.
Post is cited with two credible sources.
Written somewhat concisely; may contain more than two spelling or grammatical errors.
Contains some APA formatting errors.

Points Range: 0 (0%) – 34 (34%)

Does not respond to the discussion question(s) adequately.
Lacks depth or superficially addresses criteria.
Lacks reflection and critical analysis and synthesis.
Does not represent knowledge gained from the course readings for the module.
Contains only one or no credible sources.
Not written clearly or concisely.
Contains more than two spelling or grammatical errors.
Does not adhere to current APA manual writing rules and style.

Main Post: Timeliness

Points Range: 10 (10%) – 10 (10%)

Posts main post by day 3.

Points Range: 0 (0%) – 0 (0%)

Does not post by day 3.

First Response

Points Range: 17 (17%) – 18 (18%)

Response exhibits synthesis, critical thinking, and application to practice settings.
Responds fully to questions posed by faculty.
Provides clear, concise opinions and ideas that are supported by at least two scholarly sources.
Demonstrates synthesis and understanding of learning objectives.
Communication is professional and respectful to colleagues.
Responses to faculty questions are fully answered, if posed.
Response is effectively written in standard, edited English.

Points Range: 15 (15%) – 16 (16%)

Response exhibits critical thinking and application to practice settings.
Communication is professional and respectful to colleagues.
Responses to faculty questions are answered, if posed.
Provides clear, concise opinions and ideas that are supported by two or more credible sources.
Response is effectively written in standard, edited English.

Points Range: 13 (13%) – 14 (14%)

Response is on topic and may have some depth.
Responses posted in the discussion may lack effective professional communication.
Responses to faculty questions are somewhat answered, if posed.
Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited.

Points Range: 0 (0%) – 12 (12%)

Response may not be on topic and lacks depth.
Responses posted in the discussion lack effective professional communication.
Responses to faculty questions are missing.
No credible sources are cited.

Second Response

Points Range: 16 (16%) – 17 (17%)

Points Range: 14 (14%) – 15 (15%)

Points Range: 12 (12%) – 13 (13%)

Points Range: 0 (0%) – 11 (11%)

Response may not be on topic and lacks depth.
Responses posted in the discussion lack effective professional communication.
Responses to faculty questions are missing.
No credible sources are cited.

Participation

Points Range: 5 (5%) – 5 (5%)

Meets requirements for participation by posting on three different days.

Points Range: 0 (0%) – 0 (0%)

Does not meet requirements for participation by posting on 3 different days.

Total Points: 100

Name: NURS_6053_Module03_Week04_Discussion_Rubric

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