NURS 6053 LEADERSHIP THEORIES IN PRACTICE

Walden University NURS 6053 LEADERSHIP THEORIES IN PRACTICE – Step-By-Step Guide

This guide will demonstrate how to complete the Walden University NURS 6053 LEADERSHIP THEORIES IN PRACTICE assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

Whether one passes or fails an academic assignment such as the Walden University NURS 6053 LEADERSHIP THEORIES IN PRACTICE depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

The introduction for the Walden University NURS 6053 LEADERSHIP THEORIES IN PRACTICE is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

After the introduction, move into the main part of the NURS 6053 LEADERSHIP THEORIES IN PRACTICE assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

A simple internet search will produce thousands of quotes discussing the value of a leader and the art of leadership. Leadership is an intangible concept often tricky to define but easily recognized (Broome & Marshall, 2021). It is the act of guiding, directing, motivating, and inspiring people to achieve a set of common goals (Broome & Marshall, 2021). Leadership includes effectively communicating an organization’s mission and vision, knowledge and support of quality improvement, and non-hierarchical collaboration (Duggan et al., 2015). Most importantly, however, a leader is grounded in ethics and the core values of human behaviors (Broome & Marshall, 2021). This discussion will explore two critical insights gained from reviewing this week’s resources and provide further discussion as supported by additional scholarly resources. Additionally, this discussion will use real-life examples of behaviors and skills associated with a leader and their effectiveness in the workplace.

When reviewing this week’s resources, two primary insights were noted: a leader understands people and a leader recognizes the significance of the power and influence they hold. Leadership can take on numerous roles, and the given style of the leader can play an essential role in the overall environment of the workplace. A quality leader is an innovator, considers servant leadership, and recognizes their responsibility to bring up future leaders (Broome & Marshall, 2021). This concept is essential as it requires the leader to be open to sharing, growing, and developing the team around them. Additionally, it both gives and requires trust in return to the system in which it governs that the common goals of the organization and its people are always considered. 

Considering these insights, one can be drawn to the concept of servant leadership. Healthcare is a people profession often drawn to by individuals interested in fulfilling the lives of others (Bennett & Roquel, 2020). Servant leadership provides a distinctive way to examine leadership behaviors and their relationship to employees’ overall job satisfaction (Bennett & Roquel, 2020). The literature consistently recognizes the importance of leadership in burnout reduction (Kelly & Hearld, 2020). The servant leadership model focuses on the future and people rather than on individual processes and outcomes (Bennett & Roquel, 2020).

For this discussion, I spent time thinking about the behaviors of the great leaders I have encountered in the past. I immediately am pulled in, though to a previous leader, Donna. She was a quality leader who evoked trust, shared in successes, and provided clear direction as to the expectations of the position. When I think about the leaders that I note as exceptional, they have all evoked a feeling of mutual respect and encouragement. They have been and continue to be the individuals I would follow toward a common goal without question as they taught, guided, and allowed for safety in failures to allow for growth and transformation.   

References

Bennett, D. & Roquel, H. (2020). Servant leadership: Is this the type of leadership for the job satisfaction among healthcare employees? Indian Journal of Positive Psychology, 11(3), 210-212. https://www.proquest.com/docview/2470045930?pq-origsite=gscholar&fromopenview=trueLinks to an external site..

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3^rd ed.). New York, NY: Springer

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, 221. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3Links to an external site.

Kelly, R. J. & Hearld, L. R. (2020). Burnout and leadership style in behavioral health care: A literature Review. The Journal of Behavioral Health Sciences & Research, 47, 581-600. https://link.springer.com/article/10.1007/s11414-019-09679-zLinks to an external site..

Characteristics of a healthy work environment include: well-being recognition, support and caring, trust and interpersonal relationships, justice, and a friendly and joyful environment. Healthy work environments are associated with increased job satisfaction and job engagement, task performance, goal achievement, and high efficiency as a result of positive attitudes and behavior among the staff (Marshall & Broome, 2017). This paper will discuss the impact of leadership behaviors in creating healthy work environments from scholarly articles.  

