Nursing Leadership Essay

There is a growing body of evidence in nursing education on the importance of leadership skills for positively impacting employee retention, staff satisfaction, improved organizational performance, and more satisfactory patient outcomes (Sherman & Pross, 2010). In order to provide the necessary guidance for an optimum work environment, strong nurse leaders are required at all levels of a healthcare organization. When there is failure in the creation of cultures of engagement, nurses may feel they are not supported and even decide to leave the organization. However, the development of a transformational leader is not completed in seminars or classes; incorporating leadership skills into interactions and management is a journey that combines
experience with education and personality traits. It is important to realize that a leader may or may not be a manager. Managers work toward assisting the organization to achieve its goals in the most effective and efficient ways possible through performance of management duties such as planning, staffing, directing resources, and organization. Managers also exert control through making decisions, effective communication, and data analysis to promote the best possible results from projects assignments. Nick Forster wrote in his book, Maximum Performance, “Leadership is usually concerned with what needs to be done—management often focuses on how things should be done. (Forster, 2005: 5). Meaning, a good leader will recognize how things should be done and where the issues lay even before they happen.
According to this definition, nurses who approach the topic of leadership skills must view their behavior as a combination of behavior, insight, and direction.
The personality of the nurse leader involves using the individual strengths to determine a changing situation in order to work with others to achieve a common goal. Leaders provide a sense of direction, using principle to guide the actions of their staff with recognized self-confidence. Nurse leaders are empowered to make decisions and provide a safety net for the decisions of those relying on their expertise. Daly, Jackson, Mannix, Davidson, and Hutchinson (2014), focus specifically on the leadership skills of clinical leaders as being recognized as credible, possessing clinical competence, strong communication skills with multidisciplinary teams, have a positive attitude about their profession, the courage to challenge, and effectively lead a
team. Kouzes and Posner (2006) stated the role of a leader includes the ability to model the way, promote inspiration to a shared vision, evaluate existing processes for way to improve, allow others to act, and care about those around him. Transformational leadership is the name given to a style of leadership that changes and transforms not only an organization, but the people within it. The transformational leader is aware of the emotions, values, long-term goals, and standards of those in her circle of influence. This type of leadership motivates others to accomplish more than what is expected of them; workers over-perform in comparison to past performance (Bass & Avolio, 1990; Northouse, 2010). According to the transformational leadership theory developed by Bass and Avolio (1990), measurements include idealized influence, the ability to motivate through inspiration, consideration of individuals, and provision of intellectual stimulation. As a result, the staff trusts and respects the nurse leader, creating a work culture free of judgment that promotes innovation. The approach is based on collaboration, enhancing the quality of the relationships between employees and leaders who address their needs. Hackman and Porter (1968) state that managers and leaders who integrate employee contributions into the larger goals of the organization encourage employee interest in the ultimate outcome of their efforts. The relationship of a nurse leader to the culture of an organization is always in a state of change (Bass & Avloio, 1993). Acting as a link between the team members and the organization, nurse leaders must respect the accepted policies and processes while encouraging fresh ideas from staff. Effective managers and leaders have the skills needed to recognize the type new employees needed by the work culture, the ways to motivate the staff, what actions to take in a crisis situation, how to act as a role model, and how to anticipate changes placed on her and the staff by outside influences. When a nurse leader is in lower management, upper management may be uncomfortable with suggestions and changes and place pressure on middle management. Therefore, nurse leaders in various levels of management must be aware of the impact on the entire organization of any changes they make in their own work culture. However, lower level nurse leaders and even staff employees have the ability to challenge accepted processes if they require restructuring through the suggestion of innovative ideas. Rather than looking to simply replace long-standing methods of operation, transformational nursing leaders respect accepted processes through applications of teaching, inspiration, and revisions by blending the old with the new. Transformational nurse leaders understand that each employee has experiences, personality, different working styles, knowledge, methods to solve problems, and motivation. By recognizing the strengths and weaknesses of each staff member, she can promote individual creativity to cultivate a passion for their job. Adams (2006) states that excitement about job performance is the most influential motivation for employees. In this light, nurse leaders who encourage diversity realize how to coordinate differences in cultures. Incompatible diversity may cause problems in the workplace, so it is the responsibility of a transformational leader to provide a social structure that supports functioning relationships. When a staff member believes he is accepted as an employee with value despite differences, he feels secure in his position and is not afraid to become creative in his position (Pfeffer, 1998). A transformational nurse leader recognizes that creativity on the job promotes a strong culture of working cooperation, process analysis, discussion of ways to improve patient outcomes, and perhaps even nurse research. Far from simply questioning the standard processes of a healthcare organization, a creative staff works together to gather information to promote a more efficient workplace environment for staff, managers, leaders, and patients (Agbor, 2008). Transformational nurse leaders want staff members to question accepted methods of operation and take risks in suggesting change. There will be some failures, but leader provide a safety net for employees willing to take chances by suggesting change; staff members know there will not be reprisals if suggestions are rejected or are not effective. Yet, an effective nursing leader also knows there are some team members who work better is their roles are not creative. In order to promote an innovative and creative work environment, nurse leaders must understand the types of personalities and the most effective motivations for them.
Amabile (1998) suggested that the creation of new ideas, particularly when they are implemented, is one of the most motivating activities for staff members rewarded intrinsically. The team meetings or in-service training are excellent places for discussions of ideas and suggestions by staff members. Employees who work best with intrinsic motivation enjoy presented, evaluating, and improving their ideas. Extrinsically motivated employees prefer recognition or rewards in the presence of their peers and
superiors. In conclusion, the skills of a nurse leader may be summarized as including a great many attributes. Possessing a commitment to excellence being one of the most important. In order to motivate others, a nurse leader must maintain a clear vision toward improving the organization, work processes, staff performance, and patient outcomes. Measuring the standards of the organization in terms of services, quality of care, staff and other employees, growth of the department under her supervision, and economic expectations are some of the other key components in a valued leader. Building a workplace culture around job requirements and patient needs is something that all leaders must maintain. An effective nurse leader is humble and willing to grow as an employee and a manager, presenting as a role model. Creating and developing leaders by recognizing and cultivating the strengths in staff members and bestowing rewards and recognition in order to allow for advancement is another way a great leader can raise to please employee morals as well. Focusing on this employee satisfaction, growth, and motivations while still maintaining individual accountability as the leader and manager. And finally, communicating effectively on all levels and with multidisciplinary teams (Guyton, 2012). These are what it takes to make a great leader. Through the development and practice the many skills required for effective transformational nursing leadership, the professionals of today and tomorrow must actively pursue the education, mentoring, and experience required to maintain and improve patient care and workplace environments.