Nursing Leadership Styles - Essay Example

? Nursing Leadership Styles al Affiliation Leadership styles impacts on the daily activities of any organization. The style adopted by the management may impact on operations positively or negatively. Identifying the suitable leadership style needs to consider the prevailing situation. There are theories related to leadership styles which, managers can use as a guide to implement an effective leadership strategy. No single leadership strategy applies to all situations. However, the type of leadership mechanism used needs to take into considerations the interest of other individuals affected by a leader’s action. The case study related to Lake Community Hospital provides a classical example on how the leadership style implemented impacts on performance. Introduction The leadership style adopted by managers of various organizations impacts on the staff either positively or negatively. The relationship that exists between leaders and group members is one that requires a reciprocal interaction. This provides better understanding within the organization and allows a harmonized delivery of services (Raup, 2007). Efficient leadership style that takes into consideration the input of workers is crucial in terms of motivating the staff. Further, an efficient leader needs to relate positively with the staff. This allows the leader to develop a clear perception related to worker’s needs. In the case of Jamie’s unit, her staff is not happy about the move to another unit under different leadership. This is due to the uncertainty of the treatment they might receive under new leadership. The change means Jamie’s unit has to adapt to a new leadership style (Raup, 2007). While considering Jamie’s case and his staff, this paper explores different leadership styles used by administrators or managers. Leadership theories emerged in 1930s and are used by various organizations to provide efficient services and management of staff (deVries, Bakker-piepper & Oostenveld, 2010). At the present, there are different leadership theories and styles that the administrators at Lake Area Community Hospital may consider weighing to adapt the best leadership style. The situation at the telemetry unit requires change in terms of leadership style. This is evident from the high turnover rate among nurses working in the unit and the disillusion among nurses from Jamie’s unit. In this regard, the leadership theories that the nurse manager at the telemetry unit may adapt include: Contingency Theory This theory is essential in situations where there is need to consider different variables. This assists in determining the type of leadership style to implement (Leon, 2007). In relation to this theory, there is no one leadership method that work for all situations, hence, need to adapt to the prevailing situation. There is a dilemma in regard to the transition at Lake Area Community Hospital. This involves how best to integrate nurses from Jamie’s unit into the telemetry unit. In such a case, there is need to allow for a smooth transition (Jogulu, 2010). This would involve incorporating Jamie in the management of telemetry ward in terms of assisting the managing nurse to improve relations with the new staff from Jamie’s unit. Since, Jamie would not have any position after the transition is complete, Jamie’s services is important in terms of improving working relationship between the new manager and his former nursing staff at the 12 bed unit. Situational Theory This theory presents a framework whereby, a leader is expected to select the best alternative leadership style that considers the situational variables (Lorita, 2005). The Hospital is in the process of shifting into a plan that would improve the management of staff and patients. As a result, the decision to down size is meant to improve service delivery. The nurse manager at the 39 bed unit has a larger responsibility in terms of managing a bigger unit, compared to Jamie’s former unit. Further, the nurse manager has to adapt to the needs of nurses transferred from Jamie’s unit. In relation to this theory, the managing nurse has the option of adapting different leadership styles related to decision-making. Where the nurse manager regard himself or herself as the most experienced, then, an authoritarian style is suitable to reorganize the unit and improve service delivery(Johnson, ,2007). On the other hand, where the managing nurse is not certain about the appropriate leadership for the unit, then, a democratic leadership style is appropriate. This would consider the input of every worker in terms of improving service delivery and development of working alliance among the staff in the telemetry unit (Johnson, 2007). Behavioral Theory This presents a framework that entails nurturing leadership skills. In a hospital setting, the practicing professions need skills suitable for relating with patients, their significant others and the staff in general (Setley, 2005). The action that a leader takes may impact negatively or positively on other people. In this sense, the nurse manager may relate to this theory in terms of changing behavior meant at improving worker involvement and service delivery. The telemetry unit has to deal with the issue of high turnover among nursing staff. This is a serious concern for the nurse manager to change operations for positive outcome. Participative Theory As a guiding framework, this theory is essential in terms of considering the input of other staff members. The nurse