The article by Jiménez et al. (2017) presents a concept of health-promoting leadership that emphasizes the association between the working environment and leadership behavior. The article defines health-promoting leadership using seven key aspects: low workload, health awareness, control, community, reward, fairness, and values. The quality and way of leadership is an aspect that can influence health in the workplace (Jiménez et al., 2017). The article argues that leaders can influence their work surroundings with their attitude and behavior. This is because they are regarded as organizational role models and can thus establish the working conditions for their staff (Jiménez et al., 2017). Furthermore, with thorough deliberation of the seven dimensions of health-promoting leadership, it is feasible for leaders to steadily create a healthy working environment where both leaders and employees can stay healthy. 

The medical-surgical unit nursing supervisor in my previous organization employed most of the concepts of health-promoting leadership. She embraced the concept of community by establishing a positive connection between all nurses. She also encouraged nurses to talk openly to each other and support each other, positively impacting the relationship between nurses. Furthermore, she promoted fairness in the workplace, especially in allocating patients and planning nurses’ duties to ensure that there were no shifts that nurses are overburdened from others. The nurse supervisor also gave rewards to the nurses based on staff performance. For instance, she recommended best performing nurses for sponsored courses and rewards for best nurses. The nurse supervisor leadership style was influential in creating and sustaining a healthy work environment for nurses and creating positive relationships between the nurses. This led to increased job engagement and satisfaction and high efficiency, which increased patient outcomes in the medical-surgical unit. 

Pourbarkhordari et al. (2017) conducted a study to explore the role of transformational leadership (TFL) from the healthy work environment perspective. TFL has been viewed as crucial in sustaining a healthy work environment. The article argues that leaders who employ the TFL style in treating their subordinates create a healthy, satisfying organizational culture (Pourbarkhordari et al., 2017). TFL has also been associated with improving employees’ engagement and increasing their morale, motivation, and performance by establishing shared values. The article proposes that TFL is increasingly needed in current work environments, which have more knowledgeable and talented employees (Pourbarkhordari et al., 2017). Transformational leaders are critical in developing and sustaining healthy work environments for practice and can create lasting organizational and professional values. 

Sfantou et al. (2017) conducted a study to examine whether there exists a relationship between various leadership styles and healthcare quality measures. The study established that leadership styles play a vital role in increasing quality healthcare and nursing measures. Leadership has also been acknowledged as a major indicator for creating a qualitative organizational culture and effective performance in health care delivery (Sfantou et al., 2017).  Transformational leadership was found to increase nursing unit organization culture and structural empowerment. This positively impacted organizational commitment for nurses and resulted in higher levels of job satisfaction, nursing retention, higher productivity, patient safety, and positive health outcome.  

My current organization has focused on Transformational leadership through training leaders and supporting them in effecting it. The hospital’s nursing services manager is a transformational leader and has encouraged unit leaders to employ TFL to increase nurses’ performance and efficiency and enhance patient outcomes. She employs TFL by frequently communicating the hospital’s vision to nurses and encouraging them to strive towards moving closer to attaining the vision.  Besides, she encourages and inspires creativity and innovation among nurses and believes in achieving the organization’s objectives by exploring new ways of doing things. She does this by encouraging nurses to participate in research and innovative projects and encourage them to employ evidence-based research to establish new ways to provide nursing care. Furthermore, she strives to create a working environment where there is open communication to promote the sharing of constructive ideas. The nurse manager style of leadership has significantly promoted positive interactions among nurses. Nurses have taken part in research projects to enhance patient care, and evidence-based practice has been incorporated into operational and clinical practice. The hospital has been awarded the designation of a Magnet Hospital due to the nurse manager’s TFL style and focuses on innovations and improvements in patient care. 

Also Read:

YOUR LEADERSHIP PROFILE

PERSONAL LEADERSHIP PHILOSOPHIES

WORKPLACE ENVIRONMENT ASSESSMENT

Module 4: Workplace Environment Assessment

CHANGE IMPLEMENTATION AND MANAGEMENT PLAN

References 

Jiménez, P., Winkler, B., & Dunkl, A. (2017). Creating a healthy working environment with leadership: The concept of health-promoting leadership. The International Journal of Human Resource Management, 28(17), 2430-2448. http://dx.doi.org/10.1080/09585192.2015.1137609 

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd Ed.). New York, NY: Springer. 

Pourbarkhordari, A., Zhou, E.H., & Pourkarimi, J. (2016). Role of Transformational Leadership in Creating a Healthy Work Environment in Business Setting. European Journal of Business and Management, 8, 57-70. 

Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare (Basel, Switzerland), 5(4), 73. https://doi.org/10.3390/healthcare5040073 

Sample Answer 2 for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

Introduction   

When it comes to leadership, there are so many methods and ways to gain the employees’ trust. There is much research stating the best leadership style; the reality is that every situation needs a different kind of leadership, and every profession needs a different one. Parenting, for example, cannot be solely laissez-faire, and it cannot solely be authoritarian. Even transformational leadership cannot be the only method used in parenting. The same goes for nursing; not only style applies to all. Every organization is also different, and every situation is different. 

Any leadership style aims to determine the objectives, initiate action, and coordinate workers’ efforts (Marshall & Broome, 2021, p.9). The role has always been on the leader to initiate that while motivating workers, but that is only sometimes helpful for employees. Nursing is based on autonomy; therefore, certain leadership styles will need to be revised, like the authoritarian style, which negates the concept of autonomy and almost deletes critical thinking in nurses. 

Leadership theories 

There are many theories when it comes to leadership. Theory X is focused only on the leader making all the decisions, and based on productivity, followers get incentives and punishments (Marshall & Broome, 2021, p.10). Theory Y is a participative style, always seeking consensus. In contrast, theory z is focused on the well-being of the employees on and off the job and on job satisfaction (Marshall & Broome, 2021, p.10). 

The best fit for nursing would be transformational leadership, which could combine theory Y and theory Z. In transformational leadership, the leader influences others not just through specific characteristics like charisma but also through being focused on the leader, on others, and on being a role model (Marshall & Broome, 2021, p.15). Leaders usually have specific characteristics like being good listeners, good coaches, having empathy and support, and being able to motivate and offer recognition (Marshall & Broome, 2021, p.18). 

Leadership challenge model 

The challenge model is based on providing a role model for the followers to mirror while adding autonomy and developing their strengths. It is a way to make the followers see their leader’s strength while developing their own (Marshall & Broome, 2021, p.184). 

Leadership in nursing 

The leader needs to stay in touch with the employees, listen to their concerns, help if needed, make rounds, and evaluate their performances (Marshall & Broome, 2021, p.186). We can take the charge nurse as an example of leadership in nursing. A charge nurse should always be available, have answers, and show resources; a charge nurse should show empathy, compassion, and self-management. A manager should also be there for support and be seen on the floor alongside the staff nurses, listening to their concerns and meeting their needs. A manager should offer incentives, should motivate, and discuss fallouts. 

Leadership in my organization 

The leadership style used in my organization is transformational. The manager is always present on the unit and available by phone if off the unit, even on weekends. She continuously checks in with the nurses to ensure they are all right, always offering to step up and monitor patients while nurses take a ten-minute break. Apart from the informal check-ins daily, she has formal check-ins twice a year, discussing what motivates us, how to recognize us, and printing out excellence in performance to show us what others have said about us. She always pushes us to be better and seek what is next by ensuring we are doing our education and thinking for ourselves, and always speaking up. One example was when I had a conflict with the neurology department, not getting back to me, not communicating with me, and dismissing my concerns. She immediately got in touch with them and highlighted the importance of teamwork and communication and the impact that has on the organization. Another example of the her being there was when I had a patient with a wound vac in place; I have never changed one before. She stepped up and helped me do the nursing care that I needed. She was there to help and as a support and I could not have done it without her. Not only did she help, but she made me a resource as well for other people who have not done it before. This is a kind of transformational leadership being there, being visible and motivating me to do better and do more than what is expected by motivating me to teach others. 
 There are times when a different kind of leadership is needed. In a code situation, transformational leadership cannot be used; a more authoritative kind is needed; the team needs to listen to one leader when there is chaos, and debriefing afterward can clarify why the leader certain things happen. However, there is no time for explanation or negotiation in a time of chaos. 

