NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE

NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE
NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice SAMPLE

Main Post Discussion – Week 4

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Broome and Marshall state that the ability of a leader to identify priorities, but also to motivate and influence the team to focus upon and pursue these priorities defines transformational leadership (p. 15). Dhaliwal identifies four elements of transformational leadership which are, “…idealized influence, inspirational motivation, intellectual stimulation, and individual consideration.” (para. 4). Nurses bring a unique perspective to leadership and have a great deal to contribute (Moore Foundation, n.d.:NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice ). I am fortunate to have the opportunity to contribute my unique nursing perspective as a leader in an exceptionally large county jail.
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Jail facilities are unique, and the conflicting priorities of nursing care and jail safety present challenges to health care leaders in corrections (Dhaliwal, 2019). Key to these challenges is the ability to adopt the perspective of the custody staff when working to implement change to health care practices. In
NURS 6053 Wk 4 Discussion 1 Leadership Theories in Practice SAMPLE
transformational leadership, individual consideration is important if motivating and influencing is to occur (Broome & Marshall, 2021). NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice, in corrections it is crucial that the custody leadership has respect for the health care leadership. For example, when custody knows that leadership is working ethically, to provide the level of care that is both at acceptable standards, but also within the boundaries of safety for the facility, then custody staff is more supportive in delivering care. In jail facilities, care cannot be carried out without the cooperation of custody staff.
Meeting with inmates at their cell door does not provide an acceptable level of privacy according to correctional mental health care delivery standards (National Commission on Correctional Health Care, 2018). However, as stated in NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice, custody will often tell the clinician who is treating an inmate that it is either unsafe to remove the inmate from the cell, or that there is not enough time or staff to support a private interaction in the attorney booth. If custody leadership supports and understands the purpose and is influenced to meet the requirement for private interactions in the delivery of acceptable care, then this type of resistance among unit deputies will not be tolerated.  In the culture of law enforcement, following leadership directives is mandated. It is key that health care leaders can influence and motivate custody leaders to mandate appropriate support for the delivery of health care in the jails.
In my jail facility, the correctional mental health program is directed by a licensed clinical therapist. She demonstrates transformational leadership in this environment by displaying a demeanor that both motivates and inspires cooperation with custody leadership. This cooperation has transformed the delivery of mental health services within the facility and mutual goals are achieved. Mental health appointments are completed in a timely manner, and in private settings. National correctional standards for appropriate mental heath care are being met. I do not believe this would be the case without this director’s transformational leadership.
NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Dhaliwal, K. K., & Hirst, S. P. (2019). Correctional nursing and transformational leadership. Nursing Forum, 54(2), 192–197. https://doi-org.ezp.waldenulibrary.org/10.1111/nuf.12314
Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7
National Commission on Correctional Health Care. (2018). Standards for health services in jails (2018). Available from https://my.ncchc.org/productdetails?id=a1Bf200001E7Ur6EAF
NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice RESPONSE
Great post.
Transformational leadership refers to leaders who encourage, inspire, and motivate employees to innovate and create change that will help grow and shape the future success of a company (Fischer, 2016). Therefore, I agree with your post because it mentions that a leader must have the ability to not only identify priorities but also motivate and influence others. Your post further mentions that in jail facilities, nurse leaders are required to cope with conflicting priorities to deliver standard healthcare services (Dhaliwal & Hirst, 2019). I found the information to be insightful on the role and challenges nurses have to overcome in corrections. I was also pleased that the post addressed the crucial need for respect between custody and healthcare leadership. Both the acceptable levels of healthcare and the safety of the corrections facility must be provided and retained (Gallow et al., 2020). If for some reason, the clinicians are not allowed to treat inmates following healthcare regulations, I believe the custody leadership should mandate appropriate support for delivering standard health-related aid in jails.
NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice References
Dhaliwal, K. K., & Hirst, S. P. (2019). Correctional Nursing and Transformational Leadership. Nursing Forum, 54(2), 192–197.
https://doi-org.ezp.waldenulibrary.org/10.1111/nuf.12314
Fischer, S. A. (2016). Transformational Leadership in Nursing: A Concept Analysis. Journal of Advanced Nursing, 72(11), 2644-2653.  https://doi.org/10.1111/jan.13049
https://dx.doi.org/10.4102/sajhrm.v18i0.1281 Gallow, S., Nel, J., & Williams, A. (2020). A Conceptual Model to Retain Non-Professionals in a Private Healthcare Setting. SA Journal of Human Resource Management, 18(1), 1-6.
Thanks so much for your reply to my post L. You bring up great points about leadership. Stressful environments require leadership that is strong, invested, and influential, whether the environment is a hospital, correctional facility, or even a war theater. If a leader cannot inspire those whom they direct to follow their direction in whatever endeavor is at hand, little will be achieved. I have also experienced ineffective leaders in organizations where I have worked, and the characteristics they seem to have in common is a lack of understanding about the challenges of the frontline staff, and discernable insincerity. Broome & Marshall state that effective leaders rarely just happen by birth, but rather they are formed by a combination of experience and character in the context of preparation and circumstance (p. 15). Leaders demonstrate courage and motivation to make a difference, while remaining approachable and relatable (Kouzes & Posner, 2007 as cited in Broome & Marshall, 2021). In my experience, if a leader does not have direct experience in the role of those they lead, there is likely to be resistance from the team. There really is no better teacher than experience. If a leader has experience that their staff can relate to, this makes the leader more credible and approachable, leading to more buy-in when leadership decisions must be made, and directives given. No one likes to be told what to do by someone they cannot relate to or respect, or worse yet, someone who seems insincere.
This is especially important in the correctional environment. Whenever conflict arises in the delivery of nursing care versus safety and security, the custody concerns of safety and security often win (Dhaliwal & Hirst, 2019). This places ethical tension and stress on the frontline nurses in the jail. I have provided direct patient care in the jail facility where I am now the nursing supervisor. I have faced many situations where patient advocacy is needed in the face of a resistant deputy. These situations require skills of negotiation, strength of character, and strong boundaries. Because of my experience I have learned these skills. Therefore, in teaching my nursing staff how to manage these situations I am relatable. This is just one example of how experience is important to leadership. I can support nurses who experience the ethical dissonance of these conflicting priorities because I have been there, done that. But effective leadership goes further than this. Experience alone is not enough. This experience must be shared in humility and with genuine concern, especially in nursing. Ours is a caring profession, and nurses can spot false concern a mile away.
I never want to be the kind of leader that does not walk the talk so to speak. I have worked with nursing leaders who have great qualifications on paper and talk a good game, but their insincerity was apparent in their actions. Staff nurses can always spot insincerity and self-interest. Effective leaders are experienced and demonstrate sincerity above all else. I bring this sincerity to my team by being present, responsive to concerns, approachable, and open to feedback. I strive to be the kind of leader I most respect, one who leads by example and is invested in common goals
NURS 6053 Wk 4 Discussion 1: Leadership Theories in Practice References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Dhaliwal, K. K., & Hirst, S. P. (2019). Correctional nursing and transformational leadership. Nursing Forum, 54(2), 192–197. https://doi-org.ezp.waldenulibrary.org/10.1111/nuf.12314
Kouzes, J. M., & Posner, B. Z. (2007) The leadership challenge (4th ed.) San Francisco, CA; Jossey-Bass.

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