manager is faced with a dilemma of improving relationship with staff from Jamie’s unit. A starting point would involve listening to the needs of the new staff and taking appropriate action to change the situation. It is important for the nurse manager to encourage participation by all nurses in the unit, and allow contributions from the staff in relations to decisions necessary to effect changes within the telemetry unit. In this way, the staff will feel relevant to the transition plan (Sakiru, D’Silva & Othman, 2013). Management Theory The other term for management theory is transactional theory. This theory provides a framework on how to improve supervision, organize services and improve staff performance. The Hospital’s main goal of transition is to improve service deliver and reduce high turnover rate among the nursing staff. The nurse manager may improve services at the unit by offering rewards to hardworking staff such as recommendation for promotion to improve commitment among workers. In this sense, patients are able to access efficient services from a committed group of nurses (Aronson, 2001). Relationship Theory This theory presents a concept whereby, there is need to establish a connection between the nurse manager and the staff at the telemetry unit. Establishing a working alliance is beneficial in terms of improving employee engagement. The group from Jamie’s unit is disillusioned; however, the nurse manager has an opportunity to improve relations by building rapport with the new staff. Relationship theory is a factor in motivating co-workers. In addition, this theory has the potential of laying a better foundation for the unit in terms of improving services provided to patients. This is important in retaining clients that visit the hospital to seek treatment (Aronson, 2001). Types of leaders The two types of leadership that may apply to the current situation at Lake Area Community Hospital is authoritarian leadership or democratic leadership style. Authoritarian leadership style would work for the nurse manager in the telemetry unit in terms of taking charge of the situation and returning normalcy (Mineo, 2009). The hospital administration decided to retain the manager at telemetry unit possibly because of skills and experience which, Jamie may lack regardless of relating efficiently with former staff. Relating to experience and skill, the hospital administration may prefer the nurse manage to implement an authoritative leadership style at the 39 bed unit. This requires the nurse to take charge over the decisions of the unit where, the staff relies on instructions from the manager. The benefits of such leadership style involve a fast process in terms of decision making (Mineo, 2009). There are situations where exercising strong leadership is crucial to effect changes. Under stressful situations such as nurses overwhelmed by patient’s situations in the hospital, an authoritative style of leadership is effective. However, the downside of such leadership style involves engaging in abuse of power by demeaning other staff members. This could be the reason for high turnover among nurses in telemetry unit. Exercising such leadership style may turn one into a dictatorial tendency. In addition, other staff members may feel unhappy in terms of not involved in the decision making process within the unit. Authoritative style of leadership also impacts negatively on effecting creative solutions necessary to improve service delivery (Mineo, 2009). On the other hand, a democratic style of leadership involves other staff members participating in the process of decision making within the organization. It is an effective strategy in terms of improving performance. The features of this style of leadership involve advocating for creativity among staff members and enhanced worker involvement. Conversely, the short fall of this style of leadership include time wastage in relation to decision making and lack of necessary experience and skills. In essence, the appropriate leadership strategy for the telemetry unit is a participatory strategy. This would take into consideration of every worker’s input and address their concerns to reduce high turnover rate and improvement of service delivery (Mineo, 2009). Conclusion The leadership embraced by organizations, impact on productivity. As a result, organizations need to adopt leadership strategies that relates to the situation at hand. Workers are often affected by the type of leadership style used in an organization. On this note, it is important that the managers of organizations to involve their staff in the process of decision making. This allows workers to acquire knowledge about the operations within the organization and avoid issues arising as a result of conflict of interest. Reference Aronson, Edward. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences, 18(4), 244-256. de Vries, Reinout E; Bakker-pieper, Angelique;Oostenveld, Wyneke.(2010). Leadership=Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes. Journal of Business and Pschology, 25(3), 367-380 Jogulu, Uma D. (2010). Culturally-linked leadership styles. Leadership & Organizational Development Journal, 31(8), 705-719. Johnson, Nora J. (2007). Leadership styles and passive-aggressive behavior in organizations. Chestnut Hill College, ProQuest, UMI Dissertations Publishing. Leon J. (2007). An empirical investigation of the relationship between organizational culture and leadership styles. 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