Impact on the organization 

Transformational leadership can have many benefits for nurses. It drives them to innovate and inspire (Pattison & Corser, 2023). It helps the nurses keep their autonomy and be creative while supporting and listening to their needs. It helps improve staff retention and motivates them to stay and improve (Pattison & Corser, 2023). In this article, it should there are different methods of leadership, the compassionate, the collective, and the transformational (Pattison & Corser, 2023). The compassionate focus on learning and conversations with the staff is based on the nurses’ autonomy. The collective is similar to the transformational; it is shared and discursive, motivating followers to lead. This is the path to success, the path to getting Magnet recognition; it focuses on creating and sharing a vision, and the focus is on the end goal (Pattison & Corser, 2023). Like the transformational style, it might not be the best method in a crisis or code situation (Pattison & Corser, 2023). 

Patient outcomes and quality of care measure nursing care; a study showed that transformational leadership and authentic leadership styles are the best suited for nursing since they reduce adverse events and increase nurse retention ( Kiwanuka et al.,2021). Choosing a leadership style is very important since It can affect the outcomes and goals of an organization. 

A quantitative study was done in a nursing home to perceive what kind of leadership is used and what leadership is expected. The leading style was autocratic leadership or passive-avoidant (Poels et al., 2020). Unfortunately, this style of leadership could be more productive for nursing. An autocratic leader does not involve nor inform followers of decisions (Poels et al., 2020). This leadership style is attributed to administrators and managers needing more administrative tasks that leave no time to interact with and support their staff (Poels et al., 2020). On the other hand, transformational leadership leads to staff well-being, decreased burnout, increased job satisfaction, and higher patient satisfaction. These lead to increased retention (Poels et al., 2020).   

References 

Kiwanuka, F., Nanyonga, R. C., Sak, D. N., Muwanguzi, P. A., & Kvist, T. (2021). Nursing leadership styles and their impact on intensive care unit quality measures: An integrative review. Journal of Nursing Management (John Wiley & Sons, Inc.), 29(2), 133–142. https://doi.org/10.1111/jonm.13151Links to an external site. 

Marshall, E. S., & Broome, M. (2021). Transformational leadership in nursing: From expert clinician to influential leader. Springer Publishing Company, LLC.   

Pattison, N., & Corser, R. (2023). Compassionate, collective, or transformational nursing leadership to ensure fundamentals of care are achieved: A new challenge or non‐sequitur? Journal of Advanced Nursing (John Wiley & Sons, Inc.), 79(3), 942–950. https://doi.org/10.1111/jan.15202Links to an external site.   

Poels, J., Verschueren, M., Milisen, K., & Vlaeyen, E. (2020). Leadership styles and leadership outcomes in nursing homes: a cross-sectional analysis. BMC Health Services Research, 20(1), 1009. https://doi.org/10.1186/s12913-020-05854-7Links to an external site. 

Sample Response for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

Thanks for this insightful response and contribution to this Week’s Discussion topic. You’ve provided a thorough analysis of the high value of relational aspects of leadership, centered on communication to service lines using concepts of various leadership principles.                 

Your post illustrates how the presence of credible leaders who are influential in at the cultural and policy levels are future formal leaders for sure! Inspiring leaders do indeed provide perceptions that might not otherwise be seen by others. These individuals use positive reinforcement and transformational methods to develop staff and have the ability to provide a solutions-based insight that can improve work flow processes for timely care administration and also staff morale. Good comments also on the role that having personal awareness and demonstrating high levels of emotional intelligence has on the the communication practices of leaders-the hallmark of a highly functioning work environment.

Thank you for sharing these comments with our class! 

Sample Response for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

Sarah, it sounds like your manager is well-respected and high-performing. I recently transferred jobs, and my new manager is much like yours. My old manager was not, which was one of the significant reasons for staff discontentment in the workplace. Our team often had a manager and two unit coordinators present during the day, and we were never offered a lunch break or help with patient care. In a staff meeting, a nurse asked if the department’s flow nurse (think of an assistant charge nurse) could help break nurses who were having a hectic day, and the manager said that was unrealistic. A style like your manager’s transformational leadership could improve the department if used more often. I appreciate your pointing out how transformational leadership may be ineffective in a crisis. It made me wonder if that is what my old manager was thinking because the staffing was critically low and patient volumes were critically high; however, transformational leadership continues to be the evidence-based practice in nursing (Broome & Marshall, 2021). Every person is different, and an emotionally intelligent manager will understand that nurses typically do not respond to the Theory X leadership style of expecting followers to do as they are told (Broome & Marshall, 2021). In a systematic review of the effect leadership style had on nurse retention and well-being, transformational leadership was the most recommended (Niinihuhta & Häggman-Laitila, 2022). Nurses should have leaders focused on “supportive, empowering, resonant, transformational, transactional, authentic, ethical and servant leadership styles” (Niinihuhta & Häggman-Laitila, 2022). Nurse leaders can improve patient outcomes by improving nurse retention and well-being (Niinihuhta & Häggman-Laitila, 2022). Nurses who are satisfied with their job ultimately provide better care, and burnout is a dangerous road to patient harm. The leadership skills you described will most likely improve your staff retention, mood, and patient outcomes. The leadership style of being on the floor with the bedside nurses is highly respected and is one of the primary reasons I came to my new job. Feeling supported by those you expect to lead you is crucial in any workplace.    

