Collective Leadership Theory In Nursing

Leadership has many definitions. Chin, Desormeaux, and Sawyer (2016) define leadership as a relationship between followers and a leader with the intent to promote change through a mutual vision. Therefore, leaders are active influences in the outcome of organizations, through their decision-making, strategies, and influence on followers (Dinh et al., 2014). Additionally, in the nursing context, it has been documented that a leader 's style plays a factor in patient outcomes (Fischer, 2016). Indeed, in an ever-changing, complex health care environment, nursing leadership has become a crucial factor in managing challenges and maintaining patient safety (Fischer, 2016).

HCIS 725 Leadership in Healthcare Practice Kirsten Blatchford Contrasting Leadership Models Leadership models are developing to adapt to the changing needs of people and the surrounding environment (Dye, 2017). It is important for leaders to be flexible and take part in change to guide their teams and organizations to success. Over time, the theories of leadership have grown and taken different forms. The great man theory and trait theory were the initial concepts used to explain leadership. Situational leadership theories and transactional theories then emerged to help shape our understanding of leadership.

These issues outlay measures which nurse leaders should follow in planning for the entire healthcare organization. In addition to this, legal concerns within the unit provide accurate guidance for nurse leaders on idea generation, problem-solving, conflict resolution, sharing information, performance and feedback evaluation and skills and attitude inspection in the health care system. References Gopee, N., & Galloway, J. (2017). Leadership and management in healthcare. Sage.

Leader is a terminology that is often misuse or misinterpreted, especially in the business world. Often, managers and CEO believe they possess great leadership skills based solely on a few achievements and self-justification. Sometimes they develop a mythical misconception relatives to if their organization is financially prolific, they assume that it is because of their leadership skills, when in reality it may uncorrelated or is a contributing factor slowing the development of this particular organization. Yet, number of companies and employees continue to suffer from the poor leadership styles of this so-called great managers, meanwhile leadership consists of an array of attributes that one must possess to lead, with the ability to innovate, empower others, with an open-mind and much more.

From point of view of Harold Knootz and Cyrill O’Donnell, leadership is- ‘influencing people so that they will strive willingly towards the achievement of group goals’ (Management: A System of Contingency Analysis of Managerial Functions, 1976). In general terms, leadership is the process of motivating people to the maximum output from the subordinates which will lead in accomplishment of organizational goals. Different leaders have their own styles to lead. But there are 4 basic leadership styles which are seen in most of the leaders. These styles are- Autocratic, Bureaucratic, Laissez-faire and Democratic.

As these are the two-preferred leadership style in healthcare settings, the author found herself in a positive ground in terms of Leadership style. But certainly, she needed to improve her skills by identifying her development needs which in turn will help her to become an efficient

Transformational leaders, who empower nurses to advocate, understand that communication and professional collaboration are the core ingredients to foster safe nursing care and to collectively advocate for improved health care policies. Of interest, due to communication and collaborative efforts among state hospital associations and the ANA along with the state nurses associations, seven states have enacted safe staffing legislation using the Registered Nurses Safe Staffing Act’s committee approach (ANA, n.d.). Conclusion The essence of an effective nurse leader lies in the ability to inspire and motivate others to action, which begins with communication and professional collaboration skills.

Direct supervisory functions, such as observing, monitoring, and controlling behaviour and task outcomes will be more difficult to perform for leaders in this scenario. Latham and Ernst (2006) argue that in continuously more volatile, uncertain and complex working contexts and situations, the followers’ motivation will no longer be determined and sustained by a single leader or a small group of senior executives, but instead the leadership functions will be dispersed among people who act in a dynamic process or processes. Latham et.al (2006) proposed that leadership will thus “consist of collective activities of organizational members to set direction, build commitment, and create alignment”. (Latham et.al. 2006) In summary, the Dispersed Leadership Theory in Teams (DLT) incorporates a process that influences the attitudes, motivation, and behaviour of individuals in teams.

Whilst, a manager devotes to control and manage the human and material resources by applying leadership skills to accomplish the organizational goals. Hence, understanding the existing works of literature; a nurse leader and a manager work in coordination toward a common goal although, their position within the health care hierarchy is different. According to AANAC (2014) there are five major leadership styles namely, democratic, autocratic, transformational, servant and lassies-fair leadership. No leadership style can be said the best suit to be employed because it depends on the circumstances and the nature of the organization (Burn 2003). However, the author argues that an ideal style that a nurse leader can use is the transformational leadership style which is characterized by building the inter-professional relationship, motivating and encouraging the staff in decision making, being confidence in action and sharing the visions and missions (AANAC

Participatory Leadership in the Nursing Industry Introduction Today, the old traditional image of an authoritarian leader with a non-negotiable expression on his face that always gives strict orders to employees is no more consistent. The very concept of leadership has significantly evolved over the past decades. Scientific evidence confirms that participative leadership style significantly improves team performance and contributes to the effective change management (Kumar & Khiljee, 2016; Saleeby, Holschneider, & Singhal, 2016). Demonstrating effective leadership qualities has become a necessity for clinicians in today 's healthcare system. Participatory leadership style, when applied in the healthcare settings subjected to change implies an active participation of the key stakeholders in the transformation process.

Transactional Leadership is based on the principles of the social exchange theory, in which an individual would expect to give and receive benefits or rewards when engaging in a social interaction (Sullivan, 2012). The interaction will cease if one or both person decides that the exchange of benefits and rewards are no longer worthwhile. Transactional Leadership theory also focus on the task that need to be carried out and makes sure they are done the right way as compared to Transformational Leadership theory which focus on staff empowerment (Marquis and Huston, 2015). A nurse manger in a department or ward is a good example of Transactional Leadership theory.

Most of the team effectiveness theories recognize the crucial role of leadership within a team. In fact, team leadership represents a fundamental characteristic of effective team performance (Zaccaro, Rittman, & Marks, 2001). For this reason, “team leadership as a discipline appears to be on the cusp of some truly significant breakthroughs” (Day, Gronn, & Salas, 2006: 2011). As the relevance of leadership is undeniable it seems comprehensible the innumerous researches around this theme. According to Yukl, (2012) “the essence of leadership in organizations is influencing and facilitating individual and collective efforts to accomplish shared objectives” (p.66).

As healthcare professional leaders, it is important in understanding the key aspects of leadership roles and how theory contributes to the components of effective leadership styles. However, most theories were not developed for the use of healthcare, but instead used for the business aspect and then applied to the administration side of healthcare (Al-Sawai, 2013). Many leadership theories continuously change over time, and have evolved from those in the early period such as the Great Man Theory to various others. The health care industry is one of great complexity and constraints that limit the use of just a single theory or leadership style.

Topic Part 1: Is shared and distributed leadership the only way forward for leadership within the current health and care context? Part 1 Introduction- Statement about Leadership Yukl(2010) defined Leadership as the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives. Winston and Patterson (2006) stated leadership aimed to identify the diversity of their followers in order to achieve goals and can provide some support, training and education to the followers to help them to improve their abilities within the organization’s goals and resources to ensure the goals can be reached.

They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or