References  

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer    

Niinihuhta, M., & Häggman-Laitila, A. (2022). A systematic review of the relationships between nurse leaders’ leadership styles and nurses’ work-related well-being. International journal of nursing practice, 28(5), e13040. https://doi.org/10.1111/ijn.13040  

Sample Response for NURS 6053 LEADERSHIP THEORIES IN PRACTICE

The foundation for health and healthcare has undergone a significant transformation over the last ten years. Increasing the demand for flexible nursing leaders who can work with other leaders, policymakers, and community members to develop fresh approaches to the problems confronting healthcare today. Leadership has a significant impact on the caliber of nursing services. (Pishgooie, et al., 2018). The stress of a nurse’s job and the number of nurses quitting their job or occupation can be impacted by different leadership styles. Most significantly, the standard of care delivered to patients in various healthcare settings is impacted by leadership styles.

The likelihood of burnout, dissatisfaction, and the intention to leave a company is reduced by effective leadership practices. According to Mudallal et al. (2017), leadership styles that enable nurses to take charge of their work by using their skills, behaviors, and expertise can boost job satisfaction, organizational loyalty, and quality of care. By instilling confidence in the leader and the organization, empowering behaviors, such as educating and demonstrating concern and care, reduce nurses’ feelings of depersonalization and emotional fatigue.  Leadership styles, especially transformational leadership styles, foster an environment where nurses are empowered and committed to their job.

Leadership Skills Demonstration and Impact

Anyone can be a leader; they don’t need to be in a specific role or hold a specific title. (Suratno, et al., 2018). One of the managers I presently work with is a person I view as a true leader. In addition to taking on the role of nurse trainer in addition to her management responsibilities, updating policies, and training staff on new EBP, she has demonstrated great responsibility for the unit by volunteering to assist when we have been short-staffed, even when she has not been on-call. When we have a query about patient care, she is always reachable by phone and provides a prompt response. She has an open-door policy, so we can discuss problems in our group without worrying about reprisals or other negative consequences. Her dedication to assisting the staff in acquiring new skills to enhance patient practice has been a true asset to our department, and I can state with confidence that patient care has improved as a result. She exemplifies what a dynamic leader ought to be in terms of leadership style. A passionate, emotionally stable, visionary, and courageous lifelong student is a transformational leader. (Fischer, 2016). The transformational leader also encourages nurses to employ problem-solving techniques and provide patient care with a feeling of accountability, enhancing the happiness and well-being of nursing and healthcare professionals. (Pishgooie, et al.,2018).

Conclusion

A job in nursing can be extremely demanding. Every nurse experiences stress from trying to fulfill the needs of the facilities we work in a while also giving our patients the best care possible. Having executives who are kind and considerate and uplift other employees’ spirits is unquestionably a crucial component.

References

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.13049Links to an external site. 

Mudallal, R., Othman, W., & Hassan, N. (2017). Nurses’ Burnout: The Influence of Leader Empowering Behaviors, Work Conditions, and Demographic Traits. INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 54(1), 1-10.

Pishgooie, A. H., Atashzadeh Shoorideh, F., Falcó Pegueroles, A., & Loti, Z. (2018). Correlation between nursing managers’ leadership styles and nurses’ job stress and anticipated turnover. Journal of Nursing Management, 27(3), 527-534. https://doi.org/10.1111/jonm.12707Links to an external site. 

Suratno, K., Kusrini, K.,  & Ariyanti, S. (2018). The Relationship between Transformational Leadership and Quality of Nursing Work Life in Hospital.  International Journal of Caring Sciences, 11(3), 1416-1420 .

Leadership Theories in Practice

            The nursing profession need we understand each other and respond well to other people needs. The workplace culture and individual attitudes of employees are influenced directly by their leaders. Leadership behaviors can have significant effect on the culture and health of the working environment and leadership theories are the explanations of how and why certain people become leaders (Ali et al, 2011). They focus on behaviors that people can adopt to increase their leadership capabilities. Leadership in nursing impacts the safety of employees and patients and also affects care quality and outcomes. According to Deshwal et al. (2020), the leader must have empathy, integrity, and self-awareness and leader empower nurses to leverage their knowledge, skills, and will be able to help nurses enjoy their work, as well as better care for patients and organization success. By reading some scholarly articles, I realized that there are different kinds of leadership styles and previous studies found that two leadership styles are considered the most important to leaders.

            One of these is behavioral theory. Behavioral theories of leadership focus mainly on leader’s actions and believes these behaviors can be copied by other people. Action rather than qualities are the main points of behavioral learning theory (Lussier et al, 2015). A good example of the behavioral theory is leader try to do thing first and other staff then will follow leader behaviors. My current nurse manager usually apply this theory to her behavior and leadership role. The behavioral theory has many advantages primarily that leaders can learn and decide what actions they want to implement to become the leader they want to be. It allows leaders to be flexible and adapt based on their circumstances. Second benefit of this leadership style is that it suggests anyone is capable of becoming a leader (Suprapti et al, 2020). The behavioral theory also has some disadvantages such as it doesn’t directly suggest how to behave in certain circumstances.

            Another one is transformational theory of leadership, also called “relationship theory,” asserts that effective leadership is the result of a positive relationship between leaders and team members (Nguyen et al, 2019). Transformational leaders motivate and inspire through their enthusiasm and passion. They are a model for their teams, emphasizing a collaborative work environment, diplomatic communication skills, and efficient delegation. Many my previous or other unit managers in my hospital actually use this theory, in this theory the nurse aren’t punished and is instead heard by the leader. The nurse’s leader told nurse to devote herself more to her responsibilities and her coworkers. She got a better schedule through her leader’s assistance. Transformational leaders are successful as they apply excellent communication and emotional intelligence. Transformational leadership has positively affected our organization, increasing performance and supporting a good work environment (Khan et al., 2020). Recently, nurses have been incredibly engaged and connected to their employer’s mission since they have a heightened sense of trust and are given plenty of recognition.

References

Ali, S. K., Razaq, A., Yameen, M., Sabir, S., & Khan, M. A. (2011). Influential role of culture on leadership effectiveness and organizational performance. Information Management and Business Review, 3(2), 127-132.

Deshwal, V., & Ali, M. A. (2020). A systematic review of various leadership theories. Shanlax International Journal of Commerce, 8(1), 38-43.

Lussier, R. N., & Achua, C. F. (2015). Leadership: Theory, application, & skill development. Cengage learning.

Suprapti, S., Asbari, M., Cahyono, Y., Mufid, A., & Khasanah, N. E. (2020). Leadership style, organizational culture and innovative behavior on public health center performance during Pandemic Covid-19. Journal of Industrial Engineering & Management Research, 1(2), 76-88.

Nguyen HM, Mai LT, Huynh TL (2019) The role of transformational leadership toward work performance through intrinsic motivation: a study in the Pharmaceutical field in Vietnam. J Asian Finance Econ Bus 6(4):201–212

Khan, H., Rehmat, M., Butt, T.H. et al. Impact of transformational leadership on work performance, burnout and social loafing: a mediation model. Futur Bus J 6, 40 (2020). https://doi.org/10.1186/s43093-020-00043-8

NURS 6053 Module 4 Workplace Environment Assessment

Work Environment Assessment Results: Scoring an 83 out of 100 on the Work Environment Assessment suggests that my workplace is generally civil. This high score indicates that overall, employees perceive the workplace as respectful, supportive, and conducive to positive interactions. Several factors likely contribute to this positive perception: 

1. Respectful Communication: Employees feel comfortable expressing their ideas, concerns, and opinions without fear of judgment or reprisal. Open communication channels allow for transparent dialogue, fostering a culture of mutual respect and understanding. 

1. Collaborative Atmosphere: Teamwork and collaboration are emphasized, with colleagues working together towards common goals. This collaborative approach encourages cooperation, innovation, and shared decision-making, contributing to a positive work environment (Faan & Faan, 2020). 

1. Professionalism: Employees demonstrate professionalism in their interactions, treating each other with courtesy, dignity, and professionalism. Respect for colleagues’ expertise, perspectives, and boundaries is evident, promoting a harmonious workplace culture. 

1. Supportive Leadership: Leadership demonstrates a commitment to employee well-being and development, providing support, guidance, and resources to facilitate success. Leaders lead by example, modeling civility and fostering a culture of inclusivity and support. 

Reasons for Workplace Civility: The high level of civility in my workplace can be attributed to several factors: 

1. Organizational Values: The organization prioritizes respect, integrity, and collaboration, which are reflected in its mission, vision, and values. These values serve as guiding principles for employee behavior and interactions, fostering a culture of civility (Burke, 2017). 

1. Effective Policies and Procedures: The organization has clear policies and procedures in place to address workplace conduct, harassment, and conflict resolution. Employees are aware of these policies and understand the consequences of violating them, promoting accountability and professionalism. 

1. Employee Engagement: Employees are actively engaged in shaping the workplace culture, contributing their ideas, feedback, and suggestions for improvement. This sense of ownership and involvement cultivates a positive work environment where everyone feels valued and respected (Clak, 2019). 

1. Leadership Commitment: Leadership plays a crucial role in promoting civility by setting the tone for respectful behavior and holding employees accountable for upholding organizational values. Leaders prioritize communication, collaboration, and employee well-being, creating a supportive and inclusive workplace culture. 

Experience of Incivility: One situation of incivility I experienced involved a coworker consistently interrupting and talking over others during team meetings. This behavior undermined the contributions of team members, disrupted the flow of discussions, and created tension within the team. 

Addressing Incivility: To address this issue, our team leader took proactive steps to address the incivility and restore respectful communication within the team: 

1. Facilitated Conversation: During a team meeting, the leader initiated a candid conversation about respectful communication and active listening. The importance of valuing and considering everyone’s input was emphasized, setting the stage for constructive dialogue. 

1. Provided Feedback: The coworker engaging in incivility was provided with specific feedback about their behavior, highlighting the impact of their actions on team dynamics and productivity. The feedback was delivered respectfully and constructively, focusing on promoting awareness and behavioral change (Burke , 2017). 

1. Established Ground Rules: The team collectively agreed on ground rules for respectful communication during meetings, such as allowing each person to speak without interruption and actively listening to others. These ground rules served as a framework for fostering civility and promoting inclusive participation. 

1. Follow-Up and Accountability: The team leader followed up on the discussion by reinforcing the importance of respectful communication and monitoring progress. Continued feedback and accountability were emphasized to ensure sustained behavioral change and a culture of civility. 

Outcome 

Through open dialogue, constructive feedback, and proactive intervention, the situation of incivility was effectively addressed. The coworker recognized the impact of their behavior and committed to practicing better communication habits. The establishment of ground rules and ongoing support from leadership helped maintain a culture of civility within the team, promoting collaboration, respect, and mutual understanding. As a result of these efforts, team meetings became more productive and inclusive, with all members feeling heard and valued. The atmosphere within the team improved significantly, fostering greater trust, camaraderie, and synergy in working towards shared goals. Additionally, the resolution of the incivility issue demonstrated the organization’s commitment to promoting a respectful and supportive workplace culture, reinforcing the importance of communication, accountability, and mutual respect among employees. 

References 

Faan, M. E. B. P. R., & Faan, E. S. M. P. R. (2020, January 6). Transformational Leadership in Nursing. Springer Publishing Company http://books.google.ie/booksid=jkC9DwAAQBAJ&printsec=frontcover&dq=TransLinks to an external site.formational+leadership+in+nursing:+From+expert+clinician+to+influential+leader+(3rd+ed.)&hl=&cd=1&source=gbs_api 

Clark, C. M. (2019). Fostering a culture of civility and respect in nursingLinks to an external site.. Journal of Nursing Regulation, 10(1), 44–52. 

Burke, M. (2017, August 28). Creating A Positive Workplace Culture – A Little Kindness Goes A Long Way. Huffpost